4. cibp projects and working groups.pdf
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Projects and Working
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Laboratories Networking Events Mem
CIBP’s projects and working groups are designed around four main lines of actions, with t
transversal lines of backing actions.
Communication
CIBP Projects
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To analyze topical issues for the banking system and enhance eunderstanding and expertise among members and with other players.
Each working group organizes its work in order to produce a final reportall CIBP members. At least four studies must be published in the next thre
Laboratories
Governance. Value and principles and their application. Governanevolutions due to new regulations or particular mark
3
4
Regulation. Developments of the international banking laws andimplementation at domestic level.
Digitalization. Follow up of the study “Designing tomorrow’s coopepopular bank”.
Proximity. Exchanges on how to redefine the proximity of banksthe territory.
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The Governance Lab focuses on the themes of a) Digital Governance and b) Sustainadevelopment of the territory
Governance Lab
Objectives:
Patron:
• Define a Charter of cooperative governance.
Project Leader:
Team:
• André Joffre (Banque Populaire du Sud, France)
• Michel Roux (FNBP, France)
•
Christian Pomper, Phillip Stempkowski (ÖGV), Luc François (BanqCristina de Mattos Morosino (Bancoob), Pascal Bagé (GroRousseau (FNBP), Frank Brogl (DZ BANK AG), Arndt Kalkbrenner,(BVR), Maria Grazia Mattioni (Asso Popolari), Said BerbalePopulaire du Maroc), TBC (Mouvement Desjardins)
CIBP Manager: • Valeria Rutgers
Meetings per year• 3
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Governance Lab1 Working Group Objective
to demonstrate the cooperative preference in the Charter of cooperative governance: Why coop
the Regional market’s 1st preference?
1. To establish a CIBP Governance Strategy Lab with the member countries and institutions to lepractices;
2. To collect all relevant content on what is being done to “protect” the cooperative identity andgovernance model;
3. To create a Membership Kit of cooperative governance as the 1st sustainable commercial prefmarket.
2. Timeline: March 2017
3. UpdatesJune 2016 & September 20161st Q 2017
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Governance Lab3. What is the goal
Create a Charter of cooperative governance as the 1st sustainable commercial preference in the
4. Why is the patron’s organization interested in this topic
A) Exchanging on Best Practices among CIBP Members on 3 main Essential factors demonstratinCooperative Governance:
1. Composition of the Body Committees
- Define criterions for the composition of the governing bodies
- Elaborate tools to select the best members for the governing bodies
- Subgroup members: FNBP (France) and CPM (Morocco)
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Governance Lab
4. hy is the patron’s organization interested in this topic (2)
A) Exchanging on Best Practices among CIBP Members on 3 main Essential factors demonstratinCooperative Governance:
2. Cooperative governance
- How to better organize general assemblies and other member activities to better inthe cooperative business model?
- Subgroup members: ANBP (Italy) and OGV (Austria)
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Governance Lab
4. hy is the patron’s organization interested in this topic (3)
A) Exchanging on Best Practices among CIBP Members on 3 main Essential factors demonstratinCooperative Governance:
3. Elements of communication
- How to better inform Customers, Members, Employees, Market about the “cooperative” gover
- How to better attract members and inform them about the democratic process of the cooperat
- Subgroup members: Bancoob (Brazil) and BVR ( Germany)
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Governance Lab
4. Why is the patron’s organization interested in this topic (4)
B) Achieving a KIT for cooperative organizations banks’ members being the 1st market choice thsustainability of the Cooperative Governance As a must.
5. How to achieve the goal
By Two other angles to take into consideration in our Governance worksa) Digital Governance – Increasing participation & awarenessb) Sustainable Governance development of the territory as the common denominator guarantee
fundamental values of the cooperative financial business model
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Financial Strategy and Regulation Lab
Objective:
Patron:
• Exchange on topics of particular relevance for the CIBP medevelopment, share best practices and to analyse future regulati
Team:
• Roberto Higuera (Banco Popular Espanol, Spain)• Alain Declercq (CPH Banque)
• Christian Pomper (ÖGV), Rodrigo Guimaraes de Araujo (Bancoob(BPCE), Gerhard Schmidt (DZ Bank), Enzo Rocca (CREVAL), Carlo D(Assopopolari), Soumia Alami ouali (BCP), Juan Echanojauregui (B
Almudena Lopez de Ceballos VelardeCIBP Manager: • Xavi Gomila
Meetings per year • 2
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The Digital Lab is based on three complementary phases a) GRACE16 research analysis b) GRAStrategic Dialogue and c) CIBP members exchanges
Digital Lab
Phase a)GRACE16
Global Research onAugmentedCollaborativeEconomy (Expertssurvey)
Phase b)Hackathon
Strategic DialogueHackathon on
AugmentedCollaborative
Economy
Phase c)
MembersExchanges
Exchanges on topicalissues to embracedigitalization in theBanks Businessmodel
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The Phase 1 consists in a Expert survey on Augmented Collaborative Economy and integration a
between different types of Coops
Digital Lab – Phase 1
Objectives:
Patron:
• Assess the efficacy of Proactive banking and identify the “coreCooperative Economy;
• Identify what is needed to enable Coops to be empowered in the• Assess the cross-sector challenges when it comes to co
interaction;
Project Leader:
Researcher:
• Florian Straßberger (DZ Bank AG, Germany)
• Andrea Karner (CIBP)
• Fotis Filippopoulos (Shakesteer)
CIBP Manager: • Umberto Di Pasquo
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Digital Lab – Phase 1
Research questions:•
What is the role of Cooperative and popular banks in an Augmented Collaborative Economy (ACE• What are the challenges CIBP members, and in general Cooperatives are faced with i
digitalisation as part of their BM in order to be part of an ACE?
