2013 SHELF- REGISTRATION DOCUMENT

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2013

SHELF-REGISTRATION

DOCUMENT

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Only the French version of the shelf-registration document has been submitted to the Autorité des Marchés Financiers. It is therefore the only version that is binding in law. The original French version of the shelf-registration document was filed at the AMF on 24 March 2014 under number D.14-0192 in accordance with article 212-13 of the AMF’s internal regulations. It may be used in support of a financial transaction if accompanied by a transaction circular approved by the AMF. This document was produced by the issuer and is binding upon its signatories.

SHELF-REGISTRATION DOCUMENT

CRÉDIT AGRICOLE CIB

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60

OPERATIONS IN ALMOST 60 COUNTRIES WORLDWIDE

€

5.1

_Bn

NET INCOME GROUP SHARE

49

_CUSTOMERS

M

€

76.3

_Bn

SHAREHOLDERS’ EQUITY

150, 000

EMPLOYEES

11.2

%

COMMON EQUITY TIER 1 RATIO FULLY LOADED*

* in January 2014

A LEADING

BANKING GROUP

Crédit Agricole Group is the leading partner of the French economy and one of the largest banking

groups in Europe. It is the leading retail bank in Europe as well as the first European asset manager,

the first bancassurer in Europe and the global leader in aircraft financing.

Built on its strong cooperative and mutual roots, its 150,000 employees and the 31,000 directors

of its Local and Regional Banks, Crédit Agricole Group is a responsible and responsive bank serving

49 million customers, 7.4 million mutual shareholders and 1.2 million shareholders.

Thanks to its universal customer-focused retail banking model – based on the cooperation between

its retail banks and their related business lines – Crédit Agricole Group supports its customers’

projects in France and around the world: insurance, real estate, payments, asset management,

leasing and factoring, consumer finance, corporate and investment banking.

Crédit Agricole also stands out for its dynamic, innovative corporate social responsibility policy,

for the benefit of the economy. This policy is based on a pragmatic approach which permeates

across the Group and engages each employee. Its recent inclusion in the Vigeo-NYSE Euronext

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03

DOCUMENT DE RÉFÉRENCE 2013

CRÉDIT AGRICOLE CIB

INDIVIDUALS FARMERS SMALL BUSINESSES LOCAL AUTHORITIES CORPORATES INSTITUTIONALS CA Immobilier business Real estat e inve stm ent ban king Corp orat e an d Inve stm ent B ank CA C orpo rate & fin a nc ia l serv ice s Sp ecia li se d CA Lea sin g & Fac to ri n g CA Con sum er F inan ce Sa vin gs_m an ag em en_t an d I_ns ur an ce Am un di

_·

C_A C EIS CA P riv ate_B an kin_g CA Ass ura_nc es Paymen t system s

CA Cards & Pa_yment

s CA Paiement

_·

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 9 LNPV UHS) HURZ VM*Y tKP[( NYPJVSL 3* 3

RETAIL BANKS

NO. 1 BANCASSURER

IN EUROPE ASSET MANAGERNO. 1 EUROPEAN

THE UNIVERSAL CUSTOMER-FOCUSED BANK GROUP’S ORGANISATION

7.4 million mutual shareholders underpin Crédit Agricole’s cooperative organisational structure. They own the capital of the 2,483 Local Banks in the form of mutual shares and they designate their representatives each year. 31,000 directors carry their expectations. The Local Banks own the majority of the Regional Banks’ share capital.

The 39 Regional Banks are cooperative Regional Banks that offer their customers a comprehensive range of products and services. The discussion body for the Regional Banks is the Fédération Nationale du Crédit Agricole, where the Group’s main orientations are debated.

The Regional Banks together own, via SAS Rue La Boétie, the majority of the share capital of Crédit Agricole S.A. (56.2%). Crédit Agricole S.A. owns 25% of the Regional Banks (excl. the Regional Bank of Corsica). It coordinates in relation with its specialist subsidiaries the various business lines’ strategies in France and abroad.

OTHER SPECIALISED SUBSIDIARIES: Crédit Agricole Capital Investissement & Finance (Idia, Sodica), Uni-éditions

SPECIALISED

BUSINESS LINES

LEADING FINANCIAL PARTNER OF THE FRENCH ECONOMY

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P

RESENTATION

OF

C

RÉDIT

A

GRICOLE

CIB ... 7

Message from the Chairman and the Chief Executive Offi cer ... 9

2013 Key fi gures ... 10

2013 Highlights ... 11

History ... 12

Simplifi ed organisational chart of the Crédit Agricole CIB Group’s

main subsidiaries and investments. ... 13

Business Lines ... 14

E

CONOMIC

,

SOCIAL

,

AND

ENVIRONMENTAL

INFORMATION

... 19

Economic responsibility ... 20

Social responsibility ... 23

Environmental responsibility ... 39

Cross-reference table ... 47

Report by one of the Statutory Auditor, appointed as an independent

third party, on the consolidated environmental, labour and

social information presented in the management report ... 49

C

ORPORATE

GOVERNANCE

... 53

Chairman of the board of Directors’ report ... 54

Statutory auditors’ report year ended 31 December 2013... 75

Offi ces held by corporate offi cers ... 76

Executive committee ... 91

Corporate offi cers’ compensation ... 92

2013 B

USINESS

REVIEW

AND

FINANCIAL

INFORMATION

... 119

Crédit Agricole CIB group’s business review

and fi nancial information ... 120

Information on Crédit Agricole CIB (S.A.) fi nancial statements ... 131

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05 R

ISK

FACTORS

AND

P

ILLAR

3 ... 137

Risk factors ... 138

Basel 2 Pillar 3 disclosures ... 169

C

ONSOLIDATED

FINANCIAL

STATEMENTS

... 197

General background ... 198

Consolidated fi nancial statemements ... 200

Notes to the consolidated fi nancial statements ... 206

Statutory auditors’ report

on the consolidated fi nancial statements ... 289

P

ARENT

-

COMPANY

FINANCIAL

S

TATEMENTS

... 291

Crédit Agricole CIB (S.A.) fi nancial statements ... 292

Notes to the parent-company fi nancial statements ... 296

Auditors’ general report on the parent-company

fi nancial statements ... 328

G

ENERAL

INFORMATION

... 331

Information about the company ... 332

Additional information ... 334

Statutory auditors’ special report on related

party agreements and commitments ... 335

Person responsible for the shelf-registration

document and for auditing the accounts ... 339

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Message from the Chairman and the Chief Executive Offi cer ... 9

2013 Key fi gures ... 10

2013 Highlights ... 11

History ... 12

Simplifi ed organisational chart of the Crédit Agricole CIB Group’s

main subsidiaries and investments. ... 13

Business Lines ... 14

PRESENTATION OF

CRÉDIT AGRICOLE CIB

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Presentation of Crédit Agricole CIB

1

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Presentation of Crédit Agricole CIB

1

9 M

ESSAGE

FROM

THE

C

HAIRMAN

AND

THE

C

HIEF

E

XECUTIVE

O

FFICER

2013 saw Crédit Agricole Group successfully refocus its model on customer-focused universal banking to serve fi nancing the economy. This was refl ected in the publica-tion of a net income, Group share, of 2,505 million euros for Crédit Agricole S.A. and 5,136 million euros for Crédit Agricole Group.

