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		<raw><![CDATA[HR CORPORATEWomen et Men2006/2007CETELEM W RLDVISI]]></raw>
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		<raw><![CDATA[‘Cetelem World Vision’ - 2006/2007 Edition of Women et Men. Cetelem, HR Corporate - Annick Verdier, Sylvain Vallez, Gaëlle de Froment Written by: Myriame Albert Photo credits: cover: Corbis ; inside pages: Hachette, Corbis, Getty Images, A. Meysonnier Design and production: ORC, Image et Stratégies d’Employeur Printing: Dri]]></raw>
		<basicChars><![CDATA[‘Cetelem World Vision’ - 2006/2007 Edition of Women et Men. Cetelem, HR Corporate - Annick Verdier, Sylvain Vallez, Gaëlle de Froment Written by: Myriame Albert Photo credits: cover: Corbis ; inside pages: Hachette, Corbis, Getty Images, A. Meysonnier Design and production: ORC, Image et Stratégies d’Employeur Printing: Dri]]></basicChars>
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		<raw><![CDATA[A superb leap forwardIn 2006, Cetelem achieved excellent results, confirming the strategic choices of the 2005-2007 ‘Together, let’s go for it’ project. Having doubled our size in the space of four years, and with 55% of production resulting from our international activities, our development is sensational. We’re ready for ‘Ambition 2010’ and it isn’t by chance. We owe it to the strength of our culture and to our company’s capacity for evolution.The strength of our cultureOur appeal. In four years, we have attracted more than 4,000 new talents in France and all over the world. These people, whether young or more experienced, rise to the challenge of Cetelem’s economic and human adventure every day. Their arrival, combined with the talent of the women and men already at Cetelem, creates a ‘winning spark’ that is precious for its capacity to meet the major challenges set out before us. Loyalty. Working in a fast-growing company can sometimes be unsettling. The strong, mutual connection between Cetelem and its employees serves as an anchor. Working together, we grow along with the company: and the ground we have covered, in both personal and professional terms, can be gauged just by looking back. Conviviality. All those who join us are struck by this: Cetelem is a ‘nice’ company to work for. Yet the process of building this subtle balance between economic performance and respect for people is constantly underway. This is what enables us to make sustained progress. Diversity. It is both deliberate and conscious. With teams in 27 countries, the youthfulness of these teams, and increased female participation in management: all the wealth of the world is arriving at Cetelem. In France, we contribute to the integration of hundreds of young people hailing from all sorts of origins each year.Our capacity to evolveRunning in the world’s top 10, and being number 1 in Europe requires both vigilance and constant effort. We must anticipate, display greater curiosity, and increase effectiveness as a team - that is, in our ability to work together. All teams, in every country, are part of this acceleration process. In daring to take on new situations, our future becomes more promising. Our growth trajectory is remarkable, measuring up to both collective and individual performances. We can be proud of this.François Villeroy de GalhauChairman and Chief Executive Offic]]></raw>
		<basicChars><![CDATA[A superb leap forwardIn 2006, Cetelem achieved excellent results, confirming the strategic choices of the 2005-2007 ‘Together, let’s go for it’ project. Having doubled our size in the space of four years, and with 55% of production resulting from our international activities, our development is sensational. We’re ready for ‘Ambition 2010’ and it isn’t by chance. We owe it to the strength of our culture and to our company’s capacity for evolution.The strength of our cultureOur appeal. In four years, we have attracted more than 4,000 new talents in France and all over the world. These people, whether young or more experienced, rise to the challenge of Cetelem’s economic and human adventure every day. Their arrival, combined with the talent of the women and men already at Cetelem, creates a ‘winning spark’ that is precious for its capacity to meet the major challenges set out before us. Loyalty. Working in a fast-growing company can sometimes be unsettling. The strong, mutual connection between Cetelem and its employees serves as an anchor. Working together, we grow along with the company: and the ground we have covered, in both personal and professional terms, can be gauged just by looking back. Conviviality. All those who join us are struck by this: Cetelem is a ‘nice’ company to work for. Yet the process of building this subtle balance between economic performance and respect for people is constantly underway. This is what enables us to make sustained progress. Diversity. It is both deliberate and conscious. With teams in 27 countries, the youthfulness of these teams, and increased female participation in management: all the wealth of the world is arriving at Cetelem. In France, we contribute to the integration of hundreds of young people hailing from all sorts of origins each year.Our capacity to evolveRunning in the world’s top 10, and being number 1 in Europe requires both vigilance and constant effort. We must anticipate, display greater curiosity, and increase effectiveness as a team - that is, in our ability to work together. All teams, in every country, are part of this acceleration process. In daring to take on new situations, our future becomes more promising. Our growth trajectory is remarkable, measuring up to both collective and individual performances. We can be proud of this.François Villeroy de GalhauChairman and Chief Executive Offic]]></basicChars>
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		<raw><![CDATA[ContentsDiversity - a source of creativity Corporate Departments . . . . . . . . . . . . p.6/7. . . . . . . . . . . . . . . . . . . p.8/9France . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.10/11 Italy zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.12/13 . . . . . . . . . . . . . . . . . p.14/15 . . . . . . . . . . . . . . . . . . p.16/17Atlantic/North Sea zone Central European zoneEurasia/North Africa zone . . . . . . . . . . . . . . . . p.18/19You will also find, on the middle pages, a special section - ‘Human Resources - in our own words, in the world of Cetelem]]></raw>
		<basicChars><![CDATA[ContentsDiversity - a source of creativity Corporate Departments . . . . . . . . . . . . p.6/7. . . . . . . . . . . . . . . . . . . p.8/9France . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.10/11 Italy zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.12/13 . . . . . . . . . . . . . . . . . p.14/15 . . . . . . . . . . . . . . . . . . p.16/17Atlantic/North Sea zone Central European zoneEurasia/North Africa zone . . . . . . . . . . . . . . . . p.18/19You will also find, on the middle pages, a special section - ‘Human Resources - in our own words, in the world of Cetelem]]></basicChars>