Questions are related to seven key ACE areas:• Collaboration;• Cooperative values;• User experience (UX);• The “core” of ACE;
• Fitness of the model;• Proximity;• Key motivational parameters.
Survey available in 6 languages: DE, EN, FR, IT, ES, PT
Why?• With this research we support CIBP member banks' ongoing search for ways to identify and p
opportunities as well as, deliver value to their customers, members and regional economies.• We seek to identify the way Cooperative and Popular banks will work in the coming future.
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Digital Lab – Phase 1
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Digital Lab – Phase 1
Financial Services53%
Food and Beverage
1%
Health & Social Care
7%
Manufacturing1%
Recycling and Waste
3%
Research3%
Agriculture3%
Education and training10%
Other16%
Housing
3%
Sector
Financial Services
Food and Beverage
Health & Social Care
Manufacturing
Recycling and Waste
Research
Agriculture
Education and training
Other
Housing
Countries:
•
Australia• Austria• Belgium• Brazil
• Canada• Chile• Colombia• France• Germany• Greece
Manager, 28,
28%
Employee, 15,15%
Other, 12, 12%
Survey Participant Role
Pr es id en ts & C Le vel / S VP VP / D ir ec to r
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The Phase 2 consists in a Strategic Dialogue Hackathon on Augmented Collaborative Economy
Digital Lab – Phase 2
Objectives:
Patron:
• To test the key assumptions and develop an actionable framewoCoops perceive themselves within an Augmented Collaborative E
• To provide a set of practical and actionable insights to help mancapture new markets and discover new sources of profitability.
Project Leader:
Researcher:
• Marco Aurélio de Almada Abreu (Bancoob, Brazil)
• Andrea Karner (CIBP)
• Fotis Filippopoulos (Shakesteer)
CIBP Manager: • Umberto Di Pasquo
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Digital Lab – Phase 2
GRACE16 Hackathon - Strategic Dialogue on Augmented Collaborative Economy is an official rendInternational Summit of Cooperatives – Quebec City
A more active CIBP role in terms of scientific contribution: With this event we will meet the specimission and action plan as well as the topics of the 3rd International Summit of Cooperatives.
What is it?
• It is a fast-paced global strategic dialogue amongst a small highly selected group of leaders, re
participating in the 3rd International Summit of Cooperatives.
• It is designed to explore the way different Coops would interact within an Augmented Collaborativ
Who will participate in?
• Between 25 and 50 participants representing different sectors of the cooperatives. A reserved groto CIBP members‘ representatives
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Digital Lab – Phase 2
We specificly aim at:
a) assessing the efficacy of our novel model and identify the “core” of Augmented Collaborative Eco
b) capturing the systemic nature of the way different Coops can work together
c) providing a set of practical and actionable insights to help managers create and capture new mar
a) identifying what is needed to enable Cooperatives to be empowered by ACE in the digital age
b) assessing the cross-sector challenges
It is designed to explore the way different Coops would interact within an Augmented Collaborative
role that Cooperative and Popular Banks may play within a such economic ecosystem.
With the use of cutting edge innovation tools we will attempt to provide a framework that wCooperatives capacity to discover new sources of profitability, access capital, commit to communitiesera.
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Digital Lab – Phase 2
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Digital Lab – Phase 2
Day Schedule
Monday 10 October 2016 14:00 – 18:00
Tuesday 11 October 2016 07:00 - 08:00
Tuesday 11 October 2016 18:00 – 20:00
Wednesday 12 October 2016 07:00 – 08:00
Thursday 13 October 2016 07:00 – 08:00
The results of the Hackathon will be delivered at the
The full study will include the results of the quant
Phase 1
The study will be cobranded CIBP - International Su
During 2017 an event will be organised where a G
ISDVI15, GRACE16 phase 1 and phase 2 will be pres
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The Phase 3 consists in a series of exchanges on topical issues related to the digitalization of th
Digital Lab – Phase 3
Objectives: • To asses where the Cooperative and Popular Banks are in their di• To better understand the business relevance of data and
Cooperative and Popular Banks to be more analytically drivenmaking process;
• To understand the needs for adopting secure cloud services inbanking industry by enabling the adoption of best practices;
• To get a further perspective on the potential of the Internet ofcooperative banking service.
