Speakers curriculum vitae

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2 Speakers curriculum vitae Education : Doctor of Laws and Graduate in Notarial Sciences, University of Leuven (Belgium) Financial Management Program, VLEKHO, Brussels (Belgium) Advanced Management Program, INSEAD, Fontainebleau (France) Previous positions : 1971 Kredietbank, Brussels Legal and Litigation Departments 1979 Several managerial functions in regional credit departments and the corporate network 1989 Regional Manager, responsible for the corporate segment 1994 Senior General Manager, Processing & Automation Directorate 1996 Managing Director, Member of the Executive Committee 1998 KBC Managing Director, Member of the Executive Committee Present position : 2006 Member of the Executive Committee & CEO, Central and Eastern Europe & Russia 44

3 The scale of KBC s network in CEE-4 is being significantly expanded (new branches, more tied agents) Moreover, KBC is exporting its unique distribution model, including co-operation of bank and insurance channels and decentralised investment advisory skills KBC is now better positioned to snatch opportunities for cross-selling and promoting value-added products On top of this, a program is being carried out to enhance the performance-driven culture throughout the organisation in order to further accelerate business performance 45

4 Introduction: KBC in Central and Eastern Europe and Russia Total Risk-Weighted Assets: 29bn euros Number of Employees: Number of Customers: 7 million Cost / Income Ratio (banking): 58% Net profit 9M07: 444m euros (+20% y/y) Return On Allocated Capital: 28%* All figures relate to 9M 2007, excluding exceptional items * return on allocated capital stood at 25% incl. first-time consolidation adjustments for Absolut Bank (28% excl. these adjustments) 46

5 Pursuing distribution excellence: expanding the branch networks Survey results show that, in forthcoming years, new client acquisition and maintenance of the actual customer base will be based predominantly on traditional sales channels in the retail market (branches, agents etc.) The experience of the last few years show a strong correlation between retail market share and branch density We therefore upgrade our networks of bank branches and insurance agents (using the bancassurance model) We focus on affluent clients by providing value-added Advisory Services, as part of our product offering such as Investment Advisory Services 47

6 Bank Branch-Opening Program in CEE-4 No. of KBC branches in CEE-4 No. of inhabitants per KBC branch actual planned planned SK HU CZ PL actual 2008 planned 2009 planned PL CZ HU SK Branch-Opening Program in Visegrad countries (CEE-4) is on track: In , 180 new branches were opened 190 to be opened in 2008 and 2009 Expansion of the branch networks will enable us to reach more customers and service existing customers better 48

7 Bank Branch-Opening Program - Achievements Initially planned New planning Achieved Total no. of branches 2007 CAPEX EUR PL CZ HU SK TOTAL Focus on new client acquisition Breakeven after 3 years, on average Recruitment of new staff is a challenging factor The CAPEX figures refer to the period (except for Poland: ). CAPEX is expected to be 25m euros in both in 2008 and

8 Bank Branch-Opening Program example (Poland) 100 new branches opened Further locations identified for potential new KB branches 50

9 Further enhancing the Bancassurance concept Integrated distribution principle, applied for bank and insurance channels: Unified management Centralised marketing Integrated customer databases Remuneration schemes Micro-Markets approach: Tied Agents: exclusive, self-employed agents linked to the local bank branches Local insurance agents and local bank outlets work together ( act as one company ) Bank branches sell standardised insurance products, and refer more complicated products to the agents Agents refer customers to the bank branches and deal with after-sales service 51

10 Further enhancing the Bancassurance concept (2) Further enhancing the bancassurance concept by: Completing the development of shared customer databases Expanding insurance agent networks Upgrading of the agent networks: Tied Agents project focusing on specialisation, sales support, training, review of incentive system, segmentation etc. 52

11 Increasing the number of tied insurance agents - illustration No. of active Tied Agents Number of inhabitants per KBC Tied Agents Sk Hu Cz Pl Sk Hu Cz Pl The number of (active) insurance agents will be expanded from to by 2009 (+25%) Recruitment of new high-quality agents is main challenge Micro-market Agent Bank 53

