1) Team Management to achieve «Ambition SG 2015»

«Together let’s build Team Spirit»

Initiatives

Social dialogue

Talent management

Promoting Diversity

Skills development

Employee Profit-sharing Scheme

Enhance Team Performance

Team spirit – internal communication

Internal communication – goals awareness - transparency

Develop and retain talent – «training today’s leaders of tomorrow»

Creativity – group dynamics – «less group think»

Training – mobility – opportunities

Fiscal motivations

• Enhancing service levels leads to customer (stakeholder) satisfaction, making SG the«Convenience Bank», hence Universal Bank• Enhancing team performance, and awareness of goals helps managing risks• Diverse dynamic teams are more creative and innovative and can optimize portfolio activities• Involvement of staff, creating innovative teams will help transform the operational model

Achieving “Ambition SG 2015”

«The resulting management mechanisms attempt to foster behaviors that are likely to create values and prompt initiatives, thus offering the very best service to clients» – Société Générale

«YouBoonToo» (Team 256)

Strategic outcome

Dora Szita │Stefanie Løjmand │ Patrick Spath WU Wien, Austria

2) CSR and Corporate Image for Société Générale

How the firm presents itself

How the public and customers

perceive the firm

Corporate Reputation

Corporate Image

Corporate Identity

Visual presentation:Logo, tagline,

colour palette & architecture

Corporate Behaviour:Reception,

service, etc.

Public RelationsConveying the CSR image to the public must include:• Annual report• Careful placement of CSR• Market research & feedback

CSR Planning• Measures every quarter• Budgeting• Constant feedback from

employees (key players!)• Feedback from

management

Measure Reputation Indicators quarterly

→ Continuous improvement→ Evaluation and adaption

Align visual presentation & corp. behaviour

Defining goals of improvement

Measure Corporate Image quarterly

Defining goals of enhancement

External CSR communication

national and int‘l

Internal CSR communication

national and int‘l

CSR in Business ProcessBy integrating CSR in the whole business process,• performance itself can be

improved and a competitive advantage created.

• the positive image of the public can be enhanced.

Key Role of Retail BankingIts intermediate role is important for the local evelopment, it thus must convey an image of• Trustworthiness• Responsibility• Support

«Ambition SG 2015»

3) Nature and types of risk and the role of risk management

External risk factors

• Emission, waste, pollution• Variation of market prices• Enforcement of legal and fiscal provisions• Aggressive fiscal and monetary policies• Labor rights• Changes in customer demand• Fraudulent practices: bribery and

corruption• Non-compliance with regulatory and

ethical commitments• New capital and liquidity requirements• Exchange and interest rates• Competition

Internal risk factors

• Diverse workforce• Multiple channels and brands• Operations on 38 countries• IT and IS• Transformation of the operational model• Execution of transactions• Uncertainty about borrowers• Diversified portfolio and R&D of new

products• Sick rates• Intellectual capital• Liquidity and cash flow• Properties

Société GénéraleRetail BankingInternal Risk

Market Risk

Credit Risk

Opera-tional Risk

Structural Risk

Compli-ance Risk

Reputa-tional Risk

ESG Risk

Regulations (e.g. Basel II) preview the provision of risk management for all banks. Risk management within SG needs to identify and target risks that arise from SG’s strategic goals and company-specific business practices to ensure success and survival.The most important factors include:• Operations in 38 countries: Diversify risks from geographic concentration. All brands need a common SG image to be transferred to all markets. • Transformation of the operational model: New operational risks may arise. • Workforce: A key driver of success; training and motivation of staff and retention of top talents should be highlighted. The balance between

customers’ needs and the bank’s profit requirements needs to be identified and communicated. • Financial aspects: Volatile economic conditions fosters the need of carefully selecting investments to minimize market risk, and monitor political and

legal situations in SG’s markets.

Justification for risk management

4) Motivation and Structure of Workforce

Goal: Enhancement of skills & know-how │Embracing of CSR attitude

EngagementFirst-hand experience of daily business. To increase know-how, involvement in improvement processes, e.g. via an idea-day or internal creativity blog.

AutonomyFor self-sustaining motivation, employees must feel a degree of independence and responsibility when creating their tasks.

Mastery & Challenge

Employees have to be constantly challenged and encouraged to come from being good to getting better.

Base:To increase employee skills, SG has to support employee satisfaction based on competitive salary, sufficient amount of training and job security, connected with the perspective of promotion

The set of prerequisites and the three factors give employees a purpose and satisfaction occurs. If employees are satisfied, they get motivated to improve their tasks , which conclusively leads to Good Service, and ideally to new products and lower costs.

Moti

vatio

nSt

ruct

ure

PURPOSE!

Better Service and lean structure lead to

Customer Satisfaction, which is the key to

become a CONVENIENCE

BANK.

Maintenance

Innovation

Tasks

Continuous improvement

Regional Heads

Group Managers

Branch Manager

Client Manager

Flat hierarchies

Innovation-embracing

Transparent2

1

Innovation and continuous improvement throughout the hierarchical structure, including minor staff. Maintenance only by lower mgmt. & staff.

Together, let‘s build team spirit.