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		<raw><![CDATA[Combiningeconomic performance and human responsibilityThe Cetelem workforce has doubled in four years! Our group is now made up of many companies and many countries. This dimension, together with this economic and cultural diversity, means that Human Resources policy must measure up both to the changes we are experiencing and the ambitions we hold. 2006, then, was the year in which HR Corporate was set up, alongside the definition of a Human Resources policy1. 2006 was also the year of achievement of major Human Resources projects. In June 2006, a policy of Individual Careers Management was introduced. The objective is to construct a succession plan for the Cetelem group, calling upon the diversity of talents making up our company throughout the world. This method was described to each of the countries and entities so that it could be applied before the end of 2006. Career paths were constructed for many employees, thus reaffirming our policy of in-house promotion. To give added force and coherence to the management teams in the countries and at the head office, the Cetelem University was created - now offering training both in permanent session and workshop form. In terms of Collective Management, the setting up of site 12, ‘Extending the financial incentive mechanism to the performance of the Cetelem group’ continued, with complete deployment in France, Belgium, the Czech Republic, Slovakia, Portugal, Spain, Morocco, Brazil and Argentina. We are also developing a ‘GRH Monde’ management tool. 2007 will be the year of preparation for our new strategic project ‘Ambition 2010’. The Human Resources subjects will of course be an integral part of this. For the country HRDs and HR Corporate, it is a matter of anticipating the development of posts, organisations, and preparing all employees for these changes and new challenges. Our economic ambition only makes sense if it is built upon a strong human ambition: to help each woman and man at Cetelem to reach their full potential by giving them the means to succeed. This is what makes Cetelem so distinctive: combining economic performance and human responsibility.Annick VerdierCorporate HR Director1Its main principles are accessible via the C'Net intrane]]></raw>
		<basicChars><![CDATA[Combiningeconomic performance and human responsibilityThe Cetelem workforce has doubled in four years! Our group is now made up of many companies and many countries. This dimension, together with this economic and cultural diversity, means that Human Resources policy must measure up both to the changes we are experiencing and the ambitions we hold. 2006, then, was the year in which HR Corporate was set up, alongside the definition of a Human Resources policy1. 2006 was also the year of achievement of major Human Resources projects. In June 2006, a policy of Individual Careers Management was introduced. The objective is to construct a succession plan for the Cetelem group, calling upon the diversity of talents making up our company throughout the world. This method was described to each of the countries and entities so that it could be applied before the end of 2006. Career paths were constructed for many employees, thus reaffirming our policy of in-house promotion. To give added force and coherence to the management teams in the countries and at the head office, the Cetelem University was created - now offering training both in permanent session and workshop form. In terms of Collective Management, the setting up of site 12, ‘Extending the financial incentive mechanism to the performance of the Cetelem group’ continued, with complete deployment in France, Belgium, the Czech Republic, Slovakia, Portugal, Spain, Morocco, Brazil and Argentina. We are also developing a ‘GRH Monde’ management tool. 2007 will be the year of preparation for our new strategic project ‘Ambition 2010’. The Human Resources subjects will of course be an integral part of this. For the country HRDs and HR Corporate, it is a matter of anticipating the development of posts, organisations, and preparing all employees for these changes and new challenges. Our economic ambition only makes sense if it is built upon a strong human ambition: to help each woman and man at Cetelem to reach their full potential by giving them the means to succeed. This is what makes Cetelem so distinctive: combining economic performance and human responsibility.Annick VerdierCorporate HR Director1Its main principles are accessible via the C'Net intrane]]></basicChars>
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		<raw><![CDATA[Diversity a source of creativityNationality, culture, age, sex, experience: the Cetelem community is ‘plural’and for us, this diversity is a vitally rich resource. It is the source of exchanges between people, considerably increasing the quality and creativity of relations. Diversity moves us forward: this is an irrefutable asset, which encourages the innovation that is crucial to the success of our strategic project. In this way, we have made the promotion of diversity a commitment throughout the company. Being open to new cultures, to a variety of professional experiences, to employees coming from different sectors, the progression towards professional equality between women and men, the integration of disabled people, acceptance of the other - each of these is a field which makes us grow. Our Human Resources policy works in the service of this commitment.6]]></raw>
		<basicChars><![CDATA[Diversity a source of creativityNationality, culture, age, sex, experience: the Cetelem community is ‘plural’and for us, this diversity is a vitally rich resource. It is the source of exchanges between people, considerably increasing the quality and creativity of relations. Diversity moves us forward: this is an irrefutable asset, which encourages the innovation that is crucial to the success of our strategic project. In this way, we have made the promotion of diversity a commitment throughout the company. Being open to new cultures, to a variety of professional experiences, to employees coming from different sectors, the progression towards professional equality between women and men, the integration of disabled people, acceptance of the other - each of these is a field which makes us grow. Our Human Resources policy works in the service of this commitment.6]]></basicChars>
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		<raw><![CDATA[Broadening competencesThroughout the world, our recruitments translate our desire to open up to new competences. In order to win markets, we welcome employees with a variety of profiles. Teams are increasingly international – this is an everyday observation. Their mobility (50 inter-country movements in 2006) engenders a cultural intermingling which is active in the deployment of our savoir-faire.World Benchmarks• Presence in 27 countries*. • More than 54 nationalities represented. • 14 families of careers. • 57.9% women and 42.1% men. • 67.1% of employees are between 25 to 39. • 30% of key posts are held by women. • 48% of key posts are held by employees of nationalities other than French. • 34 years: this is the average age of an employee in a key post.