Another way to grow

88 Pages·2016·5.77 MB·English

Another
way to grow
Review of operations and 2015
sustainable development report
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ORGANIZATION CHART OF GROUPE BPCE
AT DECEMBER 31, 2015
8.9 MILLION COOPERATIVE SHAREHOLDERS
100% 100%*
50% 50%
BPCE SA
100% 71%
29%
* Indirectly through local savings companies.
Float
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8 Customer relations
G
N 10 Bank branches 46 To enhance our performance
G
TI 12 The start-up spirit N 51 Our cooperative ambitions
N
I
E 14 The entrepreneurial spirit R 52 Is in our very DNA
V A
N 16 Responsible investment H 56 Thumbnails
EI 18 Customization S 58 Our passions and emotions
R
20 Our services
G
N
I
Y 24 All our customers
N
A 32 D evelopment worldwide
P
M 34 Our talents
O
36 Energy transition
C
C
A
Groupe BPCE is the second largest banking group in France,
one of the ten largest European banking groups and one of the top twenty worldwide.
It employs 108,000 people serving 35 million customers, and finances more
than 20% of the French economy.
Created in 2009 from the merger of the Banque Populaire and Caisse d’Epargne
regional cooperative banks, Groupe BPCE is owned, via these two retail banking
networks, by 8.9 million cooperative shareholders.
The Group pursues a full range of banking and insurance activities working through:
– the retail banking networks of the Banque Populaire banks and Caisses d’Epargne
present throughout all of France;
– Natixis, an international corporate, asset management and financial services company,
listed on Euronext Paris;
– Banque Palatine, a bank dedicated to mid-sized firms and high-net-worth individuals;
Crédit Foncier, a specialist in real-estate financing; BPCE International for retail banking
in the international arena.
Making a difference by drawing on the complementary strengths and synergies
between our companies, by combining cooperative values with business efficiency:
this is the goal of our “Another way to grow” strategic plan and the meaning
of our new corporate tagline: “Bankers and insurers with a different perspective”.
Thanks to our results, we were nominated 2015 bank of the year in France by The Banker magazine.
This is a source of pride and encourages us to continue reinventing ourselves in order to satisfy
the new expectations of our customers and society in general, to create greater value and share it.
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Halfway through our 2014-2017 ratio (under Basel III) of 13.2% new expectations, to increase our
strategic plan “Another way in late 2015. Our employees are agility, and seize new opportunities.
to grow”, our results speak for actively involved in this progress: We must give ourselves the means
themselves. The Banque Populaire three out of four fully support we need to support our customers
banks and Caisses d’Epargne the Group’s strategy and are in all their projects: the local
have continued to pursue optimistic about its future. regions in their development,
buoyant commercial activities. our employees in the acquisition
Crédit Foncier, Banque Palatine These results enhance our of new skills and ability to adapt
and BPCE International enjoyed strategic fl exibility in an extremely to change. We need to do more
a dynamic year. Natixis put up demanding environment: more to share and pool our resources
a robust performance that was stringent regulations continue to improve our performance
driven by all its core business lines: to be imposed, at a high cost; for the benefi t of all our
asset management, which had very low interest rates are stakeholders and to further our
a record year; life and non-life depressing our margins; the values of social solidarity.
insurance, a sector gathering upheavals caused by technology
momentum with its single and digital technology are The regional banks will speed up
production platform; specialized gathering momentum. To meet the pace of their transformation,
fi nancial services that experienced these challenges, all the projects adapt their retail networks
strong growth in our regional included in our strategic plan and proceed with the mergers
banking networks; corporate and “Another way to grow” will necessary to attain the critical
investment banking, with a be pursued vigorously: the size required for their local
resource-effi cient business model transformation of our banks and regional action, to satisfy
focused on consultancy services to off er the best of interpersonal regulatory requirements, to achieve
and intermediation. and digital relationships; the economies of scale against a
development of our insurance background of low interest rates,
Our net banking income grew business, private banking activities to fi nance their investments
by 4.5%, to reach €23.8 billion. and revenue synergies with notably in digital solutions.
