26.11.2014 Views

bank-r-and-a

bank-r-and-a

bank-r-and-a

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

Overview Strategic report Corporate governance Risk management Financial statements Other information<br />

Our strategy<br />

As part of the overall Recapitalisation Plan announced last year (see page 13 for<br />

a fuller description of the plan), the Bank has taken a number of actions to address<br />

the challenges it faces starting with the LME which was completed in December 2013.<br />

In parallel with the raising of additional capital announced on 24 March 2014, the focus<br />

now turns to implementing the Bank’s strategy of becoming, over the next four to five<br />

years, a smaller <strong>and</strong> efficient <strong>bank</strong> retaining Co-operative values <strong>and</strong> focused on Retail<br />

<strong>and</strong> SME customers.<br />

Overarching strategy<br />

Leverage br<strong>and</strong> strength<br />

<strong>and</strong> high levels of customer<br />

satisfaction<br />

Reduce overall risk profile<br />

Liquidity, capital <strong>and</strong><br />

day-to-day business<br />

Reduce risk weighted assets<br />

Minimise impact<br />

on capital<br />

Act in accordance with Co-operative values <strong>and</strong> ethical principles<br />

Doing the right thing by our customers<br />

Core business strategy<br />

Simplify <strong>and</strong> focus on Retail <strong>and</strong> SMEs<br />

Enhance returns<br />

Non-core business strategy<br />

Actively manage to achieve the most appropriate value<br />

for each portfolio or target for run down or exit<br />

Taking into consideration liquidity <strong>and</strong> capital requirements<br />

Key actions for the Core business<br />

Key actions for the Non-core business<br />

• Establish an effective <strong>and</strong> efficient operational <strong>and</strong> governance structure<br />

• Manage reputational <strong>and</strong> conduct risk<br />

• Data remediation<br />

• Streamline Retail <strong>and</strong> SME product offering<br />

• Deepen customer relationships<br />

• Re-price to market/exit uneconomic products<br />

• Business process simplification<br />

• Re-engineering of IT platform<br />

• Improved internet <strong>and</strong> mobile <strong>bank</strong>ing functionality leading to<br />

increased self-service<br />

• Leverage The Co-operative Group’s geographical footprint <strong>and</strong><br />

membership base<br />

• Active management of assets<br />

––<br />

Single asset <strong>and</strong> portfolio sales<br />

––<br />

Optimisation of borrowers’ funding structures<br />

––<br />

Re-<strong>bank</strong>ing of Non-core customers<br />

––<br />

Run down closed businesses over the longer term<br />

Efficient <strong>and</strong> profitable UK <strong>bank</strong> retaining<br />

Co-operative values focused on Retail <strong>and</strong> SMEs<br />

The Co-operative Bank plc Annual report <strong>and</strong> accounts 2013<br />

9

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!