*Including LaSer-Cofinoga.Raising awareness and trainingThe development of individual management of senior managers, and the creation of the Cetelem University, are opportunities to federate, communicate our values and exceed our own boundaries. It is a matter of raising awareness and training managers and employees about issues of diversity. Promoting diversity throughout the world is, for Cetelem, an issue of both performance and social responsibility.In France, 2006/2007 facts and figuresFocus on FranceThe steps taken in favour of professional equality between women and menIn 2005, Cetelem was honoured by the French authorities for the policy it launched in favour of professional equality between women and men. In January 2007, the High Authority to Fight Discrimination and Promote Equality (HALDE) referenced two Cetelem practices: one for the round tables organised on the theme of professional equality and age management, and the second on the maintenance of net pay levels for ‘employee-dads’ during their paternity leave.• Cetelem, first financial establishment to have obtained the ‘equality’ label. • 63 managers and Human Resources relays have been trained to act in favour of diversity and against discrimination. • 250 employees questioned around more than 20 round tables, on the themes of diversity, age management, professional equality, disability, The creation of Mission Handicap and cultural origins. In 2006, Cetelem created a ‘Disability Mission’ • More than 50 employees have taken working group. The objective is to accelerate the advantage of decentralized training sessions, employment, and improve the integration, of close to their workplaces. disabled people. • More than 120 ‘employee-dads’ have taken advantage of paternity leave support Non-discrimination measures. In early 2007, we also created the ‘Acting for diversity’ • 2 best practices referenced on the High working group, to work in favour of non-discrimination. Authority to Fight Discrimination and One of the immediate consequences is the organisation of Promote Equality (HALDE) website. non-discrimination training for managers.Cetelem undertakes to respect professional equality between women and men, and to accord visible minorities, seniors and disabled people their full and rightful plac]]></raw>
		<basicChars><![CDATA[Broadening competencesThroughout the world, our recruitments translate our desire to open up to new competences. In order to win markets, we welcome employees with a variety of profiles. Teams are increasingly international – this is an everyday observation. Their mobility (50 inter-country movements in 2006) engenders a cultural intermingling which is active in the deployment of our savoir-faire.World Benchmarks• Presence in 27 countries*. • More than 54 nationalities represented. • 14 families of careers. • 57.9% women and 42.1% men. • 67.1% of employees are between 25 to 39. • 30% of key posts are held by women. • 48% of key posts are held by employees of nationalities other than French. • 34 years: this is the average age of an employee in a key post.*Including LaSer-Cofinoga.Raising awareness and trainingThe development of individual management of senior managers, and the creation of the Cetelem University, are opportunities to federate, communicate our values and exceed our own boundaries. It is a matter of raising awareness and training managers and employees about issues of diversity. Promoting diversity throughout the world is, for Cetelem, an issue of both performance and social responsibility.In France, 2006/2007 facts and figuresFocus on FranceThe steps taken in favour of professional equality between women and menIn 2005, Cetelem was honoured by the French authorities for the policy it launched in favour of professional equality between women and men. In January 2007, the High Authority to Fight Discrimination and Promote Equality (HALDE) referenced two Cetelem practices: one for the round tables organised on the theme of professional equality and age management, and the second on the maintenance of net pay levels for ‘employee-dads’ during their paternity leave.• Cetelem, first financial establishment to have obtained the ‘equality’ label. • 63 managers and Human Resources relays have been trained to act in favour of diversity and against discrimination. • 250 employees questioned around more than 20 round tables, on the themes of diversity, age management, professional equality, disability, The creation of Mission Handicap and cultural origins. In 2006, Cetelem created a ‘Disability Mission’ • More than 50 employees have taken working group. The objective is to accelerate the advantage of decentralized training sessions, employment, and improve the integration, of close to their workplaces. disabled people. • More than 120 ‘employee-dads’ have taken advantage of paternity leave support Non-discrimination measures. In early 2007, we also created the ‘Acting for diversity’ • 2 best practices referenced on the High working group, to work in favour of non-discrimination. Authority to Fight Discrimination and One of the immediate consequences is the organisation of Promote Equality (HALDE) website. non-discrimination training for managers.Cetelem undertakes to respect professional equality between women and men, and to accord visible minorities, seniors and disabled people their full and rightful plac]]></basicChars>
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		<raw><![CDATA[Corporate DepartmentsGroup expertisein the service of performance and diversityTo consolidate group cohesion whilst respecting the diversity that is its strength, Cetelem set up Corporate Departments in March 2006. Each Corporate Department performs a real support function in the service of the countries, careers and employees. Their role: to encourage evolutions, accompanying and monitoring their implementation. This is an effective organisation which enables expertise, methods and experience to be shared in an optimal manner within the group. A few testimonials…External growth: accelerating development“Thejob of the External Growth Department is to accelerate development through the acquisition of companies. In order to do this, an inventory of potential “The Internet and Mobile Corporate Department targets is drawn up with merchant banks, countries was created in autumn 2006 as the 4th job of the and Zone Departments, which are well-positioned to Sales Department. Our mission is to develop global spot opportunities. Next we conduct the operation, partnerships with Cybermerchants and to further from analysis of the target to final negotiation. Here accelerate Internet activity in the Cetelem countries in again, we work in close collaboration with the both B2C and B2B2C. With the countries, we are Zone Departments, countries and Corporate working in a context of permanent innovation for Departments concerned. We carried out five optimization of the processes and the satisfaction of both successful operations in 2005-2006, and customers and partners. A pan-European Platform project would like to accelerate over the coming covering 12 countries has thus been launched, in a bid to offer three years, beginning in 2007.” an interface that is unique to the major Cybermerchants in Gilles Zeitoun Europe. The objective is to be the first to offer a complete, External integrated and automated finance solution for the use of private Growth individuals on the Internet.”Internet and Mobile Corporate: promoting international developmentDepartmentBéatrice Cossa-DumurgierInternet and Mobile Corporate Department8]]></raw>