As announced, Crédit Agricole CIB withdrew from bro-kerage to focus on the activities in which it excels. This involved fi nalising the disposal of CA Cheuvreux to Kepler Capital Markets in May and the sale of CLSA to CITICS in July. Our stake in Newedge will also be sold in the near future.

Crédit Agricole CIB maintained good business volumes in 2013, by winning signifi cant structured fi nance mandates which put it among the top rankings, and by concluding some substantial investment banking deals. During the year, Crédit Agricole CIB also made new commitments in Corporate Social Responsibility (CSR), notably by helping to defi ne new standards for green bonds.

In our new medium-term plan published on 20 March, we confi rmed the vocation of the Corporate and Invest-ment Bank within the Group. Its “Distribute-to-Originate” model, which is already bearing fruit, enables it to focus on supporting its clients, which are major corporates and fi nancial institutions, in order to arrange the most suitable fi nancing solutions. Crédit Agricole CIB has put its exper-tise at the service of the Group, and will continue to do so, from its European base, while maintaining a very low risk profi le.

My thanks go to all the teams, who remained mobilised throughout this year of change. I know that I can count on their commitment to carry out our new strategy.

2013 was a satisfactory year for Crédit Agricole CIB. It was satisfactory because we are in line with our budget forecasts. Our net result Group share refl ects the good performance of market activities and the recovery of fi nancing activities.

We must now maximize the potential of our new envi-ronment after several years dedicated to reducing our consumption of scarce resources and refocusing the perimeter of our activities, and begin 2014 with a certain optimism concerning our capacity to resume our deve-lopment.

Group Crédit Agricole’s new medium-term plan an-nounced in March defi nes development goals for Crédit Agricole CIB for 2016 with a target ROE of 12%. Above all, this new project is an in-depth transformation project thanks to a very determined development of our activi-ties, as well as initiatives to reduce expenses. Revenue growth objectives represent 3% per annum until 2016. To reach them, we will need to strengthen our origination and distribution capabilities by capitalising on our leading positions in structured fi nance, and by developing our market activities in a profi table way. We will also focus our efforts on improving our operational effi ciency in order to reach a 53% operating ratio.

Finally, as a response to new regulatory constraints, we will continue to follow very closely the management of our scarce resources.

With this project, our ambition is to complete Crédit Agri-cole CIB’s transformation and to create a profi table CIB based in Europe and present in the main fi nancial cen-ters, in order to serve the Crédit Agricole Group and its clients, whether they are borrowers or investors.

Jean-Paul CHIFFLET

Chairman of Crédit Agricole CIB Chief Executive Offi cer of Crédit Agricole S.A.

Jean-Yves HOCHER

Chief Executive Offi cer of Crédit Agricole CIB

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Presentation of Crédit Agricole CIB

1 2013 K

EY

FIGURES

Income statement highlights

€ million

31.12.2013(2) _31.12.2012(2)

Crédit Agricole CIB Ongoing activities(1) _{Crédit Agricole CIB} _{Ongoing activities}(1)

Net banking income 3,771 3,712 3,666 3,964

Gross operating income 974 1,636 703 1,804

Net income - Group share 560 1,012 (389) 1,279

(1)_{Restated for loan hedges, CVA/DVA change in accounting estimate and DVA running impact (and restated for impacts of the adjustment plan for 2012).}

(2)_{The data takes into account the IFRS 5 treatment of CA Cheuvreux, CLSA and Newedge.}

Balance sheet

€ billion 31.12.2013 31.12.2012

Total assets 605.9* _679.6*

Gross loans 105.0 126.0

Assets under management (private banking) 93.3 94.0

* Data taking into account the clearing effects “LCH Clearnet LTD Swapclear” – see page 202

Headcount at end of December 2013

Full-time equivalent 2013 2012

France 4,232 4,778

International 5,761 7,376

Total(1) _9,993 _12,154

(1)_{Private banking contributes to 2,773 in 2013 and 2,715 in 2012}

Financial structure

€ billion or % 31.12.2013 31.12.2012(*)

Shareholder’s equity (including income) 15.4 15.7

Tier I capital 16.7 16.7

Basel II risk-weighted assets 110.5 111.9

Tier I solvency ratio 14.9% 14.9%

Overall solvency ratio 15.1% 14.9%

(*)_{The fl oor no longer applies for the year 2012 in accordance with the regulations set by the ACPR.}

Ratings

Short-term Long-term Last rating action

Moody's Prime-1 A2 [stable outlook] 1 March 2013

Standard & Poor's A-1 A [negative outlook] 20 June 2013

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Presentation of Crédit Agricole CIB

1

11 2013 H

IGHLIGHTS

Crédit Agricole CIB has now completed its transformation and became an European-oriented Corporate and Investment bank. Its core business is the funding for the development of its clients. With a Distribution-Origination model, it is now refocused on its areas of excellence for prime customers (700 large companies and 450 fi nancial institutions), in 32 countries.

In 2013, all of the Bank’s businesses performed well, offering Cré-dit Agricole CIB remarkable mandates both in France and abroad. These major achievements illustrate the quality of relationships that Crédit Agricole CIB maintains with its major customers world-wide. In France, innovative transactions have been concluded in particular on behalf of mid-cap companies, which are customers of the Regional Banks (“Caisse régionales”), through the mobilisa-tion of the expertises of the Crédit Agricole Group.

An agreement to sell the brokerage company Newedge to So-ciété Générale was signed on 7 November 2013. It marks the conclusion of the series of disposals of brokers which started in May 2013 with the sale of Cheuvreux to Kepler creating Kepler Cheuvreux, in which Crédit Agricole CIB keeps a 15% stake, fol-lowed in July 2013 by the sale of CLSA to the Chinese group CITICS.

In addition, pursuant to the withdrawal of discontinuing opera-tions during 2013, Crédit Agricole CIB sold most of the remaining CDO portfolios and a large part of its US RMBS.

In 2013, Crédit Agricole CIB completed its withdrawal from the Commodities activity (excluding precious metals).

