La Banque Postale Group · 2020-05-19 · La Banque Postale (LBP): The heir of La Poste’s...

La Banque Postale Group

Investor Presentation

May 2016

Disclaimer

This document has been prepared by La Banque Postale and La Banque Postale Home Loan SFH solely for use in investor meetings. This document is confidential and is not to be

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the basis of information in the prospectus in final form (including the documents incorporated by reference therein) to be issued by the Company in connection with the Offering.

Information contained in this presentation is a summary only, and is qualified in its entirety by reference to the prospectus. The prospectus will include a description of risk factors relevant to

an investment in the securities to be issued by the Company and any recipients should review in particular the risk factors before making a decision to invest.

This presentation does not constitute or form part of any offer or invitation to sell or issue or any solicitation of any offer to buy or subscribe for any security nor shall it (or any part of it) form

the basis of (or be relied on in connection with) any contract or investment decision in relation thereto. Recipients should conduct their own investigation, evaluation and analysis of the

information set out in this document and should rely solely on their own judgment, investigation, evaluation and analysis in evaluating the Company, its business and affairs.

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Certain statements included in this presentation are “forward-looking”. Such forward-looking statements speak only at the date of this document, involve substantial uncertainties and actual

results and developments may differ materially from future results expressed or implied by such forward-looking statements. Neither the Company nor any other person undertakes any

obligation to update or revise any forward-looking statements.

All written, oral and electronic forward-looking statements attributable to the Company, or the Joint Lead Managers, or persons acting on their behalf are expressly qualified in their entirety by

this cautionary statement.

This document and the investment activity to which it relates may only be communicated to, and are only directed at (i) persons in the United Kingdom having professional experience in

matters relating to investments, being investment professionals within the meaning of Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005, as

amended (the FPO); (ii) qualified investors (investisseurs qualifiés) as defined in Articles L411-2 of the French Monetary and Financial Code and (iii) persons to whom the communication may

otherwise lawfully be made (together Relevant Persons). Any investment or investment activity to which this document relates is available only to Relevant Persons and will be engaged in

only with Relevant Persons. This document must not be acted or relied on by any persons who are not Relevant Persons.

NOT FOR PUBLICATION OR DISTRIBUTION IN THE UNITED STATES - Nothing in this presentation shall constitute an offer of securities for sale in the United States. The securities referred

to in this presentation (if any) have not been registered under the U.S. Securities Act of 1933, as amended (the Securities Act) or under the securities laws of any state of the United States ,

and may not be offered or sold in the United States absent registration or an exemption from registration under the Securities Act and applicable state securities laws.

This document may contain a number of forecasts and comments relating to the targets and strategies of the La Banque Postale Group. These forecasts are based on a series of

assumptions, both general and specific, notably – unless specified otherwise - the application of accounting principles and methods in accordance with IFRS (International Financial Reporting

Standards) as adopted in the European Union, as well as the application of existing prudential regulations. This information was developed from scenarios based on a number of economic

assumptions for a given competitive and regulatory environment.

The Group may be unable:

to anticipate all the risks, uncertainties or other factors likely to affect its business and to appraise their potential consequences;

to evaluate precisely the extent to which the occurrence of a risk or a combination of risks could cause actual results to differ materially from those provided in this presentation.

There is a risk that these projections will not be met. Investors are advised to take into account factors of uncertainty and risk likely to impact the operations of the Group when basing their

investment decisions on information provided in this document. Unless otherwise specified, the sources for the rankings are internal.

2 La Banque Postale Investor presentation – May 2016

Overview

Business model and results

Funding and Liquidity

Capital

Appendix

Table of Contents


A solid and stable shareholding structure and a core

subsidiary for Le Groupe La Poste

LBP is wholly-owned by La Poste, the French Postal Service

La Poste is itself 73.7% held by the French government and 26.3% by La

Caisse des Dépôts (100% held by the French State) and is structured

around 5 business units :

Services-Mail-Parcels (mail and parcels, logistics solutions and local

services),

GeoPost (domestic and international express services),

La Banque Postale (financial services),

La Poste Network (servicing its business units) and

Digital Services (solutions and services in the area of digital

transformation, digital marketing and digital trust).

