Efma Operational Efficiency 2014

www.efma.com/operations

CONFERENCE

OPERATIONAL EFFICIENCY Operational excellence as a key driver of profits 27–28 February 2014 Paris, Concorde Opéra Paris Hotel Best practices in retail financial services, more information on www.efma.com

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OVERVIEW

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OPERATIONAL EFFICIENCY Operational excellence as a key driver of profits The importance of operational efficiency continues to grow, as achieving operational excellence has now become a strategic priority for most banks. Indeed the performance of the operations area is likely to be a key future component of whether or not a bank or financial services company achieves its profit targets. The gap between average and superior operational performance is already increasing and is likely to increase further over the next few years.

This year’s conference will give delegates the opportunity to hear presentations from many industry speakers.

There will also be a special panel drawn from members of the Efma Operational Excellence Advisory Council. The council consists of senior executives, who have regular discussions and debates on the latest developments, practices and insights in the field of operational excellence. The panel will discuss some of the key issues covered at recent council meetings and there will be an ample opportunity for audience participation.

Key questions What is the role of production in operational efficiency?

Why is production management vital to the future success of retail banking? What new role will production and service delivery play in operations?

How can banks maintain or even improve profitability?

Can operations find areas where it can reduce costs

dramatically without affecting the quality of delivery?

How can revenue be generated from operations management?

Can lean make more of a difference? How can banks make lean management work in the most effective possible way? What new approaches to lean are being developed?

Hot topics Here are a few of the other topics that will be discussed during the conference: Using the right metrics in measuring operational performance and excellence Innovation and new approaches in the area of process management Learning from other industries New outsourcing approaches and models Developing operational management and people skill

STUDY PRESENTATION Operational Excellence Advisory Council Report Major trends and issues around the increasing importance of operational efficiency for the future success and profitability of retail banks: a summary of the report of the third series of meetings of the Efma OEAC will be presented at the conference.

27–28 February 2014 Paris

THURSDAY 27 FEBRUARY 2014 MORNING

Julio Yepes Head of Global Operations BBVA Spain

The BBVA operations transformation model The new production and service delivery role for operations

Paolo Tripodi Director Group Organisation and Logistics UniCredit Italy

Outsourcing flexibility: a new model for strategic workforce management Background: overview of the main issues faced by the bank In-sourcing as a strategic opportunity for workforce management Key challenges and enablers Efficiencies: overview of results

Hans van der Horst Managing Director Customer Domain ING Netherlands

From days to seconds: retail banking in the digital world Operations in a retail bank: what is it about?

Why is it going to change?

Transformation at ING Netherlands The future of retail banking operations in the digital world

Bruno van Deinse Head of Retail Banking Operations BNP Paribas France

Digital end-to-end process: a way to achieve customer satisfaction and operational excellence at the same time The BNPP retail banking approach to P@perless Our model and guidelines Projects and initiatives implemented

Valérie Broncard Directeur des Ressources Humaines et de l’Amélioration Continue Axa Banque France

The role and challenges faced by middle management to establish sustainably lean management in their business What are the main challenges and concerns in the eyes of middle management?

How do they cope with constantly rising expectations?

How do they perceive their role and that of senior and shop-floor management?

What are middle management expectations of OpEx, HR and the COOs in supporting them?

Iassen Deenitchin Head of Lean and Service Excellence Raiffeisen Bank International Austria

The lean lifestyle: what executives can do to change a bank’s corporate culture Lean can help banks achieve superior efficiency and financial performance while transforming the corporate culture Banks need to go beyond process redesign and address ‘soft’ elements of transformation ‘Common sense executed with discipline’ Simple and impactful ideas that can reenergise the organisation, put management at the forefront of change and bring true staff empowerment

27–28 February 2014 Paris

www.efma.com/operations AFTERNOON

Ensuring operational excellence leads to superior customer service and increased revenue Mark Palmer Managing Director & HervĂŠ Mazenod Director OEE United Kingdom

The true cost of customer service How some efficiency improvements can actually drive up the overall service cost How customer-facing services often fail to understand what their customers really want Why focusing on the customer experience will drive growth and profitability Practical suggestions that will make a difference, including telephony examples

