Société générale citizen act Case study group youboontoo (team 526), draft 6
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Transcript of Société générale citizen act Case study group youboontoo (team 526), draft 6
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
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Innovation and continuous improvement throughout the hierarchical structure, including minor staff. Maintenance only by lower mgmt. & staff.
Together, let‘s build team spirit.