		<basicChars><![CDATA[Corporate DepartmentsGroup expertisein the service of performance and diversityTo consolidate group cohesion whilst respecting the diversity that is its strength, Cetelem set up Corporate Departments in March 2006. Each Corporate Department performs a real support function in the service of the countries, careers and employees. Their role: to encourage evolutions, accompanying and monitoring their implementation. This is an effective organisation which enables expertise, methods and experience to be shared in an optimal manner within the group. A few testimonials…External growth: accelerating development“Thejob of the External Growth Department is to accelerate development through the acquisition of companies. In order to do this, an inventory of potential “The Internet and Mobile Corporate Department targets is drawn up with merchant banks, countries was created in autumn 2006 as the 4th job of the and Zone Departments, which are well-positioned to Sales Department. Our mission is to develop global spot opportunities. Next we conduct the operation, partnerships with Cybermerchants and to further from analysis of the target to final negotiation. Here accelerate Internet activity in the Cetelem countries in again, we work in close collaboration with the both B2C and B2B2C. With the countries, we are Zone Departments, countries and Corporate working in a context of permanent innovation for Departments concerned. We carried out five optimization of the processes and the satisfaction of both successful operations in 2005-2006, and customers and partners. A pan-European Platform project would like to accelerate over the coming covering 12 countries has thus been launched, in a bid to offer three years, beginning in 2007.” an interface that is unique to the major Cybermerchants in Gilles Zeitoun Europe. The objective is to be the first to offer a complete, External integrated and automated finance solution for the use of private Growth individuals on the Internet.”Internet and Mobile Corporate: promoting international developmentDepartmentBéatrice Cossa-DumurgierInternet and Mobile Corporate Department8]]></basicChars>
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		<raw><![CDATA[Risk Management: a cutting-edge team“The Corporate Risk Management Department is not just concerned with piloting and risk control; we also intervene in matters of commercial optimization and productivity gains. In order to achieve this, our decisional system teams monitor the quality of the tools and offer help and advice to countries. The expertise of our team is henceforth recognised and in demand in the group’s companies and in the countries. Our objective in 2007 will therefore be to extend the services we offer to better respond to the needs expressed by these countries and by the BNP Paribas Group.”IISD: improving the rhythm of our acquisitions“IISD is the Cetelem group's industrial and technologicalcentre, which now counts 665 employees. The mission of the Information Technology Department is to support, both in terms of IT and technology, all posts and all countries in their development strategy. We launched the ‘Ambitions IT@2007’in order to boost our reactivity. We are also in the process of preparing our strategic ‘Ambitions IT@2010’ plan, which should enable us to better support Cetelem in terms of both growth and profitability.”Jean-Paul DoumengCorporate Risk Management DepartmentJean-Marie BellafioreIISDOf which Corporate Cetelem Departments1,690employees*Head Office 4 Communications Department 18 Compliance 23 Audit 10 External Growth** 60 Sales Department 82 IISD (Industrial and Information System Department) 77 Finance 31 HR Corporate*** 54 12 Others 4 241 6651 1204*2 4recruitments847.4% women 52.6% men*Total including Soreffi Maroc + Effico Soreco + SFRB Convergence.122Registered persons at the end of December 2006 Number of recruitments in 2006**Excluding subsidiaries Effico Soreco, Soreffi Maroc et SFRB Convergence. ***Excluding Administration Générale et Immobilier (excluding subsidiaries Effico Soreco, Soreffi Maroc et SFRB Convergence]]></raw>
		<basicChars><![CDATA[Risk Management: a cutting-edge team“The Corporate Risk Management Department is not just concerned with piloting and risk control; we also intervene in matters of commercial optimization and productivity gains. In order to achieve this, our decisional system teams monitor the quality of the tools and offer help and advice to countries. The expertise of our team is henceforth recognised and in demand in the group’s companies and in the countries. Our objective in 2007 will therefore be to extend the services we offer to better respond to the needs expressed by these countries and by the BNP Paribas Group.”IISD: improving the rhythm of our acquisitions“IISD is the Cetelem group's industrial and technologicalcentre, which now counts 665 employees. The mission of the Information Technology Department is to support, both in terms of IT and technology, all posts and all countries in their development strategy. We launched the ‘Ambitions IT@2007’in order to boost our reactivity. We are also in the process of preparing our strategic ‘Ambitions IT@2010’ plan, which should enable us to better support Cetelem in terms of both growth and profitability.”Jean-Paul DoumengCorporate Risk Management DepartmentJean-Marie BellafioreIISDOf which Corporate Cetelem Departments1,690employees*Head Office 4 Communications Department 18 Compliance 23 Audit 10 External Growth** 60 Sales Department 82 IISD (Industrial and Information System Department) 77 Finance 31 HR Corporate*** 54 12 Others 4 241 6651 1204*2 4recruitments847.4% women 52.6% men*Total including Soreffi Maroc + Effico Soreco + SFRB Convergence.122Registered persons at the end of December 2006 Number of recruitments in 2006**Excluding subsidiaries Effico Soreco, Soreffi Maroc et SFRB Convergence. ***Excluding Administration Générale et Immobilier (excluding subsidiaries Effico Soreco, Soreffi Maroc et SFRB Convergence]]></basicChars>
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		<raw><![CDATA[Appreciatingthe progress of ‘Challenge 2008’The year 2006 was dominated by the 'Challenge 2008’ theme. This growth acceleration project is implemented through development of the product offer and marketing channels, as well as a reworking of the task process and by profound changes in the organisation of the operational Network in France.Yves GaudinHead of France3,087employees of which“In your opinion, which significant developments marked the year 2006? The most visible is the profound development of our operational model: a move from the agency towards the Customer Relation Centre(CRC). The purpose of these centres is to improve operational effectiveness and productivity, by reorganising the work on the basis of process and new tools. Ten CRCs were opened in September 2006 for the first stage of this process of transformation. At stage 1 of the ‘Challenge 2008’, 423 employees and their families were concerned in 2006 by post/geographical mobility. How is ‘Challenge 2008’ experienced by Network France employees? We pay special attention to communication around the ‘Challenge 2008’ project. Employees are familiar with the objectives set and the means implemented. These developments have, in fact, impacted on both the professional and personal lives of those concerned. Nevertheless, the Network France teams have proved themselves to be highly motivated during this year, even though we have embarked upon major changes. We have recorded very good operational, commercial and debt collection results. In addition, turn-over is