LBP is considered as a core strategic subsidiary of La Poste:

La Poste is legally bound to keep a majority stake in LBP (Law of

regulation of postal activities, 2005)

LBP is an essential contributor to La Poste income

LBP is, by law, enabled to use La Poste’s staff for its activities

4

A strong shareholding structure – the backbone of LBP

73.7%

100%

100%

26.3%

La Banque Postale Investor presentation – May 2016

La Banque Postale (LBP): The heir of La Poste’s Financial Services

Since 2006, LBP has gradually acquired tools and built up a network of partnerships to accelerate its

development and achieve its full potential

5

Before 2006, La Poste’s financial services business was mainly focused on savings

Since 2006, LBP developed its product range and became a fully-fledged retail bank

Diversification of LBP lending activities has enhanced LBP role in financing the French real economy

1817 2000

Creation of

Efiposte

(manages sight

deposits

collected by La

Poste)

Creation of the first

postal service

mandate named

‘Reconnaissance’

31/12/2005

Efiposte

becomes

La Banque

Postale

2007

Consumer

Finance

2009 2011

Corporate

lending

La Banque

Postale

Crédit

Entreprises

La Banque

Postale

Assurances

IARD

A long history of La Poste’s

financial services But still a short history as a fully-fledged bank

2012

Lending to

French local

authorities

La Banque

Postale

Collectivités

Locales

La Banque

Postale

Financement

P&C

Insurance SFH

BPE

La Banque

Postale

Home Loan

SFH

2013 2014

Sofiap

2015

Partnership

with Aegon

AM

Merger BPE /

LBPGP

Wealth

Management

Unit


La Banque Postale (LBP): A business model based on core

business development and successful partnerships

6

Retail Banking

A very active partnership policy with major players in order to accelerate new businesses

launches, relying on safe and efficient operational process

Retail banking

Private banking / discretionnary

management

Consumer finance

Public sector lending

Non-profit organisations & Corporate

banking

Life assurance

Contingency

P&C

Health Insurance

Insurance

Asset management for individuals

Asset management for companies

Real estate

Asset Management

Partnership in Consumer finance

FINANCEMENT

65%

owned

by LBP

COLLECTIVITES

LOCALES

65%

owned

by LBP

Partnership in Public sector

lending

Partnership in

Life Insurance

Partnership in

Contingency*

20.15% consolidated by LBP

PREVOYANCE

50%

owned

by LBP

Partnership in

P&C

ASSURANCES

IARD

65%

owned

by LBP

Creation of…

Partnership in

Health Insurance

ASSURANCES

SANTE

51%

owned

by LBP

ASSET

MANAGEMENT

Acquired 25% of

Partnership in Asset

Management

ASSET

MANAGEMENT

Contribution

Acquired 5% of

La Banque Postale Investor presentation – May 2016 *current discussions on LBP purchasing CNP’s stake in La Banque Postale Prévoyance

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCKXaq5jB_MgCFcNXGgodVP8MlQ&url=http://www.ue-finance.com/en/index.html&psig=AFQjCNEtkxcSYay_YGSCvxuawNLB0_s-6A&ust=1446923759527336

7

La Banque Postale (LBP): a business model based on 3 business

lines

Core focus on retail banking

10.8 million active retail customers

13.8% market share on ordinary deposits and 23,7% market share on the

Livret A/Bleu

Home Loans production up +43% at €12,8bn and consumer loans

production up +7% at €2,3bn

* Source: AFG: the French Asset Management Association (2014)

A leading position in the French banking market

Retail banking in France

NBI YE 2015 ** (€bn)

** YE 2015, press releases reports, excluding home savings provisions

*** Sofia Study, March 2015

**** Registration Document or press releases, YE 2015

LBP in the French banking environment

Retail Banking

Retail banking

Private banking /

discretionary

management

Consumer finance

Public Sector lending

Non-profit

organisations &

Corporate banking

One of the rare pure

player in French retail

banking

Insurance

Life assurance

Contingency

P&C

Health Insurance

Partnership with CNP

Assurances

(20.15% consolidated)

