A4 für Copyshop GB.indd - Bayerische Landesbank

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50 BayernLB – our company Savings Banks and Bavarian Market One of the integral strategy principles of BayernLB’s new business model is an even stronger positioning as a network bank within the Sparkassen-Finanzgruppe Bayern. The Savings Banks and Bavarian Market Business Area drives and coordinates collabo- ration within this cooperative framework throughout the Group. The business area serves and supports the Bavarian savings banks in their various roles as customers, sales partners and service partners. It also works in harmony with the Bavarian savings banks to serve and support their customers in turn. Further tasks include jointly advis- ing and supporting the Bavarian local governments customer group. The business area assumes a sales function for all business with Bavarian SME customers. From 2005, retail business and card business are to be added to this scope of responsibility. In 2004, cooperation with the Bavarian savings banks was optimised as planned, with a view to safeguarding and further developing the market and brand positions of the Sparkassen-Finanzgruppe Bayern. Strengthening promising product segments and customer groups has been a prime objective of the business area in the past, and continues to be a top priority today, as does the provision of a comprehensive range of national and international financial services to the benefit of the Bavarian economy, municipalities and private customers. In addition to the framework agreement between the Association of Bavarian Savings Banks (SVB) and BayernLB, a series of individual bilateral agreements with the Bavarian savings banks form the basis of close and binding cooperation. Optimisation of cooperation within the Sparkassen-Finanzgruppe The development of strategies, services and processes conjointly with specialists from the Bavarian savings banks and the Association of Bavarian Savings Banks (SVB) consti- tutes an important means of optimising cooperation within the Sparkassen-Finanz- gruppe Bayern. This development is carried out in the Bank’s various centres of competence dedicated to municipal business, international business, corporate finance, real estate, investment business and credit risk management. In line with the Bank’s expec- tations, solutions developed jointly in this way have indeed considerably enhanced quality, swiftness and customer acceptance. The asset allocation coordination centre has also proved to be of great value. Here, knowledge and practical experience from the Sparkassen-Finanzgruppe Bayern is pooled, while existing concepts and technolo- gies are bundled together and refined. Cooperative market development is the principal focus of the business area. In this process, market potential in investment, municipal, real estate and corporate customer business (including international business) is identified and exploited jointly with the Bavarian savings banks. This systematic cooperative market development is already beginning to bear fruit. Active exploitation of potential is to be further stepped up by involvement with the “Verkaufsoffensive Bayern” sales initiative launched by the Asso- ciation of Bavarian Savings Banks. This move is planned for 2005.
Overview of overall project Centres of competence Asset allocation coordination centre Pool knowledge Avoid duplication of work Promote joint solutions International business Investment business Real estate business Corporate finance Numicipal business Credit risk management Credit risk trading “Optimisation of cooperation“ Cooperative market development Enhance earnings Increase customer loyalty Gain new customers Corporate customers Real estate customers Local government Investment management Credit risk management / Credit risk trading Improve risk identification Reduce risks Avoid burdens on earnings BayernLB – our company New issues Secure funding on favourable terms Boost competitiveness Expand market position 51
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Annual Report and Accounts 2004
Page 3 and 4: LBS Bayern Corporates Business Area
Page 5 and 6: Clear figures. Clear objectives. Th
Page 7: Foreword by the Board of Management
Page 11 and 12: 1 Board of Management and executive
Page 13 and 14: Dr. Rudolf Hanisch born in 1946, De
Page 15 and 16: In transforming its business model,
Page 17 and 18: Sparkassen-Finanzgruppe Bayern Baye
Page 19 and 20: Financial Statements Audit Committe
Page 21 and 22: Norbert Kastner Lord Mayor of the C
Page 25 and 26: 2 Economic situation
Page 27 and 28: (Hartz IV) contributed to an overal
Page 30: An open mind. Clarity. Inspiration.
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Page 64 and 65: 60 BayernLB - our company In 2004,
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Page 76 and 77: 72 BayernLB - our company Corporate
Page 78 and 79: 74 BayernLB - our company } Shared
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Page 82 and 83: 78 BayernLB - our company Our staff
Page 84 and 85: 80 BayernLB - our company Fostering
Page 86 and 87: 82 BayernLB - our company Public se
Page 88 and 89: 84 BayernLB - our company DKB and S
Page 90 and 91: A product is only as good as the to
Page 93 and 94: 4 Report on the Bank and the Group
Page 95 and 96: position and serves as a bridgehead
Page 97 and 98: Management report Assets, liabiliti
Page 99 and 100: Funding EUR billion Due to banks -
Page 101 and 102: EUR million 1.1. - 31.12.2004 Bayer
Page 103 and 104: Group operating expenses were down
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In the 2004 financial year, the ope
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Outlook The forecasts relating to t
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Strategy / rating Upon withdrawal o
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BayernLB’s subsidiaries (Hungaria
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Gross exposure by Group entity [%]
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Investment risk Similarly to counte
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Net exposure of the Group by countr
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Market price risk Market risk compr
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Operational risk BayernLB defines o
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5 Report by the Board of Administra
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Report by the Board of Administrati
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Liabilities 1. Due to banks a) Paya
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Liabilities Report by the Board of
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Liabilities 1. Due to banks a) Paya
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Liabilities Report by the Board of
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Complex enterprises demand reliabil
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184 Advisory Boards and addresses T
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186 Advisory Boards and addresses D
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188 Advisory Boards and addresses B
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190 Advisory Boards and addresses S
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Bayerische Landesbank Brienner Stra
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A4 für Copyshop GB.indd - Bayerische Landesbank

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