We have deeply digitalised the Bank to improve the experience of our clients and the efficiency of our activities. The leading European platforms that we have built allow us to best support individuals, businesses and institutions in their development and their ecological transition.
In an unprecedented period that required much resilience and adaptability, our teams rose to the challenge day after day with professionalism and commitment. I would like to warmly thank our teams for their contribution to this success.
2022 MARKS THE LAUNCH OF THE NEW STRATEGIC PLAN. HOW DOES BNP PARIBAS PLAN TO EXECUTE IT AND WHAT ARE ITS SALIENT POINTS?
Thanks to our financial solidity, the complementary nature of our businesses and the contribution of all our talents, we are very well positioned to continue our long‑term development and write a new chapter with our new strategic plan, GTS 2025.
Built around the three main priorities of Growth, Technology and Sustainability, this plan was informed by brainstorming sessions and workshops with contributions from many Group teams.
To summarise its key features, this plan will enable us to pursue profitable growth by building on the strengths of our model, by putting technology and industrialisation at the core of our development and by deploying sustainable finance Group‑wide, which is at the heart of everything we do. With this in mind, we can count on expert and committed teams, which reflect a dynamic policy of skills development and increased diversity. This human capital is the foundation of our collective performance and an essential lever for making the goals of our strategic plan a reality.
OUR LEITMOTIF IS TO SUPPORT ALL CORPORATE CLIENTS COMMITTED TO A TRAJECTORY THAT WILL MAKE IT POSSIBLE TO ACHIEVE CARBON NEUTRALITY.
WHAT ARE THE GOALS OF EACH OF THE THREE MAIN COMPONENTS OF THIS PLAN?
With GTS 2025, we aim first and foremost to continue developing profitable organic growth by gaining market share at marginal cost, thereby creating new growth opportunities and generating significant economies of scale. Thanks to a highly targeted external growth strategy, via acquisitions of expertise or cutting‑edge technologies, we will be able to supplement or strengthen our platforms, as we recently did with FLOA in the field of split payment.
As part of our previous plan, we successfully completed a transformation programme focused on the use of technology and the strengthening of industrialisation in all our business lines. It has enabled us to offer an optimised experience to our clients and employees, accelerate our digitalisation and improve our operational performance. To advance in this direction, we continue to develop our information systems and invest significantly in new technologies, data and artificial intelligence.