stable, which is proof of true loyalty to the company. What have you done to guide this process of change? The Adaptation Plan for Employment (PAE) constitutes a set of social measures negotiated with the union representatives. It includes a significant training component, which is essentially linked to changing post or tools, as well as a set of specific financial measures to work alongside employee mobility. The Service for Information and Support for Mobility (SISM) guides employees in the implementation of their mobility, and offers a personalized support service. How did these working conditions develop within the context of ‘Challenge 2008’?2,685Network France402Partnerships and subsidiariesrecruitments11.5% 34.2%aged over 40 aged under 25250Each technical and logistics development has been the subject of in-depth reflection on the improvement of working conditions. The setting up of the CRCs and such new tools as the Telephone/IT Coupling (CTI) or the Interactive Vocal Server (IVS) has been accompanied by very close attention to workstation ergonomics: 19” screen, working environment, etc. How do you see 2007 shaping up? Collective success is built upon the sum of individual competencies, savoir-faire and inter-personal skills, which add up to the wealth and diversity of Cetelem. The primary objective is to consolidate the progress made in 2006, and to continue with our efforts to adapt to our customers’ new demands: multi-channel access, process rapidity, personalization of the relationship, and competitiveness requirements. To attain this objective within the context of the setting up of stage 2 of the 'Challenge 2008’, the support and training provision will be adjusted and reinforced.54.3%aged between 25 and 4060.5% women 39.5% menSerge le BolèsSecretary General of the Network Franc]]></raw>
		<basicChars><![CDATA[Appreciatingthe progress of ‘Challenge 2008’The year 2006 was dominated by the 'Challenge 2008’ theme. This growth acceleration project is implemented through development of the product offer and marketing channels, as well as a reworking of the task process and by profound changes in the organisation of the operational Network in France.Yves GaudinHead of France3,087employees of which“In your opinion, which significant developments marked the year 2006? The most visible is the profound development of our operational model: a move from the agency towards the Customer Relation Centre(CRC). The purpose of these centres is to improve operational effectiveness and productivity, by reorganising the work on the basis of process and new tools. Ten CRCs were opened in September 2006 for the first stage of this process of transformation. At stage 1 of the ‘Challenge 2008’, 423 employees and their families were concerned in 2006 by post/geographical mobility. How is ‘Challenge 2008’ experienced by Network France employees? We pay special attention to communication around the ‘Challenge 2008’ project. Employees are familiar with the objectives set and the means implemented. These developments have, in fact, impacted on both the professional and personal lives of those concerned. Nevertheless, the Network France teams have proved themselves to be highly motivated during this year, even though we have embarked upon major changes. We have recorded very good operational, commercial and debt collection results. In addition, turn-over is stable, which is proof of true loyalty to the company. What have you done to guide this process of change? The Adaptation Plan for Employment (PAE) constitutes a set of social measures negotiated with the union representatives. It includes a significant training component, which is essentially linked to changing post or tools, as well as a set of specific financial measures to work alongside employee mobility. The Service for Information and Support for Mobility (SISM) guides employees in the implementation of their mobility, and offers a personalized support service. How did these working conditions develop within the context of ‘Challenge 2008’?2,685Network France402Partnerships and subsidiariesrecruitments11.5% 34.2%aged over 40 aged under 25250Each technical and logistics development has been the subject of in-depth reflection on the improvement of working conditions. The setting up of the CRCs and such new tools as the Telephone/IT Coupling (CTI) or the Interactive Vocal Server (IVS) has been accompanied by very close attention to workstation ergonomics: 19” screen, working environment, etc. How do you see 2007 shaping up? Collective success is built upon the sum of individual competencies, savoir-faire and inter-personal skills, which add up to the wealth and diversity of Cetelem. The primary objective is to consolidate the progress made in 2006, and to continue with our efforts to adapt to our customers’ new demands: multi-channel access, process rapidity, personalization of the relationship, and competitiveness requirements. To attain this objective within the context of the setting up of stage 2 of the 'Challenge 2008’, the support and training provision will be adjusted and reinforced.54.3%aged between 25 and 4060.5% women 39.5% menSerge le BolèsSecretary General of the Network Franc]]></basicChars>
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		<raw><![CDATA[Willingness to call our methodsinto question in order to evolveChiaffredo SalomoneManaging Director of the Findomestic Group“From a Human Resources point of view, how would you sum up the year 2006 for Italy? The year 2006 was characterized by preparation of the 2007-2010 development plan. It was also marked by the necessary evolution of our business model, organisation and capacity to cope with change. Both the mission and vision have therefore been reviewed, so as to position the customer, responsible credit, and dialogue with shareholders at the heart of our development. These subjects were developed and addressed in depth in our first sustainable development report, as well as within the context of a managers' seminar in October. A summary of this seminar was then communicated to all employees via an e-learning platform. What concrete actions were implemented? In terms of recruitment, in 2005 we continued with the company actions. The recruitment process was optimized to better fit the profiles of newlyqualified graduates, as well as those having specific competences.2,599employees recruitmentsIn the training domain, we have implemented an e-learning platform. Moreover, network personnel have undergone ‘negotiation’ training, representing a significant investment. Lastly, we have emphasized Personnel Management with the creation of a ‘Presidi HR’ post, which has enabled us to improve process. Which is the most innovative of Human Resources projects?5413.9%The ‘Project Management’ training programme became a reality in 2006. This six-day training course, on project management techniques, concerned the Management team together with a hundred employees. How is the e-learning programme set up in 2006 going? E-learning is now a reality at the Findomestic Group: 1,926 employees have made use of this tool to improve their level of knowledge, which corresponds to 15,624 training hours.22.9%aged over 40aged under 25What will be the distinguishing features of your zone in 2007, in your opinion? The economic context encourages us to modify our business model and to activate new direct customer acquisition channels. In order to achieve this, it is absolutely essential that we break with the usual methods. We will set up actions which will enable us to attain our objectives and confirm our position as leader. The challenge before us is to achieve ambitious objectives whilst succeeding in maintaining our company culture and a positive working atmosphere.73.2%aged between 25 and 40“51.9% women 48.1% menCarlo StrosciaCentral Human Resources and Organisation Departme]]></raw>