Crédit Agricole CIB signed with BNP Paribas GECD a partner-ship agreement to ensure the management and continuity of the residual equity derivatives portfolio in run-off and will transfer the market risks attached to its positions to BNPP GECD which is now responsible for hedging.

Finally, in terms of corporate social responsibility, Crédit Agricole CIB made new commitments in 2013 towards its customers and its employees. New sector-specifi c policies in transport have been added to those that were announced in 2012. Crédit Agri-cole CIB helped defi ne new standards for green bonds (green bond principles) along with Bank of America Merrill Lynch, Citi and JPMorgan Chase. Finally, the launch of «Solidaires» by Cré-dit Agricole CIB encourages volunteerism among employees in favour of social and environmental charities.

Thus, after a strong resizing in response to the crises affecting the sector, Crédit Agricole CIB completed its transformation in 2013 with a year marked by a return to growth.

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Presentation of Crédit Agricole CIB

1 1945

1959

1975

1988

1996

1997

1999

2001

2003

2004

6 February

2010

1920

Creation of Crédit Lyonnais

Creation of Banque de l’Indochine

Creation of the fi rst “Sociétés de Crédit Agricole”, later entitled Caisses Locales (“Local Banks”)

Creation of l’Offi ce National de Crédit Agricole, that became

the Caisse Nationale de Crédit Agricole (CNCA) in 1926 Nationalisation of Crédit Lyonnais

Creation of Banque de Suez

Merger of Banque de Suez and Union des Mines with Banque de l’Indochine to form the Banque Indosuez

CNCA becomes a public limited company owned by Regional Banks and employees (“mutualisation”)

Acquisition of Banque Indosuez by Crédit Agricole one of the

world’s top 5 banking groups, to create an international

invest-ment banking arm

The Caisse Nationale de Crédit Agricole consolidates within

Crédit Agricole Indosuez its existing international, capital markets

and corporate banking activities

Privatisation of Crédit Lyonnais

CNCA changes its name to Crédit Agricole S.A. and goes public

on 14 December 2001

Successful mixed takeover bid on Crédit Lyonnais by Crédit Agri-cole S.A..

Creation of Calyon, the new brand and corporate name of the Crédit Agricole Group’s fi nancing and investment banking business, through a partial transfer of assets from Crédit Lyonnais to Crédit Agricole Indosuez.

Calyon changes its name and becomes

Crédit Agricole Corporate and Investment Bank

1863

1875

1894

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Presentation of Crédit Agricole CIB

1

13 S

IMPLIFIED

ORGANISATIONAL

CHART

OF

THE

C

REDIT

A

GRICOLE

CIB G

ROUP

’

S

MAIN SUBSIDIARIES AND INVESTMENTS

AT

31

DECEMBER

2013

This diagram groups units according to their main business area, and shows Crédit Agricole CIB Group’s ownership in each company.

CORPORATE AND INVESTMENT BANKING PRIVATE BANKING

(SUBSIDIARIES)

EUROPE : Germany, Belgium, Spain, Finland, Italy, Luxembourg, United-Kingdom, Sweden

B.S.F. - Banque Saudi Fransi (31%)

Crédit Agricole CIB Air Finance S.A. (100%) Crédit Agricole Asia Shipfi nance Ltd (100%) Ester Finance Titrisation (100%)

CORPORATE BANKING

ASIA :

South Korea, Hong-Kong, India, Japan, Singapore, Taiwan Kepler Capital Market (15%) Newedge (50%) BROKERAGE AMERICA : United States MIDDLE-EAST : Abu-Dhabi, Dubaï

Crédit Agricole Securities (USA) Inc. (100%) Crédit Agricole Securities Asia BV (Tokyo branch) Crédit Agricole Securities Taiwan Ltd (100%) CACIB Algérie SPA (100%)

Crédit Agricole CIB Australia Ltd (100%) Crédit Agricole CIB China Ltd (100%) Crédit Agricole CIB ZAO Russia (100%)

Banco Crédit Agricole Brasil (100%)

OTHER SUBSIDIARIES CORPORATE AND INVESTMENT BANKING

Crédit Agricole Private Banking and Subsidiaries (100%) Crédit Agricole Indosuez Private Banking and Subsidiaries (100%) Crédit Agricole Suisse, Subsidiaries and Branches (100%) Crédit Agricole Luxembourg, Subsidiaries and Branches (100%) Crédit Foncier de Monaco “C.F.M.” (70%)

Crédit Agricole Brasil DTVM (100%)

SUBSIDIARIES

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Presentation of Crédit Agricole CIB

1 B

USINESS

LINES

Business lines of Crédit Agricole CIB are mainly Financing, Capital Markets and Investment Banking, Private Banking. In addition, several activities are managed as discontinuing operations.



FINANCING

The fi nancing business combines structured fi nance and commercial banking.

Structured Finance

The structured fi nance business consists in originating, struc-turing and fi nancing major export and investment operations in France and abroad, often backed with assets as collateral (air-craft, boats, business property, commodities etc.), along with complex and structured loans.

The Structure Finance business line which was reorganised in late 2012 under the new business model of Crédit Agricole CIB has adapted its organisation to address three major issues:

• Maintaining excellence in the quality of services provided and the building of close relationships with its clients to maximise revenue associated with fi nancing. Therefore, the intensifi cation of cross sell and the selection of value-added operations gene-rating commissions remain crucial;

• Optimisation, in a constrained environment, of the management of scarce resources by maintaining existing leadership posi-tions. The acceleration of the assets’ turnover must be imple-mented through improvement and diversifi cation of distribution channels.

• Stronger transversality between the Structured Finance busi-ness lines and the rest of the bank, thanks to enhanced mana-gerial presence.

To do this, the organisation of the front offi ces of Structured Fi-nance has evolved into creating three activities involving the dif-ferent sectors present in SFI.

Asset Finance Group

 Aircraft and rail fi nancing

Involved for more than thirty-fi ve years in the aeronautics sector, and enjoying an excellent reputation in the markets, Crédit Agri-cole CIB has always preferred long-term striving to build lasting relationships with major airlines, airports and business related services to air transport (maintenance, ground services, etc.) to understand their priorities in terms of activity and funding requi-rements.

Present for several years in the rail industry in New York and Paris, Crédit Agricole CIB continues to expand its offering in Europe.

 Shipping Financing

Crédit Agricole CIB has been fi nancing ships for French and foreign ship-owners for thirty years and acquired solid expertise and a worlwide reputation.

This business line supports a modern and diversifi ed fl eet of over 1100 ships to an international clientele of ship-owners.

 Real Estate and Hotels

Crédit Agricole CIB’s real estate and hotels department operates in 10 countries.

Crédit Agricole CIB provides advice to real estate professionals and to companies and institutional investors that want to optimise the value of their properties.