Asset management

for individuals

Asset management

for companies

Real estate

LBPAM is the 5th

largest asset

management

company in France*

(€177,1bn AUM)

Asset

Management

Contribution to net income before tax 2015 Key figures of retail banking activity at YE 2015

3,6

7,3

6,5

8,6

6,6

5,8

LCL

Crédit Agricole 13,9

Caisses d’Epargne

Banques Populaires

Société Générale

BNP Paribas

LBP

3,2

6,6

3,6

3,3

3,5

8,4

Banques Populaires


LBP

BNP Paribas

Crédit Agricole 10,8

Caisses d’Epargne

LCL

Number of customers with main current

account March 2015 (m)***

27%

6%

Retail Banking

Insurance

67% Asset Management

Number of branches

YE 2015 (m)****

1,9

7,0

4,2

3,3

3,1

2,2

9,3

Banques Populaires

Caisses d’Epargne

LCL

Crédit Agricole

BNP Paribas

LBP



8

A solid and stable shareholding structure, reflected in strong

credit ratings

Latest rating update Oct-Nov-Dec 2015 Dec 2015

France AA / Negative AA / Stable

Caisse des Dépôts AA / Negative AA / Stable

Le Groupe La Poste A / Stable A+ / Stable

Latest rating update Dec 2015 May 2016

Long term debt A / Stable A- / Stable

Short-term debt A-1 F1

Tier 2 BBB-

La Banque Postale’s credit ratings

LT debt ratings of La Banque Postale’s stakeholders


Overview



Capital

Appendix

Table of Contents


Outstanding loans to local authorities (in €bn)

Home Loans

Consumer Loans

Loans to Businesses

Loans to Local

Authorities

2015 : a growing loan portfolio with the development of new

businesses

10

Home loans outstandings (in €bn) Consumer loans outstandings (in €bn)

Outstanding loans to businesses (in €bn)

54535045

2015 2012

+1,2%

2014 2013

4,54,0

3,4

2,6

2014 2013 2012

+12,9%

2015

4,53,6

2,2

0,2

2014 2015

+25,2%

2012 2013

5,3

2,91,8

0,5

+81,3%

2015 2014 2012 2013

New home loans production up 43% yoy to €12,8bn (including BPE and SOFIAP)

New consumer loans production up 7% yoy to €2,3bn

€12,1bn of loans granted to corporates and local authorities (+34% yoy) with €5,4m short term loans (+24%) and

€6,7bn long term loans (+43%)

An ongoing commercial momentum


2015 : performance

11

Consolidated results (in €m)

Main lines of the consolidated income statement

Dec 2015 Dec 2014 %

Net banking income 5,745 5,673 +1.3 %*

Operating expenses -4,693 -4,672 +0.4%

Gross operating income 1,052 1,001 +5.1%

Cost of risk -181 -163 +11%

Operating income 871 838 +4%

CNP at equity 207 199 +3.9%

Profit before tax 1,094 1,037 +5.5%

Net Income, Group Share 707 677 +4.4%

Cost to income ratio 82.1% 82.7% - 0.6 point

NBI: €5.7bn, +1.3%* vs. Dec 2014

Operating expenses under control : +0,4%

Cost to income ratio improving at 82.1%

A commercial credit activities cost of risk stable at 23 bps

* +0.1% excluding home savings provision, scope effect of €29.6 million (Ciloger, Fédéris, Sofiap)


2015 : Focus on efficiency

12

LBP Group cost to income ratio

An ongoing effort to improve efficiency across all fronts

€4,693m (+0.4% yoy) reflecting efforts to contain

expenses despite the gradual implementation of major

transformation programs including:

IT major transformation program improving

distribution and banking platforms efficiency

Operating expenses composition 2015

Such focus on business development and

optimisation of operational efficiency allowed:

The operating income to increase by 4% yoy in

2015 (to €871m)