		<basicChars><![CDATA[Willingness to call our methodsinto question in order to evolveChiaffredo SalomoneManaging Director of the Findomestic Group“From a Human Resources point of view, how would you sum up the year 2006 for Italy? The year 2006 was characterized by preparation of the 2007-2010 development plan. It was also marked by the necessary evolution of our business model, organisation and capacity to cope with change. Both the mission and vision have therefore been reviewed, so as to position the customer, responsible credit, and dialogue with shareholders at the heart of our development. These subjects were developed and addressed in depth in our first sustainable development report, as well as within the context of a managers' seminar in October. A summary of this seminar was then communicated to all employees via an e-learning platform. What concrete actions were implemented? In terms of recruitment, in 2005 we continued with the company actions. The recruitment process was optimized to better fit the profiles of newlyqualified graduates, as well as those having specific competences.2,599employees recruitmentsIn the training domain, we have implemented an e-learning platform. Moreover, network personnel have undergone ‘negotiation’ training, representing a significant investment. Lastly, we have emphasized Personnel Management with the creation of a ‘Presidi HR’ post, which has enabled us to improve process. Which is the most innovative of Human Resources projects?5413.9%The ‘Project Management’ training programme became a reality in 2006. This six-day training course, on project management techniques, concerned the Management team together with a hundred employees. How is the e-learning programme set up in 2006 going? E-learning is now a reality at the Findomestic Group: 1,926 employees have made use of this tool to improve their level of knowledge, which corresponds to 15,624 training hours.22.9%aged over 40aged under 25What will be the distinguishing features of your zone in 2007, in your opinion? The economic context encourages us to modify our business model and to activate new direct customer acquisition channels. In order to achieve this, it is absolutely essential that we break with the usual methods. We will set up actions which will enable us to attain our objectives and confirm our position as leader. The challenge before us is to achieve ambitious objectives whilst succeeding in maintaining our company culture and a positive working atmosphere.73.2%aged between 25 and 40“51.9% women 48.1% menCarlo StrosciaCentral Human Resources and Organisation Departme]]></basicChars>
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	<page id="14">
		<raw><![CDATA[Atlantic North SeaZONE14/]]></raw>
		<basicChars><![CDATA[Atlantic North SeaZONE14/]]></basicChars>
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	<page id="15">
		<raw><![CDATA[Copingwith growthThe activity of the Atlantic/North Sea zone is proof of remarkable vitality, from which some important challenges can be identified: recruitment, training, mobility, and above all reinforcement of middle-management.“Marc FeltesseDirector of the Atlantic/North Sea zoneWhat are the key figures for the year 2006? A workforce increased by 27%, making a total of 3,411 employees at the end of 2006! Mexico leads in terms of growth with +57% - growth rendered necessary by the strong development of the activity and start-up of Prestacomer, a joint venture created with Commercial Mexicana (3rd biggest Mexican distributor). What steps have you taken to adapt the organisation to this development? We wanted to make the most of the multiculturalism of the Atlantic/North Sea zone. A supervisory team - made up of five persons from a variety of countries and professional backgrounds - was set up to oversee development of the zone. This collection of competencies enabled us to carry out, on a country by country basis, the actions best suited to the level of maturity of each activity. What were these evolutions, exactly? In Germany, the commercial lines were brought together under a single management body. In Argentina and Brazil, the platform teams were reinforced in order to be able to cope with the growth of the activity and maintain the quality of customer service. Risk Management was also reinforced in both countries. In Portugal, we recruited a significant number of sales representatives, with a view to a customer prospection campaign. Belgium, which has set out on a new commercial adventure, has seen its workforce grow by 16%. Adaptation also means - as in the United Kingdom setting up a successful retirement plan by offering employees opportunities for mobility. Could you tell us about your Spanish project? In terms of workforce levels, activities and results, Spain is the 3rd biggest country in the ‘world of Cetelem’. The economic maturity of both the country and the subsidiary called for a new development model designed to maintain our competitive edge. The project optimizes human resources management: recruitment methods, training trajectory, pay policy, internal communication - it was constructed by the Spanish teams, with corporate support. What are the priorities for 2007? To have the management teams collaborating even more closely, in collectively managing the ‘volume-margin-risk’ trio. To put the strength and desire by which we are driven to work in optimizing both process and organisation. These are the efforts which should enable us to strengthen both motivation and loyalty within our teams.Germany Argentina Belgium Brazil Spain Mexico Portugal United Kingdom361 353 116 859 1,243 149 323 73,411employees“18.6%aged under 2571.5% 9.9%aged over 40 aged between 25 and 401,118recruitments57.2% women42.8% m]]></raw>
		<basicChars><![CDATA[Copingwith growthThe activity of the Atlantic/North Sea zone is proof of remarkable vitality, from which some important challenges can be identified: recruitment, training, mobility, and above all reinforcement of middle-management.