Strategic Plan 2015 – 2018: “Committed to trustworthy and profitable banking”
CaixaBank is rolling out the Strategic Plan 2015-18 “Committed to trustworthy and profitable banking” in a context of gradual economic recovery, the beginning of the banking union and the increasing importance of technology and innovation in customer relationships. Aside from that, the Spanish financial system is still suffering from two effects of the recession: low profitability and, more importantly, the poor reputation of banks among the public.
CaixaBank is progressing across all five strategic priorities:
1. Best-in-class in quality of service and reputation
CaixaBank wants to stand out for superior customer satisfaction, consolidating its reputation as the model for responsible and socially-committed banking. This strategic line also includes the goal of becoming a benchmark for corporate governance, in areas such as retail investor relations or a culture of control across all processes.
2. Sustainable profitability above cost of capital
CaixaBank is diversifying its revenue base towards more profitable segments thanks to its commercial strength and its leadership in fee-generating services. The Strategic Plan envisages that return on tangible equity (or ROTE) should reach around 9% to 11% in 2018.
3. Optimisation of capital allocation
A consistently high level of solvency, one of the pillars of the bank strength, must be underpinned by active capital management in order to optimize the allocation of capital and support high and stable dividend pay-out over time. The proportion of capital allocated to real estate business and non-performing assets must be significantly reduced in the following years.
4. Enhance our leadership in banking digitalisation
CaixaBank is extending its leadership to multi-channel and mobility banking services and is levering on the opportunities offered by the digital revolution to enhance customer service and management across all areas of the organisation. This is the case of the implementation of digital signatures, new methods of interaction with customers and Big Data, among others.
5. Retain and attract the best talent: to ensure the best in-house capabilities
Ensuring the best in-house capabilities is key. To this end, CaixaBank is enhancing training in critical competencies and is promoting a decentralised management model. In addition, the bank is adapting its compensation and promotion schemes to the different business segments and is reinforcing the culture of meritocracy and diversity.