The cost to income ratio to improve by almost

0.6 point yoy to 82,1%

The profit before tax to reach €1,094m, +5,5%

yoy

2015 Group's operating expenses

Focus on external

services and other

expenses

* Related to the Service Level Agreement signed with La Poste

2015

82,1

2014

82,7

2013

84,7

2012

85,8 -3,7 pt

10% 2%

84%

5%

Employee benefits expenses

Taxes and Duties

External services and other expenses

Amortisation and provision

Other costs (ATM, postage …)

Customer advisors / salesforce*

Back office & IT*

Counter transactions*

100%

23%

30%

23%

25%


Group cost of risk / group gross operating income

2015 : a cost of risk under control

13

LBP has stringent risk controls in place

Low risk appetite and low earnings volatility

throughout the cycle

Cost of risk increased by 11% but commercial

credit activities cost of risk remained stable yoy

at 23 bps, despite growth in outstanding loans

Outstanding consumer loans: +12.9% yoy to

€4.5bn

Outstanding home loans: +1.2% yoy to €54.1bn

Total outstanding loans*: +6.8% yoy to €69.2bn

* Loans: customers and corporates

Credit activities cost of risk (bps)*

Source: 2015 press releases of French banks

* Cost of risk on loans in bp, based on average outstanding at the start of the period

+11%

2015

181

2014

163

2013

154

CM11 Group

16%

Crédit

Agricole

Group

25%

BPCE

22%

Société

Générale

35%

BNPParibas

28%

LBP

17%

LBP Group cost of risk (€m)

2014

23

2015 2013

23

25


Dynamism of insurance and asset management businesses


Asset management

Portfolio evolution

4,11,51,4

2015

177,1

2014

149,4

LBPAM / SAM / Fédéris

Tocqueville

Ciloger

10280

1 353

2 758

2015

1 134

2014

2 750

Contingency

P&C

Health

Assets Under Management (€bn)

Insurance

LBPAM / Tocqueville: €177,1bn AUM (including Fédéris

Gestion d’Actifs)

Outflows on monetary funds offset by constructive market

conditions

Recent partnership between LBPAM with Aegon Asset

Management and Malakoff Médéric to :

Develop international and diversified asset classes

Consolidate analysis and mastery of SRI management via

Fédéris Gestion d’Actifs

Significant increase of portfolios

P&C Insurance: 547,000 new policies

Health Insurance: more than 60,000 new policies

Contingency : nearly 310,000 new individual contingency

policies

Overview



Capital

Appendix

Table of Contents


Balance sheet composition

16

Balance sheet at YE 2015: €219 bn, +€5,9bn vs

YE14

Large customers’ deposits base : €167bn

LBP “centralises” all funds deposited on regulated

savings accounts (Livret A, LDD and LEP) to

CDC*, with no interest rate or liquidity risk (it is a

pure pass-through): €75bn

Remaining part of the deposit base (not

centralised to CDC) amounting to €92bn:

is used to fund customer lending and mainly home

loan activity

is invested in a “government bond” portfolio

classified in HTM** (existing before LBP creation

and mainly consisting in HQLA bonds)

* CDC: Caisse des dépôts

** Held to Maturity

LBP balance sheet at YE 2015 (€bn)

Customer

deposits

€167bn

A unique balance sheet reflecting LBP business model

22

12

16

24

69

75Regulated savings

centralised at CDC

AFS Portfolio

Other assets

Short term assets

and Central Bank

Loans to customers

HTM Portfolio

219

Assets

12

19

20

92

75

Own funds and hybrids

Other Liabilities

219

Liabilities

Regulated savings

centralised at CDC

Short term liabilities

Customer deposits

excluding regulated

savings


LBP’s strong asset quality

17

LBP has a high quality and granular loan portfolio

86% of the lending portfolio is retail customers’

based

LBP conservative financing approach, focusing on

stringent management

Doubtful ratios* (YE 2015)

High quality of LBP investment portfolio

Desensitisation to peripheral SSA** (€bn) HTM and AFS portfolios composition and ratings (YE 2015)