“Marc FeltesseDirector of the Atlantic/North Sea zoneWhat are the key figures for the year 2006? A workforce increased by 27%, making a total of 3,411 employees at the end of 2006! Mexico leads in terms of growth with +57% - growth rendered necessary by the strong development of the activity and start-up of Prestacomer, a joint venture created with Commercial Mexicana (3rd biggest Mexican distributor). What steps have you taken to adapt the organisation to this development? We wanted to make the most of the multiculturalism of the Atlantic/North Sea zone. A supervisory team - made up of five persons from a variety of countries and professional backgrounds - was set up to oversee development of the zone. This collection of competencies enabled us to carry out, on a country by country basis, the actions best suited to the level of maturity of each activity. What were these evolutions, exactly? In Germany, the commercial lines were brought together under a single management body. In Argentina and Brazil, the platform teams were reinforced in order to be able to cope with the growth of the activity and maintain the quality of customer service. Risk Management was also reinforced in both countries. In Portugal, we recruited a significant number of sales representatives, with a view to a customer prospection campaign. Belgium, which has set out on a new commercial adventure, has seen its workforce grow by 16%. Adaptation also means - as in the United Kingdom setting up a successful retirement plan by offering employees opportunities for mobility. Could you tell us about your Spanish project? In terms of workforce levels, activities and results, Spain is the 3rd biggest country in the ‘world of Cetelem’. The economic maturity of both the country and the subsidiary called for a new development model designed to maintain our competitive edge. The project optimizes human resources management: recruitment methods, training trajectory, pay policy, internal communication - it was constructed by the Spanish teams, with corporate support. What are the priorities for 2007? To have the management teams collaborating even more closely, in collectively managing the ‘volume-margin-risk’ trio. To put the strength and desire by which we are driven to work in optimizing both process and organisation. These are the efforts which should enable us to strengthen both motivation and loyalty within our teams.Germany Argentina Belgium Brazil Spain Mexico Portugal United Kingdom361 353 116 859 1,243 149 323 73,411employees“18.6%aged under 2571.5% 9.9%aged over 40 aged between 25 and 401,118recruitments57.2% women42.8% m]]></basicChars>
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	<page id="16">
		<raw><![CDATA[Central EuropeanZONE16/]]></raw>
		<basicChars><![CDATA[Central EuropeanZONE16/]]></basicChars>
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	<page id="17">
		<raw><![CDATA[Boostingintegration to the groupAdapting product offer and organisation to the specificities of the markets - this is the everyday challenge facing the teams in the Central European zone. Objective: to meet the group’s high level of requirements.“95 403 427 384 827 113What have been the guiding principles behind Human Resources action in 2006? Optimization of human resources management, by strengthening the managerial dimension. Cetelem is an international company which sets itself ambitious objectives throughout the world, and the Central European zone is no exception. We need competent employees, capable of working on international teams. At zone level, we have tried to improve and extend the knowledge of young managers in this field by organising intercultural exchange seminars and an ‘Empowering people’ training session, which has enabled us to adopt a shared frame of reference for the assessment of our employees. The variable pay scheme (RVI) has also played a positive role. Progressively effective for all employees within the zone, it enables performance development. How will you encourage integration into the group? Employees in the Central European zone contribute via their ideas for the innovation and development of the commercial offer. And once these ideas have been implemented locally, they can be applied to the whole group. We also take full advantage of the wide range of approaches and experiences of Cetelem employees from other countries. This group synergy enables us, for example, to adopt IT tools at the request of individual employees, so as to render our activity even more high-performance. More specifically, what are the challenges the Central European zone must rise to? Certain countries need to give their activity new momentum, whilst others must consolidate their activity by seeking the right balance between the products and distribution channels, but all must concentrate all their energy to offering their customers the very best service. In your opinion, what are the principal qualities of your employees? Their knowledge, their creativity and their commitment. Whether it is a matter of adapting the commercial offer to the needs of local customers, of integrating group developments and projects, or of reorganising the teams in line with new requirements.Alena LudrovskaDirector of the Central European zoneGreece Hungary Poland Czech Republic Romania SlovakiaWhat are your priority actions for 2007? Our priority is to optimize the managerial skills of our management teams. In so doing, we are equally concerned with the domains of identification of potential and training, as with employee assessment. In order to monitor developments in real time, we are also going to set up progress indicators. This process is already underway in all countries of the Central European zone.2,249employees recruitments23.1%aged under 25“5.5%aged over 4071.4%aged between 25 and 4063868.2% women31.8% m]]></raw>
		<basicChars><![CDATA[Boostingintegration to the groupAdapting product offer and organisation to the specificities of the markets - this is the everyday challenge facing the teams in the Central European zone. Objective: to meet the group’s high level of requirements.“95 403 427 384 827 113What have been the guiding principles behind Human Resources action in 2006? Optimization of human resources management, by strengthening the managerial dimension. Cetelem is an international company which sets itself ambitious objectives throughout the world, and the Central European zone is no exception. We need competent employees, capable of working on international teams. At zone level, we have tried to improve and extend the knowledge of young managers in this field by organising intercultural exchange seminars and an ‘Empowering people’ training session, which has enabled us to adopt a shared frame of reference for the assessment of our employees. The variable pay scheme (RVI) has also played a positive role. Progressively effective for all employees within the zone, it enables performance development. How will you encourage integration into the group? Employees in the Central European zone contribute via their ideas for the innovation and development of the commercial offer. And once these ideas have been implemented locally, they can be applied to the whole group. We also take full advantage of the wide range of approaches and experiences of Cetelem employees from other countries. This group synergy enables us, for example, to adopt IT tools at the request of individual employees, so as to render our activity even more high-performance. More specifically, what are the challenges the Central European zone must rise to? Certain countries need to give their activity new momentum, whilst others must consolidate their activity by seeking the right balance between the products and distribution channels, but all must concentrate all their energy to offering their customers the very best service. In your opinion, what are the principal qualities of your employees? Their knowledge, their creativity and their commitment. Whether it is a matter of adapting the commercial offer to the needs of local customers, of integrating group developments and projects, or of reorganising the teams in line with new requirements.Alena LudrovskaDirector of the Central European zoneGreece Hungary Poland Czech Republic Romania SlovakiaWhat are your priority actions for 2007? Our priority is to optimize the managerial skills of our management teams. In so doing, we are equally concerned with the domains of identification of potential and training, as with employee assessment. In order to monitor developments in real time, we are also going to set up progress indicators. This process is already underway in all countries of the Central European zone.2,249employees recruitments23.1%aged under 25“5.5%aged over 4071.4%aged between 25 and 4063868.2% women31.8% m]]></basicChars>
