The core businesses we have chosen are important for our clients and the economy. Our 2014 performance, characterised by a strong commercial momentum and acceleration in the synergies between our businesses, confirms that our model is robust and can drive growth. It’s an effective model for supporting our clients and expanding in a demanding and often restrictive environment. You personally launched a project to reaffirm the values of the Societe Generale group. What are you aiming to achieve? F.O. Continuing our transformation over the long term depends on our culture. How can we fulfil our ambition to be THE relationship-focused bank? What will really make the difference in the service we provide to our clients? How can we strengthen our ability to attract talent? How can we deliver excellence to our clients? The answers are found not just in our expertise but also in how we do business. Our values – Team Spirit, Innovation, Responsibility and Commitment – help us provide our clients with the best service, both collectively and individually. We must strive to embody these values. They are essential in creating a relation of trust and loyalty with our clients on a day-to-day basis, and remind us of the deeper meaning and purpose of our business. They guide us as we act in strict accordance with the rightfully restrictive compliance rules and develop the potential for innovation and creativity in our teams. 6 I SOCIETE GENERALE 2014-2015 “THE CORE BUSINESSES WE HAVE CHOSEN ARE IMPORTANT FOR OUR CLIENTS AND THE ECONOMY” Leaders have a critical role to play in achieving this. This is even more the case as they must adapt to changes in their environment, in particular with regard to digital technologies, and anticipate and take the right decisions and risks for our clients and for our development. This is why, faced with the necessity of change, we are reaffirming our leadership model while at the same time reaffirming our values. Concretely, what do you expect from managers under this new leadership model? F.O. Our managers must help us increase our collective impact on clients, whether through the quality of the customer relationships they develop or through their ability to innovate, invent and upgrade our services. Improving our internal operations by introducing more simplicity and agility is another way to increase our positive impact on our clients. We expect managers to be creative, to lead ethically and courageously, and to inspire and encourage commitment from their employees. Together, we must work to cultivate our sense of team spirit and help develop synergies within the bank by promoting cooperation and practising open management, both internally and with our external partners. Today, approximately one quarter of our revenue comes from associating multiple business lines to serve the same client. STRATEGY
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