Our GTS 2025 strategic plan


To achieve our GTS 2025 strategic plan, we are equipping ourselves with ambitious resources by activating three complementary levers: technology and industrialisation; sustainable finance and CSR; employee potential and engagement.

  • We place technology and industrialisation at the heart of our model, which is in a process of continuous improvement. In this context, we are continuing to roll out a transformation programme for all our business lines. Thanks to the mobilisation of all our entities, we are aiming to:
    • Offer a new experience to our customers;
    • Accelerate digitalisation;
    • Improve operational performance.

The Group’s objective for 2025 is to launch the production of more than 1,000 high value‑creating use cases of artificial intelligence (compared to 427 use cases at the end of 2021) and to migrate at least 50% of the information system to dedicated clouds by 2027.

Several complementary levers contribute to the gains in operational efficiency outlined in our strategic plan: developing industrialisation, using data and technology in an efficient and reasonable way, and building flexible and agile collaboration between all areas of the company.
Laurent David, Deputy Chief Operating Officer.


transactions per month passing through the Group’s application programming interface (API) platform by 2025.

  • Regarding sustainable finance and CSR, we are aiming for real change of scale. In order to accelerate the implementation of our commitments in line with both the challenges facing our customers and the United Nations Sustainable Development Goals (SDGs), we have three main priorities:
    • Align our portfolios with our commitment to carbon neutrality by reducing the CO2 emissions corresponding to the financing of sectors with the highest levels of emissions, and by aligning the objectives of our business lines taking into account their client transitions.
    • Engage in the transition to a sustainable economy alongside our customers by mobilising our business lines and integrated model, especially through the Low‑Carbon Transition Group and the NEST, our network of in‑house experts.
    • Strengthen our management tools, processes and governance to support evolving needs and standards. We will also accelerate the training of our employees in sustainable finance, most notably through our Sustainability Academy.
Awareness of major environmental and social issues is driving the Group to make a profound transformation. BNP Paribas is one of the first signatories of the Net‑Zero Banking Alliance, which commits us to managing our loan portfolio to finance a net‑zero economy by  2050.
Antoine Sire, Head of Company Engagement.


priorities for sustainable finance:

  • Sustainable savings, investments and financing;
  • Transition to carbon neutrality;
  • Circular economy;
  • Natural capital and biodiversity;
  • Fight against exclusion.


mobilised by 2025 through sustainable loans and bonds related to environmental and social criteria


managed responsible and sustainable investments by 2025 (BNP Paribas Asset Management open funds distributed in Europe, classified in Articles 8 and 9 as defined by the Sustainable Finance Disclosure Regulation)