Energy & Infrastructure Group

 Natural resources, infrastructure and

power

Crédit Agricole CIB provides fi nancial advice and arranges non- recourse credit for new projects or privatisations. The banking and bond fi nancing that Crédit Agricole CIB arranges involves commercial banks as well as export credit agencies and/or mul-tilateral organisations.

The project fi nance business operates in natural resources (oil, gas, petrochemicals, mines and metal bashing), electricity gene-ration and distribution, environmental services (water, waste pro-cessing) and infrastructure (transport, hospitals, prisons, schools and public services).

The business operates worldwide, with regional excellence cen-ters in Paris, London, Madrid, Milan, New York, Houston, Sin-gapore, Hong Kong, Tokyo, Sydney, Moscow, Sao Paulo and Mumbai.

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Presentation of Crédit Agricole CIB

1

15 Leverage & Commodities Finance

 Transaction commodity fi nance

Commodity trade fi nancing activities provide fi nancing and secure short-term payment services for goods fl ows in commodities and semi-fi nished products.

Our clients are major international producers and traders opera-ting in the commodity markets, particularly energy (oil, derivatives, coal and biofuel), metals, soft and certain agricultural commodi-ties.

 Acquisition Finance

The Acquisition fi nance team is the result of collaboration between commercial banking and investment banking businesses. It offers private equity funds various tailored services covering all steps of their development (fund-raising, acquisition of target compa-nies, buying and selling advice, IPOs, interest-rate and foreign-exchange products).

The team operates in Europe (Paris, London, Frankfurt, Milan and Madrid) and in Asia (Hong Kong, Sydney and Singapore).

Commercial Banking

Client Coverage & International

Network (CIN)

The CIN pole provides coverage of large companies in France and abroad, and more specifi cally in France, coverage of midcap companies, public authorities and regional institutional.

Apart from its role of global coverage, CIN is responsible for assis-ting clients in monitoring their operational needs and international trade.

Crédit Agricole offers its clients, importers or exporters, fi nancing and securing solutions for their international trade operations. The Export & Trade Finance business is based on a commercial network of specialists spread across nearly 30 countries. Commercial Bank in France has products and services that rely on the expertise of specialised business lines of Crédit Agricole CIB as well as the capabilities offered by the networks of Crédit Agricole Group (Regional Banks, LCL) and its specialised subsi-diaries.

More precisely, the Commercial Bank offers domestic and in-ternational cash management, short and medium term trade fi nance, syndicated loans, leasing, factoring, international trade (letters of credit, receipts, pre-fi nancing export, buyer credits, forfaiting, etc..), domestic and international guarantees, market guarantees, and interest rates and foreign exchange risk mana-gement products.

In terms of Islamic fi nance, Crédit Agricole CIB provides easy access to Sharia compliant solutions in many areas.

Debt Optimisation & Distribution

(DOD)

Debt Optimisation & Distribution is in charge of the origination, structuring and arranging medium and long term credits for cor-porate clients and fi nancial institutions.

Syndicated loans are an integral part of capital raising for large companies and fi nancial institutions. Crédit Agricole CIB offers its customers a complete range of products such as project fi nance or fi nancing leverage.

Under the model «Distribute to Originate « DOD is responsible for accelerating the assets’ turnover of Crédit Agricole CIB and negotiating partnerships with investors interested in subscribing to Corporate credits under their own diversifi cation of asset allo-cation.

Banque Saudi Fransi (BSF)

Banque Saudi Fransi is 69.9% owned by Saudi interests and 31.1% by Crédit Agricole CIB. Universal bank active mainly in Saudi Arabia, the BSF has a network of 80 branches spread across the country and grouped into three regional divisions, located in Riyadh, Jeddah and Al Khobar. Its equity reaches €4.56 billion at 31 December 2013 and in 2013 it realised a NBI of €990 million and a net profi t of €472 million. It employs a total of 2,998 employees at 31 December 2013. In addition to its retail custo-mers, the bank has recognised expertise in the corporate mar-ket where it is a leader with nearly 15% marmar-ket share with great expertise on the activities of trade fi nance, structured fi nance and capital markets. It has a subsidiary investment bank active in brokering activities, asset management, bond and primary equity and merger and acquisition advice.

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Presentation of Crédit Agricole CIB

1 

CAPITAL MARKETS AND INVESTMENT BANKING

This business includes capital markets, brokerage and equity derivatives activities, as well as investment banking.

Division Global Markets

This business line covers all trading activities and the sale of mar-ket products intended for corporates, fi nancial institutions and major issuers.

Owing to a network of 21 trading fl oors, including fi ve liquidity centers in London, Paris, New York, Hong Kong and Tokyo, Cré-dit Agricole CIB offers its customers strong positions in Europe, Asia and the Middle East, a targeted presence in the USA, and additional entry points into local markets.

In order to provide clients with tailored solutions to their speci-fi c problems, teams of Global Markets Division (GMD) are orga-nised around an expanded customer division, the Global Markets Clients division; two product poles (Credit and Rates, Foreign exchange and Treasury) and a cross-functional center.

All sales and trading entities are supported by dedicated research teams.

Global Markets Clients division

The Global Markets Clients division brings together all the Global Markets functions which are customer-oriented:

• the Coverage of Financial Institutions department, • the Corporate and Investor Clients department, • the Origination department,

• the Securitisation department.

The Coverage of Financial Institutions department focuses on the activities of Global Markets, but it remains at the service of all the business lines of Crédit Agricole CIB in connection with this customer segment.

The combination of all these activities within a single customer Division provides a better alignment between the coverage acti-vities of fi nancial institutions and actiacti-vities of market sales, which are a key issue in the development of Global Markets.

In addition, bonds origination and securitisation activities are also incorporated, and are at the heart of Crédit Agricole CIB scheme for major customers of the Bank, in order to facilitate their access to the various sectors of the debt market.

Credit and Rates division

The Credit and Rates division gathers: • the activities of Global Debt Markets • the activities of linear interest rate derivatives • the activities of non-linear interest rate derivatives • the structuring and product development activities.

The Credit business operates in credit and debt instruments made for issuers (States, government agencies, fi nancial institu-tions and large companies) and investors worldwide. It is present in all major fi nancial centers and has dedicated trading centers in London, New York, Hong Kong and Tokyo.

Rate business line operates in all interest rate derivatives, linear and non-linear, covering fl ow products such as rate and foreign exchange swaps (over 2 years) and liquid bonds, mainly on G-10 markets and emerging markets. It also offers Infl ation derivatives and Cross Assets.

