2025 Integrated Report

Corporate & Institutional Banking combines growth and resilience across economic cycles through a unique franchise

Let’s start with 2025. You reorganised Corporate & Institutional Banking (CIB). How is the division structured now?

Yann Gérardin & Olivier Osty: In ten years, CIB has doubled its revenue to become the leading European CIB and the go-to European bank for our institutional and corporate clients worldwide. Driven by the strength of the Group’s integrated model, our success reflects the excellence of our teams, the investments made in platforms serving our clients, and the successful execution of our “Originate & Distribute” strategy. This strategy aims to accelerate our contribution to financing the economy, especially in response to the changes in the digital and energy sectors. As we look ahead to a new cycle of growth and our future strategic plan, we have decided to upgrade our governance structure in order to reinforce our integrated model and cross-business collaboration. Our new organisational structure is based on three key principles: agility and manoeuvrability, client focus, and transversality. Its dual goal is to continue adapting to meet our customers’ increasingly complex needs, and foster synergies and collaboration across our businesses. Our CIB organisation now consists of two coverage activities – Institutional Coverage and Corporate Coverage – and expert business lines – Transaction Banking; Capital Markets; Advisory; Equities; Fixed Income, Currencies and Commodities; and Securities Services. These operate across three regions: Europe, the Middle East and Africa (EMEA), the Americas and Asia-Pacific. Their heads report directly to the Chief Executive Officer of CIB to maximise collaboration.

CIB confirmed its position as the leading European corporate and institutional bank in EMEA. What are the key factors behind this success?

Y.G. & O.O.: CIB has adopted a long-term strategy, supporting its corporate and institutional clients in an ever-changing environment. This strategy is based on three major pillars. First, to capitalise on the Bank’s diversified and integrated model, which offers our clients the solutions provided by CIB business lines and those of the Group’s other divisions. Second, to match the financing needs of corporate clients with the investment capacity of institutional investors. The intention here is to enable investors to work alongside us to help meet the massive financing needs of corporate clients and sovereigns, notably as part of their energy and digital transitions. To do so, they can draw on our unique client franchise, comprising both a large number of major European companies and some of the world’s largest international investors. Finally, the third pillar is to position ourselves as a leading CIB, working alongside our European clients internationally, and our international clients in Europe. While the geopolitical outlook is unclear, the growth in cross-border flows and transactions remains a key driver for the economy, and at present only a handful of major CIB entities are capable of supporting this growth.