12 Using secondary channels to reach additional market segments Poland: Zagiel Consumer Finance: 220 sales offices and retailers Ongoing project to increase number of Sales Points (average initial investment: EUR, break-even after 11 months) Czech Republic: Postal Bank: outlets and 31 financial centres, another 30 financial centres to be opened by 2010; special attention on Consumer Finance consumer loans and cards Hypotecni Banka (monoline mortgage lender): 30 sales points CMSS: monoline building savings company providing savings accounts and subsequently, housing loans through exclusive agents Hungary: Sale of retail insurance via brokers Retail banking products via non-exclusive banking agents 54

13 Illustration: new consumer finance sales points in Poland (Kredyt Punkt) 220 loan shops opened (project launched in March 2006) Owned and run by Franchisees/ Agents Fairly well located pedestrian traffic, ground floor, big window Uniform appearance, small, simple First roll-out effort quite successful, now extensive marketing and sales support efforts to increase traffic 55

14 Reinforce direct distribution channels 56

15 Pursuing distribution excellence: the advisory model Differentiate ourselves from peers by focusing on Customer Relationship Management (CRM) and Advisory Services instead of solely selling products Investments Credits SME Structured planning of customer approach (e.g., meetings) based on an automated CRM system Personal advice based on the analysis of customer needs Assessment of customer risk profile Structuring and diversification of the products portfolio (e.g., investments) Finding the solution that is best for the client Advisors: specialised staff with strong professional skills, supported by adequate IT tools; continued skills upgrade ensured by comprehensive training programs 57

16 Implementing the advisory model in CEE-4 The implementation of the KBC advisory model resulted in the increase of asset management market share (to levels clearly above banking market share) in most markets 26% 27% 28% 11% 18% 17% 12% 8% 10% sep/05 sep/06 sep/07 4% 4% 3% Czech R. Hungary Slovakia Poland KBC market share in Mutual Funds in the CEE countries Market share, Banking 58

17 Implementing the advisory model via the new branch setup PHYSICAL LAYOUT Customer focus Facilities BRANCH MANAGER OFFICE ADVISORY ZONE With a clear view on the Branch Allows for discrete (sales) conversations with customers Allows for discrete big-cash transactions Transactions longer than 5 minutes Place for up to 3 customer advisors Designed to serve customers with discretion in a comfortable atmosphere More than 50% office space is reserved for Advisory Services At least 3 customer advisors (Investments, Credits, SMEs) FAST SERVICE ZONE SELF SERVICE ZONE Meeter-greeter role Transactions not longer than 3 to 5 minutes Cash transactions through time-lock protected devices (no glass boxes) 24 hours access 1 ATM (place for 2 nd one available) Statement printer space 59

18 New interior design to support the advisory model : example (Hungary) 60

19 Performance-driven culture: transformation towards excellence KBC launched its Blue Effect performance culture program in the Czech Republic in 2004 A transformation program to improve performance culture: Focus on innovation and identification of market opportunities and business initiatives Clear commitments about goals to be reached at all organisational levels As a result, organisational health has improved across all indicators Innovativeness Strategic Alignment Accountability Motivation Organisational health outcomes Before the program After the program +50% +25% +15% +12% 61

20 Profit in CR has outgrown the market ROE % 20% 15% 10% Ovals representing CSOB and its peers Enhanced performance culture contributed to: Better financial results Enhanced position amongst peers 5% -5% 5% 15% 25% 35% -10% Source: MCKinsey Banks Data * ČSOB data comprise its Slovak business PAT CAGR Market: 16% Based on experiences in CR, the program will be launched in the other CEE-R countries, starting with Hungary and Slovakia ČSOB: The Best Bank Czech Republic

21 The scale of KBC s network in CEE-4 is being significantly expanded (new branches, more tied agents) Moreover, KBC is exporting its unique distribution model, including co-operation of bank and insurance channels and decentralised investment advisory skills KBC is now better positioned to snatch opportunities for cross-selling and promoting value-added products On top of this, a program is being carried out to enhance the performance-driven culture throughout the organisation in order to further accelerate business performance 63