Operational Excellence 2012

Conference

Operational excellence and efficiency People process and performance management Paris, 16-17 February 2012 www.efma.com/excellence Best practices in retail financial services more information on www.efma.com

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Operational excellence and efficiency People process and performance management Despite a continuingly difficult and challenging economic environment, banks are now seeking to move forward rather than dwelling on the events of the past three or four years. Operational excellence will continue to play a vital role in helping them to deliver cost reductions and efficiencies whilst also driving new levels of performance.

Indeed, operational performance is likely to play a key role in the future in determining whether or not a bank or financial services institution can achieve its profit targets.

The gap between superior and average operational performance is likely to increase significantly over the next few years. Banks therefore also need to find new and more effective ways of benchmarking and measuring performance.

Efma held its first conference on Operational Excellence in 2006. Delegates at this year’s event will hear presentations on the following key topics: Driving new efficiencies • Operating model changes: the new cost and efficiency operating model for retail banking.

• Technological changes: the role of technology in driving improvements in operational efficiency and how to maximise the benefit of automation initiatives.

• Organisational changes: creating an operational performance culture; the role and positioning of operations in the financial services organisation; determining responsibilities and structures for operational management.

Delivering and measuring performance • Implementation: implementing large scale operational change. People performance: driving superior individual and team operating performance levels.

• Process management transformation: new developments and success stories; the use of lean methodology in driving efficiency improvements; learning from other industries.

• Measurement and targeting: operational benchmarking – how can a bank ascertain how well it is performing? Using the right measures and ensuring their effective implementation. n

Study presentation Results from the following report will be presented: “The cost to serve” an Efma - Kurt Salmon report

www.efma.com/excellence

Thursday 16 February 2012 Morning

José María Jiménez Tuñón Global Head of Operations BBVA Spain

BBVA operational model - A new efficiency paradigm - Evolution toward centres of excellence - The new role of the COO

Bruno van Deinse

How to build an operations strategy in a fragmented retail banking environment - Retail banking at BNP Paribas: state of play - Operational excellence: mostly a local issue - Community-based approach to facilitate sharing of best practices and opportunities - Common culture: a long-term goal

Valérie Phillips

Bringing the banking legal and compliance function into the 21st century - Launching transformational effectiveness and efficiency programmes

Head of Retail Banking Operations BNP Paribas France

COO Office of the General Counsel CoE/Efficiency/Change and Project Office Credit Suisse Switzerland

Francisco Martínez Garcia

Operational process transformation management at Bankinter - Standardization and automation of business processes - Operational efficiency - Cutting time and costs - BPM and BPO

Roberto Cabiati

Implementing large-scale operational change - New IT platform and target operating model - Mobilizing the firm - Planning and implementation - People involvement

Head of Operations Bankinter Spain

Chief Operating Officer PBC Italy Deutsche Bank Italy

Roberto Sáez

Director of Planning Corporate Operations Area Banco Santander Spain

The Santander operations model: balance between quality, control and efficiency

www.efma.com/excellence

Thursday 16 February 2012 Afternoon

Carole Plant Head of Business Process Re-Engineering EMEA O&T Citigroup United Kingdom

Hans Arnum Deputy Head of Banking Nordea Denmark

Laura Jamieson Head of Operational Excellence, UK Retail and Business Banking Barclays Bank United Kingdom

Gabriella Serravalle Direttore Direzione Produzione e Assistenza Commerciale BNL Gruppo BNP Paribas Italy

Introducing and sustaining operational excellence: a 15-year perspective - A 15-year viewpoint on driving change across different companies and geographies - What have been some of the consistent difficulties?

- Has the changing economic environment led to new or different challenges?

- What strategies or tactics have come through to help sustain change across a mostly financial services practice?

Towards operational excellence in the front-line of retail banking - Nordea’s journey towards “great” - Combining great customer experiences with operational efficiency in the front-line - Towards branch efficiency in a multi-channel world

Relentless pursuit of operational simplification - Looking at end-to-end processes - Delivering an exceptional experience and bold improvements - Achieving key measures such as cost reduction, risk mitigation and external benchmarks

BNL back-office: from a traditional banking culture to lean banking, the challenge of continuous improvement - The launch of end-to-end projects (value stream map analysis) in “core” processes with the involvement of business lines - The identification and resolution of critical and complex problems: the A3 approach at proximity manager level. A few practical examples - The launch of a “Quick Win“programme - The launch of a “North Star” project in back-office governance - Lessons learned and next steps

Friday 17 February 2012 Morning

Johan Reiersen Partner

& Leorizio D’Aversa

Partner McKinsey & Company The Netherlands

Teresa Keigher Head of Commercial Data Systems and Process Management

& Mark French

Senior Manager E2E Lending Simplification Lloyds Banking Group United Kingdom

Alper Tolga SelimoÄ&#x;lu SME Marketing Senior Vice President Akbank Turkey

Jan Mennens Lean Coach KBC Global Services Belgium

What comes after lean: end-to-end redesign - Cost vs. customer excellence: a false choice - E2E redesign to achieve customer satisfaction, leakage reduction and productivity improvement - A case example to show impact - Transformation programme approach