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	<page id="18">
		<raw><![CDATA[Eurasia North AfricaZONE18/]]></raw>
		<basicChars><![CDATA[Eurasia North AfricaZONE18/]]></basicChars>
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	<page id="19">
		<raw><![CDATA[Capitalizingon diversityThe Eurasia/North Africa zone groups together countries of diverse cultures which offer strong potential for growth. For Guido van Hauwermeiren and his teams, the challenges are permanent: at once commercial, human and organisational.“Guido van HauwermeirenDirector of the Eurasia/ North Africa zoneFor you, what have been the highlights of 2006 in the Eurasia/North Africa zone? Algeria began its activity at the beginning of the year. Everything remained to be done: recruiting and training new employees. The recruitment days we organised in a major Algiers hotel enabled us to measure not only the extent of Cetelem’s appeal, but also the difficulty of detecting talents: 400 potential candidates… but only 11 were retained! In the same way, the implantation project for Russia has become a reality. No employees in October 2006, 30 in February 2007: in these countries there is a real challenge to be faced in integrating people from different universes. The issue is to identify, on site, those whose potential and human qualities are in tune with the values and culture of the group. What have been the most significant developments in Asia this year? Thailand, which has reorganised its management structure, has taken on a new Human Resources Director, and reinforced its IT team. With more than 400 employees, Cetelem has provided itself with the means to optimize the cohesion of its teams in Thailand, in order to continue its development. What are the main strengths of the men and women in your zone? Knowing how to accelerate so as to move from strength to strength in rapidlydeveloping countries such as China or the Ukraine (where production began in mid-2007). Knowing how to display ever more creativity and ambition in countries such as Morocco or Turkey, where Cetelem has already been present for several years. Yet also knowing how to decide to stop - as in Taiwan - to redeploy teams within the group. Are implantation projects still a topical question? Of course, these projects are part of the future development of the zone. We are trying to build upon implantations or local BNP Paribas Group partnerships, and to adapt our model to local customs and constraints, the better to fit the market. The year will certainly be a little more complex, but will multiply our chances of success. At the moment, we are turning towards Vietnam.Algeria China Morocco Russia* Taiwan Thailand Turkey Ukraine*96 45 125 21 30 440 139 24What is the 2007 ambition of the Eurasia/North Africa zone? The objective is to better share the wealth of experience offered by Cetelem’s international dimension. One priority will guide us: development of the Eurasia/North Africa zone, which will be the principal growth sector of Cetelem at international level, by sticking closely to the advice of the Corporate Departments and relying on the assistance of the BNP Paribas Group in those countries in which it is present.11% 5.4%aged over 40 aged under 25employees920 321“83.6%aged between 25 and 40.recruitments*Including employees under local contracts.62.4% women37.6% m]]></raw>
		<basicChars><![CDATA[Capitalizingon diversityThe Eurasia/North Africa zone groups together countries of diverse cultures which offer strong potential for growth. For Guido van Hauwermeiren and his teams, the challenges are permanent: at once commercial, human and organisational.“Guido van HauwermeirenDirector of the Eurasia/ North Africa zoneFor you, what have been the highlights of 2006 in the Eurasia/North Africa zone? Algeria began its activity at the beginning of the year. Everything remained to be done: recruiting and training new employees. The recruitment days we organised in a major Algiers hotel enabled us to measure not only the extent of Cetelem’s appeal, but also the difficulty of detecting talents: 400 potential candidates… but only 11 were retained! In the same way, the implantation project for Russia has become a reality. No employees in October 2006, 30 in February 2007: in these countries there is a real challenge to be faced in integrating people from different universes. The issue is to identify, on site, those whose potential and human qualities are in tune with the values and culture of the group. What have been the most significant developments in Asia this year? Thailand, which has reorganised its management structure, has taken on a new Human Resources Director, and reinforced its IT team. With more than 400 employees, Cetelem has provided itself with the means to optimize the cohesion of its teams in Thailand, in order to continue its development. What are the main strengths of the men and women in your zone? Knowing how to accelerate so as to move from strength to strength in rapidlydeveloping countries such as China or the Ukraine (where production began in mid-2007). Knowing how to display ever more creativity and ambition in countries such as Morocco or Turkey, where Cetelem has already been present for several years. Yet also knowing how to decide to stop - as in Taiwan - to redeploy teams within the group. Are implantation projects still a topical question? Of course, these projects are part of the future development of the zone. We are trying to build upon implantations or local BNP Paribas Group partnerships, and to adapt our model to local customs and constraints, the better to fit the market. The year will certainly be a little more complex, but will multiply our chances of success. At the moment, we are turning towards Vietnam.Algeria China Morocco Russia* Taiwan Thailand Turkey Ukraine*96 45 125 21 30 440 139 24What is the 2007 ambition of the Eurasia/North Africa zone? The objective is to better share the wealth of experience offered by Cetelem’s international dimension. One priority will guide us: development of the Eurasia/North Africa zone, which will be the principal growth sector of Cetelem at international level, by sticking closely to the advice of the Corporate Departments and relying on the assistance of the BNP Paribas Group in those countries in which it is present.11% 5.4%aged over 40 aged under 25employees920 321“83.6%aged between 25 and 40.recruitments*Including employees under local contracts.62.4% women37.6% m]]></basicChars>
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	<page id="20">
		<raw><![CDATA[HR Corporate20, avenue Georges-Pompidou 92595 Levallois-Perret Cedex FRAN]]></raw>
		<basicChars><![CDATA[HR Corporate20, avenue Georges-Pompidou 92595 Levallois-Perret Cedex FRAN]]></basicChars>
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