Virginie Raux Head of Organisational Change Lloyds Banking Group United Kingdom

Service excellence: empowering our people to do the right thing for customers An innovative approach that places the customer at the heart of operations A new way of working, built on successes with lean, six sigma and systems thinking How the approach was developed and rolled out into the operations teams Challenges that the approach has encountered, but also encouraged The power of the approach to increase engagement and initiate a change in culture Application of the service excellence principles to non-operational areas

Mike Mowat Head of Group Lean Delivery Royal Bank of Scotland United Kingdom

An end-to-end perspective on serving our customers The impact of the organisational structure on the customer How a strong stakeholder engagement model is critical to improving the customer experience Why looking at process on its own will not achieve desired outcomes The maturity required to move from functional to end-to-end improvements

AndrĂŠ Thomas Head of Organisation and IT Bank 11 Germany

Keys to successful outsourcing Opening for business in 2011, but putting in place most of processes and regulations with partners in 2010 Defining standards, processes and communication lines with different providers

Nelly Tzakou-Lambropoulou General Manager Retail Banking National Bank of Greece Greece

Identifying the route to efficient operations in NBG branches Case study of a recent NBG project regarding branch operations and effectiveness enhancement initiatives

EFMA OPERATIONAL EXCELLENCE ADVISORY COUNCIL PANEL DISCUSSION

Hans van der Horst Managing Director Customer Domain ING Netherlands Nelly Tzakou-Lambropoulou General Manager Retail Banking National Bank of Greece Greece Bruno van Deinse Head of Retail Banking Operations BNP Paribas France John Kirkbright Director Operational Excellence Advisory Council Efma Key steps in delivering operational excellence in your organisation Corporate governance and structure Focus and responsibilities Targets and measurement Making operational excellence customer-focused

FRIDAY 28 FEBRUARY 2014 MORNING

Nicolas Harlé Partner and Managing Director The Boston Consulting Group

From operational efficiency to end-to-end efficiency End-to-end efficiency is the new mantra of operational efficiency Efficiency comprises customer centricity and regulatory compliance It is also often linked with the digital journey

Anders Vognsen Head of Processing Household and Corporate Nordea Bank Denmark

Bridging business and operations in Nordea retail banking: keeping a clear end-to-end process perspective Customer orientation as a lever for a value-based transformation of processing Achieving operational excellence along the value chain using the CESAM approach, lean and clear end-to-end process perspective Increasing agility with clear prioritisation of resources spent on ‘running the bank’ and ‘changing the bank’

Laura Jamieson Head of Customer Experience Improvement Barclays United Kingdom

Making Barclays ‘Go-To’ requires operational transformation: changing what we do and how we do it (decisions, decisions, decisions) Where do you start?

How do you prioritise?

How do you measure the returns?

How do you remain ‘Go-To’?

Jimmy Robertsson Manager, SEB Way SEB Sweden

Next step after covering the organisation with an OpEx roll out

Valentin Morozov Head of Production System Department Sberbank Russian Federation

Transformation of the retail network: a five-year journey Overview of the five-year transformation journey: where were we when we started? where are we now?

Key lessons learned: what worked? what did not?

Key current projects: what are we doing now?

Infrastructure around the programme: how does all this work?

What’s ahead?

Michael Galea Chief Officer, Operations and Multichannel Banking Bank of Valletta Malta

Customer centricity as a key driver of operational excellence Improving the customer experience through continuous process improvements Focus on customer-centric innovation Driving efficiencies through channel management Measurement and relevant metrics

www.efma.com/operations AFTERNOON

Roberto SĂĄez Director of Operational Management Banco Santander Spain

Aligning operational efficiency with business needs The journey to customer-centric operations What is the right approach to outsourcing?

New roles in operations The challenge of new banking models

Roberto Cabiati Chief Operating Officer PBC Italy and Head of Banking Services International Deutsche Bank Italy

Product-centric vs. process-centric back office Burdens of obtaining a global view of customer relations Impact of product-centric vs. process-centric business model Product-centric vs. process-centric operating models

Luca Ingrao Director of Organisation Chebanca!

