Becoming BPER must take account of the issues raised by our internal stakeholders: the drive for change seeks to bridge the gaps identified in terms of speed, timeliness and accessibility, by overhauling the Network and branch format, and by taking a digital and specialist approach to the streamlining and optimisation of branch and lending processes
The changes in the market environment and the expectations of all our stakeholders are fully reflected in the new 2015-17 Business Plan.
The current market scenario has an adverse effect on future results; the objective of Becoming BPER is to achieve the objectives envisioned by the market, closing the gap compared with the inertia-driven performance of the BPER Group.
MACROECONOMIC ESTIMATES (2016-2018)
Source: Prometeia, March 2016
Becoming BPER intends to make far-reaching changes by:
- Defining a clear strategic and operational vision
- Improving the risk profile, as well as our ability to remunerate the cost of capital
- Providing a response to the calls for change, with actions designed to shake up operations
Average inflation rate (change %)
Source: IMF World Economic Outlook, 2016
The external stakeholders (especially the Regulator, the Market and Investors) have called for a commitment in which our risk profile is lowered, while still assuring adequate returns.
FOCUS GROUP 50 IN MILANO MARITTIMA
|PRINCIPAL FACTORS CONSIDERED||GAPS|
|Speed and timeliness|
|Values [ethics, social responsibility, integrity]|
|Reliability, security, solidity|
Calls for change
Significant challenges in many areas (e.g. lending, sales/branch model,…)
SURVEY OF EMPLOYEES (7,500 RESPONDENTS)
|PRINCIPAL ACTION ITEMS|
|Enhanced advisory and specialist functions at branch level|
|Simplification of branch processes|
|Optimisation of lending processes|