CFM Indosuez Wealth Management Annual Report 2022 32 / People project / To measure the progress of our managerial transformation, we have launched a new survey that determines an accountability index (IMR - indice de mise en responsabilité). 87% of employees expressed their views. Among the positive points highlighted, 77% of CFM Indosuez employees feel that they are given responsibility and 80% would recommend our Bank. The attractiveness and soundness of the Bank and the People Project are, in their view, strong points in an uncertain environment. Its stability is a real loyalty factor. This new survey has also highlighted a number of strengths that encourage us to continue working on our cultural and managerial transformation. Moving towards a culture of accountability is a longterm process of transformation. The roll-out of minicompanies in 2023 and 2024 will be a decisive factor in the success of our cultural and managerial transformation. We rely on 'made-to-measure' support, in the field, as close as possible to our teams, so that each manager can develop his or her managerial approach, taking into account the reality of his or her day-to-day work and the tasks of his or her colleagues. Drawing on the strength of their team, they work together to achieve a shared ambition for development and performance. Ariel Barugel, Head of Human Resources CFM Indosuez is part of the Indosuez Group's cultural and managerial transformation programme, which aims to strengthen the commitment and performance of its teams in order to provide our customers with an ever-better service. To support this transformation, which is at the heart of our People Project, we have introduced an unprecedented, highly participative approach. This is the first time that a management programme will eventually involve all managers and all employees. This approach involves 2 key stages: The first stage, known as Act 1, involved all the managers on the CFM Indosuez Executive Committee. They benefited from individualised support in the form of a personality analysis, followed by an interview with an external coach focusing on personal strengths and areas for improvement in terms of relational and human capital. This support was supplemented by face-to-face and small-group workshops, focusing on co-coaching and co-development. The objectives of Act 1 were: - to share and adopt behaviours that stimulate employee commitment and performance, - and to develop the mindset and practices needed to foster a sense of responsibility and to improve team leadership. The second stage, Act 2, launched at the end of 2022, aims to include all managers and their staff in the approach. It will continue throughout the MTP. Thanks to tailor-made coaching, a "minicompany", each team will be able to put new routines into practice and anchor the changes in their way of working.
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