• Impaired loans / gross loans

** Sovereigns, Supras and Agencies

A and others

29%

AAA and AA

71%

Other

6%

Banking 28%

Sovereign 66%

1,20,8

0,3

1,3

1,2

0,6

-58%

Ireland

Spain

Italy

2015

0,9

2014

2,0

0,0

2013

2,5

0,0

2014 2015

0,8%

4,6%

0,9%

6,9%

Consumer loans

Home loans


LBP funding structure and strategy

18

Diversifying funding sources to support its lending diversification

In addition to the large customer deposit business,

LBP has diversified wholesale funding sources:

Access to the inter-banking market: €20bn

French CD program

Large repo eligible portfolio of high quality

securities, consisting mainly of rapidly

accessible Government bonds

Access To EIB (European Investment bank)

long term funding

Agreement with SFIL/CAFFIL to refinance

French local authorities loan production

Senior unsecured EMTN program

A covered bonds program through LBP Home

Loan SFH

In order to develop its lending activity, LBP is

heading towards a gradual rebalancing of its

funding sources by increasing its long term

wholesale funding

Diversified wholesale funding sources at Dec 31th 2015

31,20%

Outstanding LBP Tier 2 bonds

In Nov 2015, LBP priced a €750mm 2,750% 12NC7

Tier 2 transaction

In April 2014, LBP priced a €750mm 2.750%

12NC7 Tier 2 transaction

In November 2010, LBP priced a €750mm 4.375%

10-year Bullet Tier 2 transaction

25%

34%

41% Repo LT

Tier 2 and Senior

Covered Bonds

€7,4bn


LBP liquidity position

19

LBP Group’s LCR and liquidity buffer (€bn)

A strong and stable liquidity position

Low reliance on wholesale funding

Sound financing structure with a loan to deposit

ratio of 75%* at YE 2015

* Loan to deposit ratio, excluding Livret A and LEP and LDD deposits centralised at the Caisse

des Dépôts

LBP loan to deposit ratio (€bn)

2015

218%

2014

184%

3,8

Level 1

Level 2

2015

15,7

11,9

Centralised deposits

Customers’deposits

92,2

75,3

Customers’loans

69,0

Ratio L/D : 75%

LCR: 218% at YE 2015 (estimated)

A strong liquidity buffer with 76% of level 1 buffer


Overview



Capital

Appendix

Table of Contents


LBP capital position

21

Strong capital position

2015 prudential ratios – building capital buffers

3%

CET1 prudential capital (€m)

Leverage ratio

* Estimated, taking into account the delegated act published by the EC on Oct 2014, subject to ECB authorization.

Excluding centralised deposits: €75,3bn out of €219bn

* *

+10 bps

2015

5,2%

3,5%

2014

5,4%

3,4%

Including delegated act

Without delegated act

75707

+7%

CET1 31.12.2015

7 155

Others Dividend project

-318

Profit

CET1 31.12.2014

6 691

Organic capital generation

+170 bps

+50 bps +50 bps

Total

18,7% 17,0%

15,3%

Tier1

14,7% 14,2%

13,2%

CET1*

13,2% 12,7%

11,4%

2015

2014

2013*

Basel 3 for 2014 and 2015, Basel 2,5 for 2013

1,5

4,0

CET1

AT1

T2

2015

18,7

13,2


CRD IV:

Phased-in Common Equity Tier 1 ratio of

13.2%

Fully loaded Common Equity Tier 1 of 14.2%

LBP displays a higher fully loaded ratio than

its phased-in CET1 ratio because of

significant stock of unrealised gains

Total Capital ratio of 18,7%

€750m Tier 2 issuance in Nov 2015

LBP capital position

22

Capital management philosophy

LBP and Group LP are committed to manage adequate

solvency levels to support LBP’s strategy as evidenced

by several capital actions

Maintaining a prudent approach on capital…

Consistently above 10% CET1 since LBP creation

At year end 2015, above LBP Pillar II requirement of

9.25% set by the ECB following 2015 SREP exercise

And already well above the 9.3125% requirement as of

1st January 2016*

Ability to generate capital to support future growth


Basel 2 / 2.5 Basel 3 / CRR

11.4%* 10.1%**

12,7% 12,1% 13,2%

11,5%

14,2% 14,7%

2011 2012 2013 2013 2014 2015

AT1

Core Tier 1

12.7%

First capital

increase

of €860m

Capital increase of

€228m and AT1

issue of €800m

Capital increase

of €633m

… under conservative risk regulatory measure

Assessing Pillar 1 risk under standard approach

Managing with conservative regulatory hypothesis

… and mainly exposed to credit risk in regards to a

portfolio largely composed of retail exposures Basel 2 / 2.5 Basel 3 / CRR

LBP Tier 1 ratios historical data

LBP RWAs historical data (€m)

