The document outlines Société Générale's strategies for enhancing team performance through initiatives to build team spirit, develop talent, promote diversity, and provide skills training. It discusses the bank's CSR and corporate image efforts including communicating their CSR activities and measuring reputation and corporate image. The document also covers the types of risks Société Générale faces, both external and internal, and the justification for risk management to ensure strategic success and survival.

1. 1) Team Management
to achieve «Ambition SG 2015»
Initiatives Enhance Team Performance Strategic outcome
«Together let’s build
Team spirit – internal communication • Enhancing service levels leads
Team Spirit»
to customer (stakeholder)
Develop and retain talent – «training satisfaction, making SG the
Talent management «Convenience Bank», hence
today’s leaders of tomorrow»
Universal Bank
• Enhancing team Achieving
Internal communication – goals
Social dialogue performance, and awareness of
awareness - transparency “Ambition
goals helps managing risks
• Diverse dynamic teams are SG 2015”
Creativity – group dynamics – «less
Promoting Diversity more creative and innovative
group think»
and can optimize portfolio
activities
Skills development Training – mobility – opportunities • Involvement of staff, creating
innovative teams will help
transform the operational
Employee Profit-sharing model
Fiscal motivations
Scheme
«The resulting management mechanisms attempt to foster behaviors that are likely to create values and
prompt initiatives, thus offering the very best service to clients» – Société Générale
«YouBoonToo» (Team 256) Dora Szita │Stefanie Løjmand │ Patrick Spath WU Wien, Austria

2. 2) CSR and Corporate
Image for Société Générale
Public Relations
Key Role of Retail Banking Corporate Reputation
Its intermediate role is important
Conveying the CSR image to
for the local evelopment, it thus
the public must include:
must convey an image of Measure Reputation Indicators quarterly
• Annual report
• Trustworthiness
• Careful placement of CSR Defining goals of improvement
• Responsibility
• Market research & feedback
• Support
Corporate Image
External CSR How the public
communication and customers
national and int‘l perceive the firm Measure Corporate Image quarterly
«Ambition
SG 2015» Defining goals of enhancement
Internal CSR
How the firm
communication
presents itself
national and int‘l
Corporate Identity
Align visual presentation & corp. behaviour
CSR in Business Process
CSR Planning By integrating CSR in the whole
• Measures every quarter business process,
Visual
Corporate
• Budgeting presentation:
• Constant feedback from • performance itself can be Logo, tagline, co Behaviour:
improved and a competitive lour palette & Reception, servi
employees (key players!)
advantage created. ce, etc.
• Feedback from architecture
management • the positive image of the public
can be enhanced. → Evaluation and adaption → Continuous improvement

3. 3) Nature and types of
risk and the role of risk management
Market
External risk factors Risk
Internal risk factors
• Emission, waste, pollution Credit • Diverse workforce
• Variation of market prices ESG Risk • Multiple channels and brands
Risk
• Enforcement of legal and fiscal provisions • Operations on 38 countries
• Aggressive fiscal and monetary policies Société Générale • IT and IS
• Labor rights • Transformation of the operational model
• Changes in customer demand Retail Banking • Execution of transactions
Reputa- Opera-
• Fraudulent practices: bribery and tional Internal Risk tional • Uncertainty about borrowers
corruption Risk Risk • Diversified portfolio and R&D of new
• Non-compliance with regulatory and products
ethical commitments • Sick rates
• New capital and liquidity requirements Compli-
Structural • Intellectual capital
• Exchange and interest rates ance • Liquidity and cash flow
Risk
• Competition Risk • Properties
Justification for risk management
Regulations (e.g. Basel II) preview the provision of risk management for all banks. Risk management within SG needs to identify and target risks that
arise from SG’s strategic goals and company-specific business practices to ensure success and survival.
The most important factors include:
• Operations in 38 countries: Diversify risks from geographic concentration. All brands need a common SG image to be transferred to all markets.
• Transformation of the operational model: New operational risks may arise.
• Workforce: A key driver of success; training and motivation of staff and retention of top talents should be highlighted. The balance between
customers’ needs and the bank’s profit requirements needs to be identified and communicated.
• Financial aspects: Volatile economic conditions fosters the need of carefully selecting investments to minimize market risk, and monitor political and
legal situations in SG’s markets.

4. 4) Motivation
and Structure of Workforce
Goal: Enhancement of skills & know-how │Embracing of CSR attitude
Base: Together, let‘s build team spirit. The set of prerequisites
To increase employee and the three factors give
Motivation
skills, SG has to support
Autonomy Engagement Mastery & employees a purpose and
employee satisfaction For self-sustaining First-hand experience Challenge satisfaction occurs. If
based on competitive motivation, employe of daily business. To Employees have to employees are satisfied,
salary, sufficient es must feel a increase know- be constantly they get motivated to
degree of how, involvement in challenged and improve their tasks , which
amount of training and
independence and improvement encouraged to come conclusively leads to Good
job security, connected from being good to
responsibility when processes, e.g. via an Service, and ideally to new
with the perspective of getting better.
creating their tasks. idea-day or internal products and lower costs.
promotion
1 creativity blog.
PURPOSE!
Regional Innovation and
Structure
Flat Heads Innovation continuous Better Service and
hierarchies Group improvement lean structure lead to
Continuous throughout the
Managers Customer
Innovation- improvement hierarchical
Branch Satisfaction, which is
embracing structure, including
Manager minor staff. the key to become a
Transparent Maintenance
Maintenance only by CONVENIENCE
Client
2 Manager lower mgmt. & staff. BANK.
Tasks