2012 was a difficult year for managing human resources against a background faced with a dual challenge: → to conduct social negotiations in the context of the 2016 Plan approved by the European Commission in relation to changes in the remuneration policy and the reduction in staff numbers, in line with Belfius’ new positioning and in the currently difficult macroeconomic and regulatory environment; → to put into structural effect, internally, the commitments made by Belfius as a locally-based relationship bank offering added value for society and also implement new HR processes and a new corporate culture.