13.2%

8 160 8 268 8 500 8 500 8 875 9 179

25 654 30 086

35 913

47 250 42 516 43 815 1 691

787

825

825 1 271 1 215

2011 2012 2013 2013 2014 2015

Market RWACredit RWAOperationnal RWA

* 9.25% + 0.0625% of additional O-SIB buffer

MREL / TLAC considerations

23

Total Loss Absorbing Capacity considerations

Following public consultation, the TLAC

requirement for G-SIBs has been released by the

FSB on November 9th 2015, with expected

implementation by January 1st, 2019. The

Commission intends to make a proposal to

introduce this standard into EU law in 2016

The European Commission proposed on May 23rd

2016 a Delegated Resolution specifying the criteria

that resolution authorities will need to consider

when setting MREL, an individual measure

modulated with bank’s business model, risk profile

and funding model.

Building Capital Buffers

TLAC vs. MREL

Covered Entities All EU credit institutions International G-SIBs

Focus Pillar II Pillar I + Pillar II

Eligible Liabilities Wider definition Limits to 2.5% pari

passu instruments to

excluded liabilities

Subordinated

instruments

Denominator Total liabilities and own

funds

RWAs / Leverage ratio

Minimum Ratio Bank specific level, no

legal floor

16% initially + Capital

Buffers / 6% Leverage

ratio

Date Jan’16; phase-in period Jan’19

MREL TLAC

11,0% 12,7% 12,1% 11,4% 12,7% 13,2%

1,8% 1,5% 1,5%

2,8% 4,0%

13,2%

17,0%

2010 2011 2012 2013 2014 2015

T2 AT1 CET1


In this context, La Banque Postale monitors

regulatory developments pertaining to resolution

and continues to build out buffer of loss absorbing

instruments.

18,7%

CET1 ratio: 13.2% **

Tier 1 ratio: 14.7%

Total Capital ratio: 18.7%

Estimated leverage ratio: 3.5% ***

Estimated LCR liquidity ratio: 218%

94%

3% 3%

Retail BankingAsset ManagementInsurance

La Banque Postale at a glance


Key facts 2015

Company profile 2015 Key financial figures

Strong capital and high liquidity in YE 2015

Created in 2006 but a long track record in financial

services

Wholly-owned by La Poste, the French Postal

Service

A safe business model

Retail Banking: 94% of NBI (2015)

Recurrent revenues

Low cost of risk

Sound ratings:

A (stable outlook) by S&P

A- (stable outlook) by Fitch

Customer deposits €167bn

Consolidated results (in €m) Dec 2015 Dec 2014

Net banking income*

Excluding home savings provision

5,745

5,809

5,673

5,805

Operating income 871 838

Net Income, Group Share 707 677

Cost to income ratio 82.1% 82.7%

Retail active Customers

Post offices

NBI Split by Business

˜10.8m

˜9,300

• Scope effect of €29,6m (Ciloger, Fédéris, Sofiap)

** Phased-in CRD IV/CRR. Estimated fully loaded ratio 14,2%

*** 5.2% estimated ratio taking into account the delegated act published by the European

Commission on Oct 2014, subject to ECB authorization

Overview



Capital

Appendix

Table of Contents


A sustainable income generation


Dividend Strategy

Increasing income generation allowing LBP to improve efficiency while following a consistent

dividend policy

* +0,1% excluding home savings provision, scope effect of €29,6m (Ciloger, Fédéris, Sofiap)

+23,7%

x2.4

Net Banking Income (€m)

