We are convinced that outstanding results can only be achieved with the contribution of many.
This is why we turned to our employees when we began work on the new Business Plan.
“I would like to hear what you think,” said our Chief Executive Officer when announcing an initiative that would involve more than 8,000 persons.
And they, our people, responded. As we expected, with participation and enthusiasm. Pooling the experience, culture, skills and imagination possessed by every one of our employees.
An exceptional outcome: out of more than 11,000 employees, as many as 7,500 questionnaires were returned, providing a wealth of information that has inspired our strategy, helping us to understand the type of Bank we want to become.
Now we know: we want to be a Quality Bank that exceeds the expectations of its customers and local communities. And our people are very clear about how to achieve this.
THE OPINION OF OUR PEOPLE: 4 PRIORITIES
New branch model
Everyone agrees that BPER needs to establish a new Branch Model, increasingly oriented towards the provision of advice and assistance. Branches must therefore remain at the heart of BPER's activities, with the implementation of a digital strategy seen as the principal action item.
Products and services offered to customers
"Non-traditional" services closest to the financial sector are considered to be the most appropriate: taxation, insurance, property, legal advice and similar, trading, business development for firms and support for the employment market.
The simplification of processes and bureaucracy and the reduction of costs are considered priorities, especially in selling. Strong focus throughout the lending area on the granting and management of loans.
In terms of CSR, the focus is on economic support for local communities and on the social role that a cooperative bank must play. The adoption of a Group policy on corporate social responsibility is considered important.