Corp Landesbank Berlin Holding

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34 Regional Corporate Banking Proven sales channel mix The sophisticated support concept at Landesbank Berlin with clear client segmentation and an innovative sales channel mix has proved its worth. There are three ways in which clients can contact us – by phone via BusinessLine direct bank sales, via clientoriented, fixed Regional Corporate Banking Centres or via departments for small and medium-sized corporate clients. Representative surveys have shown that the satisfaction of business clients and small and medium sized companies has increased further across all sales channels. We are continuing to ensure a high level of quality in our corporate client support. We have introduced a structured consultation process for this purpose which we developed further in 2008. The structured “Balance sheet rating communication” was introduced in 2008 which we would like to deploy to a greater extent. We are thus reacting to the ongoing high level of information required by corporate clients. Our customer advisers explain the complexities behind the ratings combined with financial analyses during lending decisions. Our structured approach towards support contributes to ensuring high quality standards in Regional Corporate Banking and to strengthening customer loyalty. Activity management is supported by a modern Customer Relationship Management system in all sales channels. Successful expansion of quality strategy In 2008, the quality strategy for Regional Corporate Banking was developed further. Independent, national auditors from TÜV Rheinland had already certified the BusinessLine and Regional Corporate Banking Centre sales channels in 2007, which cover the entire business client segment. Thanks to this certification, Landesbank Berlin together with Berliner Sparkasse is setting a challenging benchmark for competitors in terms of quality. Another audit was also carried out successfully in the reporting year. Client opinion confirms marked satisfaction, high readiness to recommend, reliability and competence. We have optimised our processes further in the Re gion al Corporate Banking business as an element of this quality strategy in order to be able to give our clients an ambitious service commitment. For example, structuring credit processes in the Regional Corporate Banking segment ensures that, when con ditions are met, a loan decision can be made within 48 hours. Product and services range further developed The company accounts models introduced in October 2007, broken down into basic price, free items and other features, have established themselves in the reporting year as a solid component of a demandoriented product range. This range accommodates the varied demand and usage patterns of the companies. Our corporate clients have responded well to this concept. This also ensured a sustainable basis for future net commission income in payment services. In 2008, Landesbank Berlin developed the concept of hospital forfeiting for the hospitals target group and introduced it as a new product. This concept involves acquiring hospital claims on legal German health insurers. This means that industry expertise was used specifically for expanding the range of products.
Close dialogue with regional economy Further advances were made in the close dialogue with the regional economy in the Regional Corporate Banking. In 2008, we carried out a second SME survey in cooperation with the German Institute for Economic Research (DIW). The increased participation shows the huge interest small and medium-sized companies have in reporting their economic situation, finance plans and business prospects. pRoSpecTS foR 2009 In March 2008, a cooperation agreement was concluded with the School of Economics on the subject of business succession. Landesbank Berlin is thus contributing to a closer linkage of theory and practice thanks to its special expertise and is promoting economic commitment. The intensive support Landesbank Berlin has given to the Berlin-Brandenburg Innovation Prize and the Business Plan Competition also gives a clear message. Since 2000, Berliner Sparkasse has financed approximately 1,300 start-ups and business successions. In 2008 alone, we have enabled more than 300 company founders and successors to start up their own company. Thanks to its established and reliable business model, Landesbank Berlin continues to provide its business clients and small and mediumsized companies in the core region of BerlinBrandenburg with a clientoriented, competent regional bank with an extensive range of financial services. In order to consolidate our leading market position, we wish to intensify our existing customer accounts and push ahead with acquiring new customers. The quality competitive factor will continue to gain in importance in support processes in all client segments – especially after customer experiences in these times of crisis on the financial markets. our strategic aim is to continue to strengthen the earnings basis in our operating business. The continuation and development of the lending business and the commission earnings services business will also contribute to this via product and service ranges in line with the market. Landesbank Berlin will adhere to its strict income and riskoriented business policies of recent years. About the company Regional Corporate Banking 35
Page 1 and 2: Landesbank Berlin Holding ANNUAL RE
Page 3 and 4: Ratings Unguaranteed liabilities Mo
Page 5 and 6: Contents Management 2 Letter to Sha
Page 7 and 8: Letter to Shareholders Dear shareho
Page 9 and 10: Report of the Supervisory Board of
Page 11 and 12: Personnel changes In the 2008 finan
Page 13 and 14: Corporate Governance Report The Boa
Page 15 and 16: Transparency The members of the Boa
Page 17 and 18: In view of this, a revised declarat
Page 19: Sascha Händler * Landesbank Berlin
Page 23: Innovative - with modern financial
Page 26: Expert and fair - our claim In unce
Page 30 and 31: 27 Strategic divisions 28 Retail Ba
Page 32 and 33: The retail banking business of Land
Page 34 and 35: 30 Retail Banking Insurance and bui
Page 36 and 37: Landesbank Berlin is the market lea
Page 40 and 41: 36 Capital Markets In the capital M
Page 42 and 43: 38 Capital Markets Capital Markets