Gross Operating Income (€m)

Net banking income (NBI):

€5,745m in 2015 (+1,3% yoy)*

23.7% increase since 2006

Gross operating income:

€1,052m in 2015 (+5.1% yoy)

2.4x higher than 2006 figures

Net income, Group share:

€707m in 2015 (+4,4% vs. 2014)

2015 Dividend: €318m (45% pay-out ratio) (proposed to the shareholders’ meeting before the end of May 2016)

5,7455,6735,5395,2455,2305,2155,2104,8154,7454,644

2015 2013 2014 2011 2012 2008 2007 2006 2009 2010

1 0521 001854

755708779676

399514

437

2010 2011 2012 2009 2014 2013 2015 2008 2007 2006

318305

186

96

261258

0

50

100

150

200

250

300

350

0

10

20

30

40

50

109

2008 2009 2015 2014 2011

293

2010

264

2012 2007 2013

% €m

LBP distribution network

27

458 million visits in post offices in 2015

Largest French retail banking network: 9,300 post

offices and 7,683* ATMs

LBP Group: 4,179* staff directly, throughout

France

15,934* employees in La Poste’s financial services

and financial centres report indirectly to LBP’s

executive board

10,742* advisors and customer service managers

including 714* home loans specialist advisors

A multi-channel network YE 2015 (in millions and %)

Customer relationship enhanced by a multi-channel platform

Paylib creation in 2013: internet payment solution

La Banque Postale Chez Soi: nearly 100,000

customers at YE 2015 (fully remote banking

access using a new interactive mode)

An extensive distribution network


* Permanent employees 2015

579

(25,5%)

1 000

(44,0%)

Website visits

Remote banking contacts

ATM transactions 543

(23,9%)

143

(6,3%)

6

(0,3%)

Meetings with advisors Counter banking transactions

La Banque Postale 2020


Accelerating business development in the retail

banking market • Winning and retaining the loyalty of young customers

• Building life solutions for seniors

• Accelerating the development of wealth banking, relying on a

strengthened sales structure, a full range of services and

appropriate organisation

• Offering vulnerable customers tailored solutions

Developing digital banking • Promoting digital services in the group’s business development

• Facilitating interoperability between channels

• Enhancing online services with the expertise of le Groupe La Poste

• Boosting the appeal, visibility and preference for La Banque Postale

brand

• Developing new banking methods by using digital ecossystems

Preparing La Banque and Network employees for the

jobs of tomorrow • Establishment of the Ecole de La Banque et du Réseau to provide

support for the 70,000 employees of La Banque Postale, Financial

Services and La Poste Network and to train them in the new skills

required for the businesses of the future

Becoming a bank for professionals by setting up a

dedicated unit • Gradual ramp-up of the Banque des Pros programme, through

training 1,000 Pro advisors

• Allowing the Bank to capitalise on two aspects of the Pro customer

relationship (business relationship and personal relationship)

Becoming the reference bank for regional development • Offering a new model of local financing, founded on simple products,

granted under a transparent pricing policy and a responsible

approach to advice and risk

• By developing new activities, being recognised as a leading

stakeholder in financing the local public sector

• Evolving orgnaisation of the Department of Businesses and Land

Developemnt to be close as possible to each region and to rely on

synergies between the sales teams

Leading development of the Bank for major corporate

and institutional accounts • Offering a new model of local financing, founded on simple

products, granted under a transparent pricing policy and a

responsible approach to advice and risk

• Continuing with theses customers a tradition of trust, simplicity and

attention

• Providing these customers with a dedicated team and developing

new services adapted to their needs

Contact details

29

Stéphane Magnan

Head of Financial Markets & ALM

Frédérique Delavaud

Financial communication manager

Dominique Heckel

Head of Long Term Funding

La Banque Postale

115 rue de Sèvres

75275 Paris Cedex 06

www.labanquepostale.com

[email protected]

[email protected]

[email protected]


mailto:sté[email protected]






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La Banque Postale Group · 2020-05-19 · La Banque Postale (LBP): The heir of La Poste’s...

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