Foreign exchange and Treasury

division

The Foreign exchange business line operates mainly in three ca-tegories of foreign exchange instruments: foreign exchange Spot and Forward, foreign exchange options and precious metals. The offered products range from spot exchange to more sophis-ticated products such as investment-oriented foreign exchange structured products, currency risk hedging and optimisation of passive cash, as well as trading on gold, silver, platinum and pal-ladium for the precious metals part of the activity. Each product can be adapted to specifi c needs.

The Crédit Agricole CIB teams are present on the emerging cur-rencies (Eastern Europe, Asia, Latin America, North Africa and the Middle East) as well as major international currencies (euro, sterling, yen, Swiss franc, U.S. dollar, Australian dollar, Scandina-vian currencies).

The Treasury business line ensures the liquidity of the Bank’s posi-tion. Its goal is to obtain low-cost resources and provide fi nancing at market price to its customers, internal and external, within the limits of credit risk and market risk. It is responsible for the Bank’s compliance with liquidity regulatory requirements, including pru-dential ratios (Banque de France Ratio and Liquidity Coverage Ratio in the future as well as mandatory reserves).

Treasury also manages the Crédit Agricole CIB group liquidity reserve.

The activities of the Treasury business line revolve around fi ve liquidity centers located in London, Paris, New York, Tokyo and Hong Kong, with an active presence in 15 other countries, which provide liquidity of major currencies. Liquidity centers control and contribute to the management of liquidity of branches and sub-sidiaries in each region. This structure allows a consolidated ma-nagement and vision of Credit Agricole CIB’s cash by providing continued access to global money markets.

Crédit Agricole CIB manages local multicurrency emissions pro-grams, allowing to broaden its investor base. Products that com-ply with Islamic law have also been developed.

Cross-functional pole

The Transverse functions pole’s mission is to support the deve-lopment of responses to new regulatory constraints, to optimise the use of scarce resources of Global Markets and to ensure, with the support functions, the evolution of the operational need device system necessary for the development of business. It includes the Controls and Operations department and the Mana-gement of Scarce Resources department, in charge in particular of CVA (Credit Value Adjustments) monitoring, management and optimisation, of risk-weighted assets and of collateral.

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Presentation of Crédit Agricole CIB

1

17 

PRIVATE BANKING

The private banking business provides individual investors with a worldwide comprehensive wealth management service range. This business requires the implementation and rigorous coordi-nation of numerous skills, specially adapted to the level of requi-rements of this customer segment, particularly as regards assets engineering, asset management, and order execution in ail global fi nancial markets.

Since 2012, subsidiaries and branches dealing with private ban-king were united under a joint holding company (with the excep-tion of the Miami branch which remains a branch of Crédit Agri-cole CIB) in order to strengthen internal synergies and coherence of the external approach with regard to the clients and the market.

The Crédit Agricole Private Banking holding now includes the following entities: CA Indosuez Private Banking, Crédit Agricole Switzerland, Crédit Agricole Luxembourg, Compagnie Financière de l’Asie (main indirect shareholder of Crédit Foncier de Monaco), Crédit Agricole Brasil S.A. DTMV and Crédit Agricole Private Ban-king Servicios y Representaciones. Through their own represen-tations, this Business line is thus present in 16 countries, com-bining a strong positioning in the historical locations in Europe and a strategic positioning in the growth areas in Asia and Latin America.

Brokerage and Equity Derivatives

Derivatives brokerage

 Newedge

Crédit Agricole CIB has started procedures for the disposal of its 50% stake in Newedge, proportionately consolidated.

Since 30 September 2013, Newedge has fulfi lled the conditions for the application of IFRS 5 on non-current assets and liabilities held for sale (see page 221: signifi cant information for the fi nancial year).

Crédit Agricole CIB signed an agreement on 20 December 2013 with Société Générale for the sale of Crédit Agricole CIB’s 50% stake in Newedge Group, their common brokerage joint venture, for EUR 271.6 million and for the concurrent acquisition by Crédit Agricole S.A. of a 5% stake from Société Générale in their asset management joint subsidiary Amundi.

Equity derivatives

Crédit Agricole CIB’s equity derivatives and funds business combines trading, sales and arbitrage of equity derivatives, indexes and funds from fl ow products like certifi cates and convertible bonds to investment solutions like structured products.

The adjustment plan announced on 14 December 2011 the withdrawal of activities related to equity derivatives except for Corporate and Convertibles activities transferred to the Investment banking activity.

Investment Banking

Crédit Agricole CIB’s investment banking business involves all equity and long-term fi nancing activities for clients, and has three main segments:

 Primary Equity Capital Markets

The Equity Capital Markets business line is responsible for the advisory activities related to stocks and securities issuance giving rights to the share capital.

It is notably in charge of capital increases, secondary offerings as well as convertible bonds, exchangeable bonds and other hybrid products issues for the large and mid-cap primary markets.

 Strategic Equity Derivates

The Strategic Equity Derivatives business is in charge of structuring and selling transactions involving equity derivatives, in order to help corporate clients to manage their equity and long term fi nancing.

This activity covers leveraged employee savings, share buyback programs, equity fi nancing and stock options or investment securities hedging.

 Global Corporate Finance

This business line gathers the activities dedicated to mergers and acquisitions, from strategy advisory services to transaction execution.

It assists clients in their development with, advisory mandates for both purchases and disposals, opening up capital to new investors and restructuring, strategic fi nancial advisory services and advisory services for privatisations.

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Presentation of Crédit Agricole CIB

1 

DISCONTINUING OPERATIONS

The “discontinuing operations” perimeter has been set up during Crédit Agricole CIB’s refocusing and development plan adopted on 10 September 2008 and expanded with the adjustment plan announced on 14 December 2011.

It encompasses the operations which were the most impacted by the 2008 crisis and the business lines seen as non-strategic within the framework of the adjustment plan:

• Portfolios of the CDOs (Collateralised Debt Obligations) and ABS (Asset-Backed Securities) mainly collateralised by American subprime mortgages, commercial real estate mor-tgages or leveraged loans exposure;

• Structured Credit and “Correlation” products, underlying risk being a corporate credit portfolio represented by a CDS (Credit Default Swaps);

• Equity derivatives (excluding corporate and convertible); • Trading of commodities;

• Exotic interest rate derivatives that were already in run-off; • The impaired portfolios of mortgages, with residential

under-lyings, and consumer loans.

Crédit Agricole CIB announced the introduction of a subcontrac-ting solution with BNP Paribas GECD, effective since 10 January 2014, for the administrative management and the management of market risks of its residual equity derivatives portfolio.

The exit from the commodities activity (excluding precious metals) was held since 2012 and completed in 2013.

