Presentation (correction slide 18) - Dexia.com

More documents

Recommendations

Info

Operating efficiency under close scrutiny Main initiatives Further centralization of Support lines at DBB and Group level Example: Reduction of time-to-decision for SME credit approval Lead-time to decision (days) Review of End-to-End processes for improved efficiency and client service (e.g. SME & Mortgage credit origination) Optimization of IT development & project portfolio (synergies across entities, stricter demand management) Complex credit requests Simple credit requests 65% lead-time reduction of new processes demonstrated in pilots run in 2010 Reduction from 4 to 3 central buildings in Brussels and implementation of Mobile@Work concept Targeting continuous improvement of the Cost / Income ratio 90
Our target end-point in 2014 Reinforced Dexia position, with attractive brand name built on fairness, transparency and proximity A reference bank for customer satisfaction Re-built market shares and increased cross-selling & revenue per client, especially in SME & Affluent / Private segments Enhanced sales & relationship model in network, relying on entrepreneurial salesforce Lean operations and central services, increasing internal & external service quality level EUR 250 m income increase targeted over 2009-2014, supported by a major investment plan (EUR 350 m Capex) 91
Page 2 and 3:
Disclaimer This presentation and th
Page 4 and 5:
Dexia 2014: A Retail Group with 10
Page 6 and 7:
Financial restructuring: Scaled dow
Page 8 and 9:
Financial restructuring: Non-commer
Page 10 and 11:
Capturing Retail upside in a fast g
Page 12 and 13:
Dexia teams sharing clear strategic
Page 14 and 15:
Investor Day 2010 - Agenda 11h00 -
Page 16 and 17:
Economic scenario: Slow recovery in
Page 18 and 19:
Dexia 2014: Key drivers of balance
Page 20 and 21:
LT wholesale funding program aligne
Page 22 and 23:
Significant improvement of Group sh
Page 24 and 25:
Target 2014: Stringent management o
Page 26 and 27:
Target 2014: Strong rebound of Dexi
Page 28 and 29:
New capital regulations: Basel III
Page 30 and 31:
New liquidity regime: Getting prepa
Page 32 and 33:
Legacy division Deleverage balance
Page 34 and 35:
Sustained pace of asset sales in 20
Page 36 and 37:
Dedicated set up in place to manage
Page 38 and 39:
Bond portfolio in run-off (EUR bn)
Page 40 and 41: Financial Products portfolio Financ
Page 42 and 43: After 2014: Ability to hold and man
Page 44 and 45: Financials: Progressive decrease in
Page 46 and 47: Public and Wholesale Banking Renew
Page 48 and 49: PWB 2014: Renew with sustainable sc
Page 50 and 51: Our ambition: Renew with sustainabl
Page 52 and 53: Public Banking Belgium 2010: Qualit
Page 54 and 55: Public Banking Belgium 2010: Contin
Page 56 and 57: Public Banking France 2010: Quality
Page 58 and 59: Public Banking France 2010: A recog
Page 60 and 61: Corporate Banking Belgium 2010: Ree
Page 62 and 63: Project Finance 2010: A well recogn
Page 64 and 65: PWB Target 2014: Renew with sustain
Page 66 and 67: PWB target 2014 Public Banking Bel
Page 68 and 69: Belgium and Luxembourg: Wealthy and
Page 70 and 71: Belgium: A concentrated and mature
Page 72 and 73: Strong Retail position with full te
Page 74 and 75: A resilient and solid franchise thr
Page 76 and 77: Our ambition: Unlock growth potenti
Page 78 and 79: Commercial targets in network to gr
Page 80 and 81: EUR 350 m Capex investment plan lau
Page 82 and 83: Roll-out of Open Branch Concept on
Page 84 and 85: A new in-branch specialized sales &
Page 86 and 87: Branch re-clustering and optimizing
Page 88 and 89: Launch of innovative offers to supp
Page 92 and 93: RCB Luxembourg Consolidate local fr
Page 94 and 95: Dexia: A major actor in Luxembourg
Page 96 and 97: A domestic and international Privat
Page 98 and 99: By 2014: Increase market share in R
Page 100 and 101: By 2014: Reinforce Private Banking
Page 102 and 103: By 2014: Further improve cost effic
Page 104 and 105: RCB Belgium and Luxembourg Enhance
Page 106 and 107: Asset Management & Services Manage
Page 108 and 109: Asset Management An efficient and r
Page 110 and 111: Resilience proven through the crisi
Page 112 and 113: A client-centric business model, ad
Page 114 and 115: Dexia AM Target 2014: Deliver furth
Page 116 and 117: DIS: A key insurance player with a
Page 118 and 119: Going forward, Dexia Insurance to d
Page 120 and 121: DVV: Investment plan to develop tie
Page 122 and 123: Investor Services A well recognized
Page 124 and 125: Recent industry trends creating bot
Page 126 and 127: RBC Dexia Investor Services is well
Page 128 and 129: Investor Services Target 2014: Deli
Page 130 and 131: In a nutshell: DenizBank, a sustain
Page 132 and 133: Several socio-economic indicators c
Page 134 and 135: Current level of banking penetratio
Page 136 and 137: DenizBank, the most influential pro
Page 138 and 139: DenizBank growth outperformed the m
Page 140 and 141:
Accelerated branch opening over the
Page 142 and 143:
Strong Commercial and Corporate seg
Page 144 and 145:
Deniz 2014: Be the first alternativ
Page 146 and 147:
Network: DenizBank to open 300+ new
Page 148 and 149:
SME & Agricultural Banking: DenizBa
Page 150 and 151:
Overall: Increased weight of Retail
Page 152 and 153:
Operating model Reach operational e
Page 154 and 155:
Reaching operational excellence fac
Page 156 and 157:
Efficiency measures 2008-2011: Capt
Page 158 and 159:
Industrialisation 2008-2011: Manage
Page 160 and 161:
Examples of intra-group efficiency
Page 162 and 163:
Close monitoring system in place St
Page 164 and 165:
Dexia Group Dexia 2014: A Retail Gr
Page 166 and 167:
166
Page 168 and 169:
Philippe Rucheton Philippe Rucheton
Page 170 and 171:
Stefaan Decraene The first part of
Page 172:
André Vanden Camp André Vanden Ca
show all

Presentation (correction slide 18) - Dexia.com

Create successful ePaper yourself

Delete template?

Save as template?