End-to-end in action: redesign of SME lending process - Significant opportunities to improve SME lending profitability - Coordinated intervention to increase income and improve risk selection while reducing costs - Cross functional approach to decision making and implementation - Embedding changes through a performance driven organisation

Creating the next level of operational sales excellence in the SME banking business model - Effective target setting at all levels from relationship managers to headquarters to achieve a quick and sustainable impact on sales - Tight performance management through daily and weekly performance dialogues across the organization, facilitated by effective dashboards - Culture transformation through the bottom-up involvement of relationship managers and branch managers as well as top-down enforcement from the CEO and EVPs

Lessons from introducing lean at KBC - Using lean to drive efficiency: key areas to focus on - Process management transformation - Measurement and results

Study Presentation Henry Morris Senior Consultant Kurt Salmon United Kingdom The cost to serve - Product development costs - Distribution, marketing, sales and servicing costs through channels - Back office operations and systems costs - Organisational structure and culture costs

Friday 17 February 2012 Afternoon

Jorge Octรกvio Chief Operating Officer Millennium Bank Greece

Sandro Tucci Director Information Systems CheBanca!

Italy

Jaroslaw Orlikowski

Managing Director Support of the Business Division PKO Bank Polski Poland

Measurement and targeting: using the right measures and ensuring effective implementation - Recovery and collections in times of crisis: the implementation of an end-to-end process

Sourcing strategy as leverage to build fast and run on demand - Challenge - Solutions - Results How CheBanca! implemented the operation platform, back-office and IT architecture, to enable the new bank start-up and adapt to the changing rate of business growth

Cash management restructuring - The p project goal: 25% staff reduction,, increase in q qualityy KPIs and reducing j g the cost of cash - Main assumptions - How we managed to complete the project - What went wrong people buy-in, proper - Lessons learnt: key success factors (management involvement, pe KPI measuring system, early-warning system)

www.efma.com/excellence

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Friday 17 February 2012

Thursday 16 February 2012

8:15

Welcome coffee and registration

8:15

Welcome coffee

9:00

José María Jiménez Tuñón BBVA

9:00

McKinsey & Company

9:30

Bruno van Deinse BNP Paribas

9:30

Johan Reiersen & Leorizio D’Aversa Teresa Keigher & Mark French Lloyds Banking Group

10:00

Valerie Phillips Credit Suisse

10:00

Questions and answers

10:30

Questions and answers

10:15

Break

10:50

Break

10:45

Alper Tolga Selimoğlu Akbank

11:20

Francisco Martínez Garcia Bankinter

11:15

Jan Mennens KBC

11:50

Roberto Cabiati Deutsche Bank

11:45

Questions and answers

12:20

Roberto Sáez Banco Santander

12:00

Study presentation “The cost to serve” Kurt Salmon

12:50

Questions and answers

12:30

Lunch

13:10

Lunch

14:00

Jorge Octávio Millennium Bank

14:40

Carole Plant Citigroup

14:30

Sandro Tucci CheBanca!

15:10

Hans Arnum Nordea

15:00

Jaroslaw Orlikowski PKO Bank Polski

15:40

Questions and answers

15:30

Questions and answers

15:55

Break

16:00

End of conference

16:25

Laura Jamieson Barclays Bank

16:55

Gabriella Serravalle BNL

17:25

Questions and answers

17:40

End of day one

www.efma.com/excellence

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PRACTIC AL INF O RMA T I ON

Location Hotel Crowne Plaza Paris République 10 place de la République - 75541 Paris Cedex 11, France Tel. +33 1 43 14 43 50 - Fax. +33 1 47 00 32 34 www.crowneplaza.com/republique Social networking You can follow us on Twitter @Efma_news.

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per night is 200 euros (including breakfast and taxes).

Once you have registered and received a confirmation from Efma the next day, a link will be provided to enable you to book your accommodation. The hotel guarantees room availability and price before Sunday 15 January 2012 only. The hotel will automatically bill unoccupied rooms or late cancellations.

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 latebookers, but credit card information must be provided.

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 15 February and Thursday 16 February 2012 at the hotel Crowne Plaza République. The cost of a single room

Cancellations All cancellations must be received in writing. A 20% cancellation fee will be charged for all cancellations received on or before Thursday 2 February 2012. 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.

Payment

Registration fee

o 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.

All registrations are strictly personal.

All sessions will be held in English.

o By credit card: o MasterCard o Visa o American Express Card n° Expiry date

o 1,600 euros + VAT 19.6% = 1,913.60 euros for representatives of Efma member institutions. o 2,400 euros + VAT 19.6% = 2,870.40 euros for representatives of non-member institutions.

If you are interested but you cannot attend the conference, ask for the event’s summary at marketing@efma.com. o 400 euros (+ VAT 19.6%) = 478.40 euros for members. o 600 euros (+ VAT 19.6%) = 717.60 euros for non-members.

Date

Signature

Efma 8, rue Bayen 75017 Paris France Tel.: + 33 1 47 42 52 72 Fax: + 33 1 47 42 56 76 www.efma.com APE: 8230Z - VAT ID: FR 38 313 062 788 - Efma sarl company with registered capital of EUR 15,000 - 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.

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Dates The conference will begin with a welcome coffee on Thursday 16 February 2012 at 8:15 a.m. and will end on Friday 17 February 2012 at around 4:00 p.m.