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Economic responsibility ... 20

Social responsibility ... 23

Environmental responsibility ... 39

Cross-reference table ... 47

Report by one of the Statutory Auditor, appointed as an independent third

party, on the consolidated environmental, labour and social information

presented in the management report ... 49

ECONOMIC,

SOCIAL AND ENVIRONMENTAL

INFORMATION

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Economic, social and environmental information

2 E

CONOMIC

,

SOCIAL

AND

ENVIRONMENTAL

I

NFORMATION

Information regarding economic, social and environmental res-ponsibilities is presented around the acronym FReD covering the approach of social responsibility (CSR) of the Crédit Agricole S.A. group. FReD covers the three traditional pillars of CSR through action plans for economic responsibility (Fides: fraud, client inte-rest, ethics, market equilibrium, fi nancial security), social (Respect: recognition, equality, security, participation, fairness, consistency, territory) and environmental (Demeter: dialogue, externalities, markets, ecosystems, transportation, energy, resources).

In accordance with this Crédit Agricole S.A.’s process, which determines the remuneration of the Group’s senior executives, Crédit Agricole CIB has implemented at end of 2011, fi ve action plans for each of the Fides, Respect and Demeter pillars. A cross-reference table between the FReD axes and indicators of Article L 225-102-1 of the Commercial Code and of the Global Reporting Initiative (GRI) is included at the end of Chapter 102-1 of the Commercial Code and of the GRI.



ECONOMIC RESPONSABILITY

Strengthening confi dence through

a committed approach of

Compliance

The monitoring of non-compliance risks within Crédit Agricole CIB is ensured by the “Global Compliance” (CPL) division. CPL’s mission is to promote respect of compliance rules in the activities and operations of the bank and of its employees with laws and regulations as well as internal and external rules applicable to the activities of Crédit Agricole CIB in banking and fi nancial fi elds, or which can result in penal sanctions, sanctions from regulators, disputes with clients and more widely in reputational risk. The Compliance function aims at strengthening the confi dence of the stakeholders involved (clients, employees, investors, regula-tors, suppliers) in respect of these rules and their implementation. The Global Compliance Division (CPL) of Crédit Agricole CIB is fi rmly committed to the process of corporate social responsibi-lity (CSR) called FReD (Fides, Respect, Demeter) by mobilising alongside the Human Resource Department (HDR) and the Sus-tainable Development Department through an engagement on 5 actions, launched in early 2012. These actions are progress plans that CPL is committed to achieving over periods of one to two years and which aimed at improving ways of being and acting of Crédit Agricole CIB in respect of its clients. These actions aimed at taking into account the risks of corruption in the mapping of operational risks of the business lines, identifying and processing corporate offi ces owned privately and professionally, implemen-ting the Fides 2 classroom-training sessions for traders involved in market transactions, handling alerts from transaction reporting and improving the review rate of KYC fi les. At the end of 2013, all the objectives of CPL’s FIDES Plan were fi nalised except the Fides 2 training course which has been delayed by three months because priorities linked with the implementation of new

regula-tory constraints. 2014 plan for Fides pillar will integrate fi ve new projects concerning client’s protection (complaints follow-up, ser-vices quality survey) and ethic in business and operations (reinfor-cement of our system in terms of employees’ transactions, moni-toring market operations, development and implementation of an e-learning “Confl ict of interests”).

As for other Crédit Agricole CIB’s entities, the Private Banking business also carries the Group’s values in the fi eld of CSR. This business line prioritises the primacy of the client’s interest and the respect of fi nancial markets’ integrity. In the relations with its clients and its partners, the Private Banking tries to ensure loyal relationships in accordance with the Group’s compliance rules. A complete system of business lines standards enables to ensure ethical behaviours and homogeneous practices in the treatment of clients. Employees are regularly trained to confi rm good prac-tices and fi ght against fraud, corruption and money laundering. Crédit Agricole Private Banking (CAPB), in charge of the manage-ment and the animation of the entities, relies on regular checks to oversee the different measures for client’s protection. There is a collective commitment to follow the Group’s compliance system FIDES while adapting to the local constraints.

Concerning Private Banking, CAPB has implemented, at the beginning of the Fred process, a specifi c organisation in its main entities: Indosuez Private Banking in France, and CA Suisse, CA Luxembourg and Crédit Foncier of Monaco abroad. For that purpose, the CAPB Holding and the entities equipped themselves with a monitoring projects device. In each entity, 15 projects were implemented focusing on the three pillars Fides, Respect and De-meter. Those 5 Fides projects focused on the employees’ training, the fi ght against fraud as well as the education to professional secrecy.

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Economic, social and environmental information

2

21

The work of the Compliance function focuses notably on the following priorities:

Priority 1: Fraud

Crédit Agricole CIB has continued to strengthen its fi ght against in-ternal and exin-ternal fraud and against corruption. Taking into account the corruption risk in the mapping of operational risks by business line and entities has been redefi ned in 2012 and 2013. The

relation-ship management with the business bringers has been redefi ned by a specifi c governance text. The information systems of the manage-ment team in charge of the fraud prevention have been reinforced.

Priority 2: Customer interest

The bank has a secure process of entering into a relationship with the client and of overseeing the selling of market products. Pro-tection of clients is based on a complete system of classifi cation of clients not only in application of the MIF rules applicable in the European Economic Area (increased protection of the non-pro-fessional client who is sold an investment service) but worldwide with an internal process called “internal suitability rating”. This process structures entering into a relationship with the client so that the fi nancial instruments offered to clients are in line with client awareness of risks associated with offered market products. More broadly, the Bank redefi ned upstream its business strategy and remains positioned on the least risky market segments. This process of entering into a relationship undergoes a priori controls of Compliance, but also a posteriori, with the develop-ment of a program called “Treat Your Customer Fairly”.

In addition, New Activities and New Products Committees for each business line in France and abroad in which representatives of the Directorations of Compliance, Legal and Risk & Permanent Controls sit, ensure that all the products and activities proposed in the distribution networks are consistent with the provisions of laws, regulations, codes of good practice and internal procedures specifi c to the banking and fi nancial activities.

Furthermore, the Compliance of markets’ activities has a speci-fi c attention to commercial margins and to the documentation intended for the client information, preserving the fi ling and the underlying data conservation.

Finally, the Bank has also paid attention since 2012 to streng-then measures to protect clients by structuring further its claims monitoring. These claims have to be recorded, communicated to a Complaint Correspondent appointed in each direction of the Bank, and subject to a reply within ten days and a processing wit-hin two months. All complaints are centralised and monitored un-der the supervision of the constitutive functions of internal control. Concerning the Private Banking activities, major actions about the adequacy to the client needs have been initiated:

• Reinforcement of the formalisation of exchanges with the client evaluation profi le as investor

• Automatic integration of Compliance aspects, Financial Security and ESG (Environmental, Social and Governance norms) in new products and/or activities projects

• Compensation policy encouraging sales representatives to pro-pose products adapted to the client’s needs

• Transparency of conventions and writing exchanges.

