In line with our Company purpose - “we are at the service of our clients and the world we live in” - we have made the decisive choice to engage in an open and constructive dialogue with our stakeholders. At the heart of our strategic orientations, this dynamic of interaction allows us to better understand their expectations and, at the same time, how society is changing. It is therefore an integral part of our social and environmental responsibility.
Our stakeholder-oriented approach comes down to understanding their interests, points of view and expectations regarding our activities. It enables us to broaden our thinking, anticipate our clients’ needs and develop our product and service offerings accordingly. It also informs our focus on designing and implementing innovative solutions with a positive impact on society.
This regular dialogue with our stakeholders, which allows us to explain our decisions and actions, helps to increase the transparency and clarity of our publications.
The Group has identified different types of stakeholders: its clients (individuals, professionals, corporate clients and institutions), its employees and their representatives, its shareholders (individual and institutional investors), its suppliers, financial and extra-financial rating agencies, regulatory bodies and public authorities, as well as civil society and its organisations.
We have established personalised levels of communication with each of these stakeholders. Each one has dedicated contacts within the Group who deploy several complementary modes of interaction to enhance dialogue, including surveys, networks and events.
To help analyse stakeholder interests and viewpoints, the Group has developed a chart to map and prioritise 21 extra-financial challenges, cross-referencing their importance as expressed by employees(1) and external stakeholders(2).
This chart distinguishes between three categories of challenges: crucial, major and important. According to our stakeholders, our Group is facing six crucial challenges, namely data privacy and security; climate change and energy transition; ethics and compliance; human rights; responsible investing and financing; and business continuity.
The eight major challenges are: corporate economic value; customer expectations; digital transformation and innovation; employment practices; fair and inclusive workplace; governance; talent management; and transparent practices. The six crucial and eight major challenges represent 14 key and cross-cutting priorities at the heart of our strategic plan. They are also found in its three main pillars: profitable growth (Growth), the optimisation of the client and employee experience (Technology) and the scaling up of sustainable finance (Sustainability).