Italy

Using operational effectiveness as a lever to serve customers better and faster at key points in the relationship Engagement and acquisition Increasing interaction/transaction Tapping into involvement and loyalty

John Kirkbright Director Operational Excellence Advisory Council Efma

Key learning points from this event Critical steps in delivering operational excellence in your organisation The role of operations Defining operational excellence focus and responsibilities Setting the right targets and measurement Customer centricity in operational excellence

Join Efma Communities and keep discussing operational issues OPERATIONAL EFFICIENCY COMMUNITY Banking and insurance professionals from Efma member financial institutions across the globe use Efma Communities to share content, exchange ideas and experiences.

Members get secure, personalised access to our online portal dedicated to best practices in financial services.

Start networking with Operational Efficiency Members from Swedbank, ING, Isbank, Desjardins Bank, Erste Bank, OCBC Bank, Promsvyazbank, Millennium bcp, etc.

Join more than 300 Efma Members on www.efmacommunities.com Reserved for Efma member financial institutions.

27–28 February 2014 Paris

REGISTRATION FORM

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OPERATIONAL EFFICIENCY 27–28 February 2014 Paris ATTENDEE’S INFORMATION Mrs.

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Assistant’s information (or person in charge of the registration) First name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Last name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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PRACTICAL INFORMATION DATES The conference will begin with a welcome coffee on Thursday 27 February 2014 at 8.15 a.m. and will end on Friday 28 February 2014 around 5.00 p.m.

LOCATION Concorde Opéra Paris Hotel 108 rue Saint Lazare 75008 Paris, France Tel: +33 1 40 08 44 44 Fax: +33 1 42 93 01 20 http://operaparis.concorde-hotels.com/en LANGUAGE All sessions will be held in English.

ACCOMMODATION Each participant must pay the cost of his or her accommodation directly to the hotel before departure. Rooms have been

provisionally reserved for the nights of Wednesday 26 and Thursday 27 February 2014 at the Concorde Opéra Paris Hotel.

The cost of a single room per night is 170 euros, 190 euros for a double room (including breakfast and taxes).

An automatic confirmation will be sent by email within 24 hours after your registration.

In this email you will find a link to download an accommodation booking form. To book your room, please complete and return this form to the hotel until Saturday 25 January 2014. After this date the hotel cannot guarantee either room availability or prices.

The hotel will automatically bill unoccupied rooms or late cancellations.

If you are looking for more affordable accommodations, other hotels are suggested on our web site.

REGISTRATION The registration fee covers participation in the conference, documents, lunches and coffee breaks. Registration fees must be paid in full prior to the event. Efma reserves the right to refuse entry to any delegate who has not paid his or her invoice prior to the event.

We welcome late-bookers, but credit card information must be provided.

CANCELLATION All cancellations must be received in writing.

A 20% cancellation fee will be charged for all cancellations received on or before Thursday 13 February 2014. The full fee will be charged for cancellations made after that date, as well as to delegates who are unable to attend on the day, unless a substitute delegate is provided.

Substitutions are accepted at any time.

REGISTRATION FEE ,600 euros + VAT 20 % = 1,920 euros for Efma Members 1 1,800 euros + VAT 20 % = 2,160 euros for Efma Business Partners 2,400 euros + VAT 20 % = 2,880 euros for non members All registrations are strictly individual.

PAYMENT Card n° Expiry date DATE

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Efma l 8 rue Bayen l 75017 Paris l France l Tel: + 33 1 47 42 52 72 l Fax: + 3 3 1 47 42 56 76 l www.efma.com APE: 8230Z l VAT ID: FR 38 313 062 788 l Efma sarl company with registered capital of EUR 15,000 l RC Paris 313 062 788 In accordance with Article 27 of the law on the processing of personal data of 6.1.78, the information which you are requested to provide is necessary to enable us to process your registration and is intended for Efma’s services. You may access this information and request that it be rectified if necessary.

Illustrations: Bruno David

By bank transfer to Efma Sarl bank account IBAN: FR 76 3000 7999 9904 2252 7800 001 BIC: NATXFRPPXXX Natixis, FE3: Unité 3B/747 BP 4, F- 75060 Paris Cedex 2 By credit card: MasterCard Visa American Express