Guided by a duty to advice, the Private Banking business bases its relationship with its clients on a lasting trust. A set of measures and concrete actions supports this principle. These measures can be seen particularly in:

• The rapid processing of claims • The respect of personal data protection • The management of confl icts of interests

• Transparent, clear, accurate, and not misleading information provided to the clients.

Priority 3: Ethics

The entire compliance system (organisation, procedures, training programs) creates an environment conducive to the strengthe-ning of ex ante control. However, when preventive measures have not played their role and a malfunction occurs, it is important that it is:

• Detected and analysed as quickly as possible;

• Brought to the attention of managers and of compliance func-tions at the most appropriate level within each business line; • Monitored and corrected, and that its causes are eliminated.

Reporting malfunctions

Centralisation of malfunctions cases in the reporting process, as described in the specifi c governance text, allows to be aware at the highest level of the company, of the Bank’s exposure to

non-compliance risk. Thus, when an employee has any doubts or reasonably establishes the existence of a malfunction in the fi eld of compliance, he must tell his supervisor who informs one of the offi cials representing the functions (Compliance, Legal) depen-ding on the subject. The system is completed by an alert faculty, allowing the employee, if he fi nds an abnormality in the normal process of malfunctions reporting or if he thinks he undergoes a pressure likely to lead him to the realisation of a malfunction, to report this fact to compliance offi cer of the entity. The state of the dysfunction is monitored by the Global Compliance Division which will submit it to the Compliance Management Committee.

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Economic, social and environmental information

2 Protecting personal data

In order to comply with the regulations and recommendations of the CNIL, Crédit Agricole CIB grouped personal data processing in eight purposes (the main objective of the implementation of a computer application), which are covered by separate declara-tions to the CNIL.

Within Crédit Agricole CIB, each business line is responsible for compliance relating to personal data and appoints an interlocutor to represent it.

The responsible of software project is in charge of reporting the personal data processing in the analysis fi le.

Business Contributors and responsibles are advised by the Com-pliance (two people) which also provides relationships with the CNIL and the people who seek a right of access, rectifi cation or opposition.

Compliance also follows various projects requiring its opinion regarding the protection of personal data.

The existing information systems are subject to regular census campaigns and, if necessary, of compliance upgrade.

Training

The Legal and Compliance department of Crédit Agricole S.A. has undertaken a revision of existing FIDES training. This new training program entitled “FIDES, the Island route” was made available in late 2011 in French and in March 2012 in English. It has been adapted to the business lines of Crédit Agricole CIB and implemented by Human Resources during the years 2012 and 2013 for all employees.

In parallel, each area of expertise of Compliance continued to provide classroom-training sessions (Capital Markets, Financial Security, confl icts of interest, sensitive personnel…) to targeted employees.

Priority 4: Market stability

The obligation of vigilance to prevent market abuses is a central priority of Crédit Agricole in terms of Compliance.

Prevention of market abuses revolves around three main axes, which are the training of the concerned employees, the esta-blishment of a dedicated organisation and procedures, and the controls.

Crédit Agricole CIB has specifi c tracking devices for market ope-rations worldwide generating alerts according to predefi ned crite-ria. Thus, they enable a control of transactions suspected of being related to a market manipulation or fraudulent use of privileged information.

The objectives of the system as a whole are actually to: detect suspicious transactions, call alerts, report to the relevant regulator if necessary.

Moreover, Crédit Agricole CIB ensures the successful implemen-tation of the new international regulations, especially American ones (Dodd-Frank Act) and European ones (EMIR), from decisions taken during the G20 Summits after the 2008 fi nancial crisis.

Priority 5: Financial Security

Crédit Agricole Group attaches an extreme importance to the pre-vention of money laundering, the fi ght against fi nancing terrorism, as well as the respect of international sanctions (assets freeze and embargoes).

The Global Compliance Division of the Group is in charge of the implementation of a Financial Security system for the whole Group, made up of a set of measures intended to prevent money laundering and terrorism fi nancing as well as to ensure the respect of interna-tional sanctions.

Crédit Agricole Group has taken into account, through a revision of the processes and tools, the new requirements linked to the trans-position into internal law of the third European directive 2005-1960/ CE of 26 October 2005 about preventing the use of the fi nancial system to launder money and fi nance terrorism. In particular, a map-ping of the risks of money laundering was done and implemented by every business lines of the Group, in order to build a vigilance system adapted to the level of the identifi ed risk, both when en-tering into relationship and during the entire business relationship (constant vigilance).

Thus, when entering into any relationship, the required checks on the client identifi cation are a fi rst fi lter to prevent money laundering. This prevention is based on the knowledge of the client and of the benefi cial owners, completed by data research through specialised databases. During the business relationship, there is an appro-priate vigilance proportionate to the identifi ed level of risks. For that purpose, the Group’s employees may use computer tools for client profi ling and for detecting unusual transactions.

The fi ght against terrorism fi nancing and the mechanism for ensu-ring the respect of international sanctions means, in particular, a constant screening of client fi les, both when entering into relation-ship and during the relationrelation-ship, with a list of sanctions as well as the monitoring of international transactions.

After an important contribution to the work of the banking sector, driven by the Centre for Professional Banking Training in Paris, the Group has implemented and launched a new training program of the profession dedicated to the fi ght against money laundering and terrorism fi nancing.

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Economic, social and environmental information

2

23

Each company of the Crédit Agricole S.A. Group has its own

employee relations policy, under the responsibility of a Human Resources Director. Overall consistency is managed by the human resources Department of Crédit Agricole S.A. Group.

Concerned Entities are those with employees that are consolidated either fully or proportionally (fi gures are reported according to the percentage of the Group’s interest in their capital). CA Cheuvreux, CLSA and Newedge entities are no longer consolidated in the indi-cators presented here. Unless otherwise stated,

• data are stated from the employer’s side and not from the bene-fi ciary one. The difference relates to employees seconded to one entity by another (with no changes in the employment contract), who report to their host entity from a benefi ciary’s point of view and to their legal belonging entity from the employer’s point of view.

• the population in question is that of “active” employees. “Being active” implies:

- a legal link in the form of a “standard” permanent or temporary contract of employment (or similar for foreign entities),

- to be on the payroll and at work the last day of the period concerned,

• working time of at least 50%.

The scope of employees covered (as a percentage of full-time equi-valent employees at the end of the year) is presented below for each item or table of this section.