Page 44 and 45: New business in 2008 by lending reg
Page 46 and 47: 42 Employees In 2008, we rigorously
Page 49 and 50: Group management report Overview of
Page 51 and 52: Landesbank Berlin AG (LBB) is a who
Page 53 and 54: “Berliner Sparkasse”. In the Re
Page 55 and 56: Measures to improve earnings Also i
Page 57 and 58: With regard to their remuneration,
Page 59 and 60: In line with their service agreemen
Page 61 and 62: Apart from the trade union represen
Page 63 and 64: Article 71 (1) No. 7 of the German
Page 65 and 66: market environment, the Real Estate
Page 67 and 68: Net commission income increased by
Page 69 and 70: Staff costs amounted to € 492 mil
Page 71 and 72: Capital Markets generated an operat
Page 73 and 74: Net assets total assets at the end
Page 75 and 76: deposits by banks declined by € 4
Page 77 and 78: Events after 31 December 2008 As at
Page 79 and 80: Principles for risk management and
Page 81 and 82: To ensure risk tolerance, there is
Page 83 and 84: In accordance with BaFin’s interp
Page 85 and 86: In line with its risk strategy, the
Page 87 and 88: The rating methods are calibrated t
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1800 1600 1400 1200 1000 800 600 40
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On account of the largely low-risk
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Liquidity risks The liquidity risk
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Managing liquidity risks Group-wide
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Risk concentration The Group’s da
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Risk and income monitoring for the
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Organisational structure The contro
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IT and system risks Extraordinary I
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The Federal Financial Supervisory A
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Report on expected developments / O
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Regional Corporate Banking Landesba
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Annual Financial Statements for the
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Quarterly Development of the LBB Ho
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Statement of Changes in Consolidate
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Consolidated Financial Statements C
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Notes to the Balance Sheet 33 Cash
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In addition to the standards listed
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4 Principles of consolidation Conso
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From 2 January 2008 until the date
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Capital Markets generated an operat
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Capital Markets Real Estate Financi
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Financial assets and liabilities de
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7.6 Embedded derivatives Embedded d
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8 Cash Public-sector debt instrumen
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13 Leases In accordance with IAS 17
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16 Provisions Provisions are recogn
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Minimum capital requirements The co
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23 Net commission income in € mil
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Net income by category The so-calle
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Other administrative expenses: in
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As a result of the German Business
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34 Loans and advances to banks Loan
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These include € 46,315 million (p
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Existing loans Provisions for lendi
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Financial instruments designated at
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40 Investments carried at equity A
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43 Investment property This item re
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Land and buildings used by third pa
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The future minimum lease payments a
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Trading liabilities (HfT) in € mi
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) Defined benefit plan There are se
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Development of pension obligations
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Of which: Provisions for EU measure
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55 Liabilities assigned to groups o
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The following adjustments were also
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In addition, Landesbank Berlin AG b
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The market situation was dominated
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Majority owner related party disclo
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Information on members of the Board
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Disclosures in line with Article 31
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67 List of investment holdings Comp
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Company, registered office Special
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Company, registered office Minimum
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Executive Bodies of Landesbank Berl
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Auditors’ report “We have audit
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Retail Banking Private Banking Bund
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Capital Markets Business Management
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Imprint Published by Landesbank Ber
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Corp Landesbank Berlin Holding

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