Thanks to tight control over Natixis to diversify our sources The Banque Populaire Côte d’Azur
expenses and a slight decline of income; the consolidation and the Banque Populaire
in the cost of risk, our net of our position as a major Provençale et Corse have done
income rose by 11.6% to a total player in savings enabling us the same to create the Banque
of €3.2 billion. Groupe BPCE’s to fi nance our clients; the Populaire de la Méditerranée.
fi nancial strength has been development of cost synergies; The Banque Populaire des Alpes,
further consolidated. Our Tier-1 the swifter pace of our expansion the Banque Populaire Loire
capital has more than doubled to international markets. et Lyonnais and the Banque
since 2008 to reach €52 billion Populaire du Massif Central
with a Common Equity Tier-1 We must, however, go faster are merging to create the large
and further. We need to reinvent Banque Populaire of the new
our product off erings and Rhône-Alpes region.
organizational structures to meet
“Reinventing, accompanying,
sharing: we must go faster and
further in our transformation.”
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We are going to step up
our digital and technological
transformation. This is our priority.
Our aim is to provide the Group
with powerful digital capability
to make it a front-ranking player
in digital banking and insurance
and to involve our employees
actively in this ambition.
In our favor, we have our deep
understanding of our customers,
the expertise of our business
lines, the mastery of the
regulations, and our fi nancial
strength. Our culture as a
cooperative group open to
diversity also allows us to multiply
diff erent forms of collaboration
with new market players such
as the Fintech companies.
We will continue to promote
the strength of our cooperative
business model with our
cooperative shareholders
and customers as well as with
our EU supervisory bodies,
less familiar with mutual banking.
To continue to convince, we
must strive for excellence, the
highest level of professional
standards, rigor of execution,
and unity… without which, no
winning strategy can prevail.
François Pérol
Chairman of the
Management Board
Groupe BPCE
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Challenges
New ways of…
consuming
The sharing economy is becoming increasingly popular: 22% of French people
questioned already use one of its services, and 30% intend to do so in the next
twelve months.
EcoScope, OpinionWay for Axys Consultants, Le Figaro and BFM Business, July 2015.
funding
Loans, donations, equity financing: the Internet makes it easy to bring
people together, and crowdfunding is enjoying worldwide success. In France,
the number of funders has grown by 750,000 in just one year to more than
1.75 million.
Barometer of crowdfunding, CompinnoV for Financement Participatif France, 1st half-2015.
doing business
Responsibility and effectiveness are the values most highly prized by business
leaders. More socially aware and mindful of their impacts, future managers will
focus on innovation, deemed important (if not essential) to 3/4 of all top executives.
Ifop-Banque Populaire: Entrepreneurs of the future, September 2015.
working
Born with the advent of the digital revolution, the Millennials (born between
the early 1980s and mid-1990s) are looking for greater meaning in life and call for
a new flexible, inclusive management style. As for generation Z (aged 20 in 2015),
half of them dream of setting up their own companies and many will do so in
their professional lives: freelancers(1) already outnumber people on permanent
contracts in the US.
Positive Economy Forum, September 2015.
seeing the world
Demain (Tomorrow), a French documentary that takes a positive approach
to climate change – and owes its very existence to a crowdfunding campaign –
exceeded 500,000 admissions in less than two months‥. People’s attitudes are
changing! Combating climate change, which they see as a threat, is a priority for
83% of French people, and 71% think they can do something about it themselves.
Their expectations? Access to concrete solutions to take action.
IFOP for COP21 Solutions, September 2015 – Ipsos for Havas Paris, January 2015.
(1) Self-employed people including, in France, the status of autoentrepreneur.
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Reinventing our products and
services, harnessing the digital
revolution to better understand
and satisfy our customers.
Reinventing our working
methods and our organizational
structures, giving free rein to our
creativity, enhancing our agility
and driving innovation in all its
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different forms.
Imagining and creating
simple and efficient services
tailored for new personal
and professional uses.
Developing new financing,
investment and insurance solutions
to accompany the development
of new business models, satisfying
new aspirations, covering new risks.
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Reinventing
: customer
relations
How to enhance
the dialogue
with our 35 million
customers?
By using every channel.
Local branche, telephone, online
via smartphone, tablet device or
PC, e-mail, face-to-face or virtual
presence: our customers can contact
us when they like, how they like.
Off ering a more accessible, more
practical and easier-to-use bank,
promoting high-quality dialogue
with account managers prepared
to off er solutions and advice tailored
to each situation: this is our ambition.
By becoming friends.
Our partnership with Facebook forms
part of this strategy. Thanks to it,
Groupe BPCE’s brands and businesses
will be able to off er innovative services
in line with the way people use
the world’s largest social network.
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