SOCIAL RESPONSABILITY

Workforce indicators

Methodology

Key fi gures

Headcount by business line (FTE: Full-Time Equivalent)

2,715

9,439

12,154

9,993

2013

2012

Corporate and

Investment Banking

Private Banking

2,773

7,220

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Economic, social and environmental information

2

Headcount by region France 42% Western Europe 33% Eastern Europe 2% _America 9% Asia & 3DFLĺF 13% Africa & Middle East 1%

More than 3/4 of the Crédit Agricole CIB Group’s employees are based in Europe.

Outside France (42% of employees), the main contributors are: - USA (7% of employees)

- Switzerland (14% of employees) - United Kingdom (7% of employees) - Hong Kong (4% of employees)

Breakdown of employees in France by gender and category

48% 48% 4% 4% 36% 37% 12% 11% 2012 2013 Men managerial Men non-managerial Women managerial Women non-managerial

Breakdown of international employees by gender and category

23% 36% 9% 32% 2012 2013 Men managerial Men non-managerial Women managerial Women non-managerial Breakdown by type of contract (FTE: Full-Time Equivalent)

2013 2012

France International Total France International Total

Active permanent staff 4,190 5,704 9,894 4,737 7,275 12,012

Contract staff 42 57 99 41 101 142

Total active staff 4,232 5,761 9,993 4,778 7,376 12,154

Permanent staff on extended leave of

absence 91 NA 91 78 NA 78

Total staff 4,323 5,761 10,084 4,856 7,376 12,232

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Economic, social and environmental information

2

25

Age structure (at 31 December 2013)

1 500 1 000 500 0 500 1 000 1 500 < 25 years 25-29 years 30-34 years 35-39 years 40-44 years 45-49 years 50-54 years 55-59 years 60 years and + Women/International Women/France Men/International Men/France

The average age at Crédit Agricole CIB level is 42.5 years old, both in France and abroad. Number of staff recruited by region

Number

2013 2012

CIB Private banking Total Total

France 94 15 109 70

Western Europe 64 91 155 201

Central and Eastern Europe 14 14 12

Africa 7 7 3

Middle-East 8 8 7

Asia-Pacifi c 119 33 152 79

Americas 82 21 103 121

Total 388 160 548 491

% of business scope in France 99% 95%

Proportion of part-time employees

2013 2012 Manage-rial Non-managerial Total Manage-rial Non-managerial Total Part-time staff 347 159 506 293 169 462

Part-time staff as % of total 9.7% 23.9% 11.9% 7.6% 22.3% 10.0%

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Economic, social and environmental information

2 Priority 1: Recognition

Crédit Agricole CIB is committed to promoting a management that is responsible and respectful for individuals. The manager is a key player in the professional development of staff. There-fore, Crédit Agricole CIB continued in 2013 to develop its efforts

to professionalize managers and strengthen their role in human resources. Several devices have been created or maintained to enable them to take their full part in this process.

Responsible management

 Development of management culture

In a constantly changing environment, managers play a central role in the dissemination and implementation of the strategy of Crédit Agricole CIB. They are the fi rst actors to mobilize teams while supporting skills development of their employees. To cope with the economic and regulatory challenges as well as its trans-formation challenges, Crédit Agricole CIB has deployed since 2012 the Management Academy, a training program dedicated to all managers in France and abroad. This scalable process aims at developing a program for managerial training shared by all the managers of Crédit Agricole CIB, while accompanying them in our development process. It consists in four skills: management, leadership, change management and personal development. The Management Academy permits to adopt shared managerial behaviours, to implement strategic priorities through an individual and a collective commitment and to collectively develop solutions to shared problematic issues.

Following the launch in Asia, the United States and France, Crédit Agricole CIB has deployed the Management Academy in London in early 2013 and in EMEA in June 2013. In August 2013, the Management Academy course, adapted to Crédit Agricole CIB London, received certifi cation of the Chartered Management Ins-titute (CMI). The CMI is the main body in the UK and in Europe dedicated to promoting the highest standards of management. The recognition of the Management Academy by the CMI is a guarantee of quality and gives it visibility and credibility externally. Since its start in 2012, 1,078 managers have participated in at least one training of the Management Academy, 328 of them in France and 750 in the international network. The objective of Crédit Agricole CIB is to train all its managers, i.e. about 1,900, through the Management Academy.

Alongside this overall system, since September 2012, an online tool for personal development is available to all managers in the world to support them in their mission: «Develop Yourself» and “Develop Your Team». To optimize the use of these global tools, modules of the Management Academy now include links to re-lated content to enable managers to go further in their training. «Develop Yourself» and “Develop Your Team» are libraries collec-ting a hundred of management topics and personal development in English. These simple tools, accessible from the eLearning platform of Crédit Agricole CIB, enable managers to have access to practical information to better manage certain situations. Each theme (personal development, leadership, performance evalua-tion, creativity ...) includes a selection of articles, practical exer-cises and self-testing.

In 2013, 110 managers of Crédit Agricole CIB attended trainings dedicated to the conduct of change included in the Management Academy. The objective is to offer them the keys to guide their teams in a changing environment and to promote the commit-ment of the employees by enabling them to plan the future.

 Annual assessment

The annual assesment is a fundamental managerial act. It repre-sents a major element for employee management allowing to assess the year’s performance, skills and goal setting. To pro-fessionalize this meeting Crédit Agricole CIB has implemented a global device for performance management training, addressing the evaluating managers, and deployed in the main structures of Crédit Agricole CIB. This year, the Bank proposed four workshops to assist them in the exercise:

• Know how to set goals and success indicators SMART; • Driving teams‘ performance;

• Assess and develop skills; • Manage tough interviews.

In 2013, 110 managers followed one of these workshops in France.

As part of the global campaign in 2013, 98% of the assess-ment meetings between employees and managers were realised against 95.5% in 2012.

Individual employee management

The priority is to give every employee the means to evolve and to reach the highest level of competence and responsibility. To offer prospects, facilitate mobility, provide training programs, and develop appropriate tools, all actions that should contribute to the effective management of employees.

 Career and talent management

Human Resources policy of the Group and Crédit Agricole CIB is to ensure that each function of the organization is held by a moti-vated employee whose skills and performance meet the requi-rements and challenges of his position, but also to prepare the future and to enable optimized management of human resources. The employees of Crédit Agricole CIB are the main actors in the implementation of the strategic model of the Bank.

In 2013, all employees joined forces to achieve the targets for reducing consumption of liquidity by operationally expanding our new model of European «debt house».

Now that its strategy and organisation are in place, Crédit Agricole CIB should continue its efforts to improve its competitiveness and strengthen its collective performance while ensuring to create a dynamic work environment for its employees.

Crédit Agricole CIB deploys a policy of career management to enable each employee, regardless of its level in the organisation, to expand its professional experience in a constructive manner, but also to develop skills that will be necessary in the future.