Performance and human capital

Employees receive regular appraisal interviews, attending at least one annually, with a second recommended. These interviews serve to clarify expectations and objectives, highlight results, and identify areas for improvement.  

We also encourage continuous dialogue. In France, the “Continuous Conversation” resource fosters more agile dialogue between managers and employees.  
We also place great stock in the collective dimension. At least one team objective is included in the recognition and/or variable compensation systems, depending on the entity.

In Brazil, our largest entity, Caixa Vida e Previdencia applies a  360° assessment process for employees. Their manager and their colleagues take part in this process.  And, for managers, contacts from other departments are involved.

Where service providers contribute to our business activities, we seek to secure responsible cooperation, with a contractual framework, quality and compliance requirements, and execution conditions.

CNP Assurances ensures fair and competitive remuneration relative to job positions by taking into account locally available guidelines and benchmarks. Depending on the country, the Group supplements public schemes with social protection mechanisms that enhance employee security, with healthcare/personal risk, supplementary cover, and support schemes.

Our expectations on responsible social practices are, depending on the business activity, integrated into supplier relations, encompassing responsible purchasing, compliance and vigilance requirements.

CNP Assurances fosters learning and provides all employees with resources for continuous upskilling: 

• self-service learning resources, individual or group training,  
• training leading to certification and qualification consistent with business needs.

In France, certain development programmes for priority occupations are fully financed and cobuilt with the departments concerned. Comparable systems are in place at the Group’s other entities, adapted to local contexts.

We ensure that our service providers and subcontractors use are properly trained to carry out their assignments. More broadly, we make sure that they are fully familiar with best practices in conduct and ethics.

Lastly, we ensure that external employees (fixed-term employees, work-study students and temporary workers) are: 

• trained to carry out the tasks entrusted to them,  
• informed of the legal and regulatory framework specific to Insurance activities, including the GDPR¹, the AML-CFT system², and cybersecurity.

The Group regularly discusses working conditions with the social partners to ensure that changes and progress are made as part of shared approach. This dialogue addresses organisation, pay, working hours, leave, employee well-being and health and safety.

Where transformations impact employment, the entities implement information/consultation processes and notice/consultation deadlines compliant with local requirements. Our objective is to support transitions in a responsible manner.
 
Social dialogue concerns all our employees. We also encourage responsible practices among our service providers and partners, depending on their role and the nature of the services.

As part of its non‑financial management, the Group relies on the annual QVCT³ survey. It is thus equipped with objective indicators on  quality of life at work and the commitment and well-being of employees. The survey helps to:  

• identify social risks and opportunities,  
• monitor the policies implemented, 
• anchor the organisation in a sustainable and responsible performance approach.