Project Leader: • Andrea Karner (CIBP)
CIBP Manager: • Umberto Di Pasquo
Participants (TBC): • Franz Welter (DZ Bank AG, Germany), Chadi Habib (Desjardins, CPoirot, (Groupe BPCE, France), Cristelle Julien, (CPH Banque, BDebbagh, (BCP, Morocco), Andre Giovane Canavaro (Bancoob (BKerber (DZ BANK AG, Germany)
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Financial cooperative play a significant role in order to contribute to achieve the sustainabtriple bottom line of economic, social and environmental objectives. A big part of the CIstrongly involved in supporting initiatives and projects, with a specific focus on energy transitioThe 1st phase of the Proximity Lab is entitled SUN16 and focuses on the business opportunitiesustainable, low-carbon economy and the ability to help manage and mitigate the climate-relat
Proximity Lab – SUN16
Objectives:
Patron:
• Create political engagement;• Best practices exchange on current and future sustainable bankin• Present a charter during COP22 event in Marrakech.
Project Leader:
Team:
• Mohamed Benchaâboun, (Banque Populaire du Maroc, Morocco
• Hassan El Basri, (Banque Populaire du Maroc, Morocco)
• Ms. Delia Kaiser (DZ BANK AG), Mr Marcus Pratsch (DZ BANK AG)Christophe Tran (BPCE), Mr Andre Joffre (BP SUD), RepresentativBanks, Phillip Stempkowski (ÖGV, Austria)
CIBP Manager: • Matiz Andrea and Umberto Di Pasquo
Meetings per year •
2
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To increase the interaction, mutual knowledge and (business) relations
members and with other institutions.
Networking
LINK Programme.
Scientific Committee
3
Relationship with SMEs
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CIBP LINK
CIBP Link is the educational arm offered by CIBP: It includes the CIBP LINK International Training fHR Expert circle and the CIBP LINK ALUMI
Objectives:
Patron:
• Establishing and maintaining a strong network amongst executives;• Training management skills and leadership abilities in an international• Cultivating intercultural communication and intercultural competence
Project Leader:
Team:
• Giovanni De Censi, (Creval, Italy)
• Michel Roux (FNBP, France)
• Luc Francois (Banque CPH, Belgium), Barbara Czak-Pobeheim aUngersboeck (Volksbank Akademie), Lucie Portmann; ChristopheFrance), Andrea Rossmar(DZ BANK AG, Germany), Andreas FülbierGermany), Rüdiger Meister, Elena Uriostegui (ADG, Germany), TBC ITA(Banque Populaire Maroc)
CIBP Manager: • Valeria Rutgers
Meetings per year • 2
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CIBP LINK1 CIBP LINK Objective
CIBP IS THE FIRST INTERNATIONAL ORGANISATION THAT BRINGS TOGETHER POPULAR AND COOPERATIVE BANKING PLAYERS FROM
- PROMOTING THEIR BUSINESS BANKING MODEL WORLDWIDE OFFERING A PLATFORM FOR BUSINESS BEST PRACTICES AND EXPE- TO RAISE THE AWARENESS OF TOP LEVEL MANAGERS BY ENHANCING THEIR SKILLS TO CONTRIBUTE TO THEIR COOPERATIVE INST- TO SHAPE THE CULTURE OF AN WIDE LEARNING OFFER THAT SUPPORTS ITS MEMBERS’ GROWTH AND SUSTAINABILITY- TO FORGE LONG LASTING RELATIONSHIPS BETWEEN ITS MEMBERS
2 Timeline
EVERY YEAR A NEW CYCLE STARTS IN SPRING OF THE CURRENT YEAR AND ENDS IN WINTER OF THE NEXT YEAR.
THE 10TH CIBP LINK CYCLE DATES AND LOCATIONS ARE
1. MODULE I STRATEGY: MONDAY, MAY 30 TO FRIDAY, JUNE 3, 2016 IN MONTABAUR, ACADEMY OF GERMAN COOPERATIVES, 2. MODULE II LEADERSHIP: WEDNESDAY, OCTOBER 19 TO SUNDAY, OCTOBER 23, 2016 IN BRASILIA, BANCOOB, BRAZIL3. MODULE III INNOVATION: WEDNESDAY, JANUARY 26 TO SUNDAY, JANUARY 29, 2017 IN PARIS, BPCE, FRANCE
FOR THE YEAR 2016/2017, 11 PARTICIPANTS ARE REGISTERED COMING FROM BELGIUM, BRAZIL, FRANCE, GERMANY, ITALY, MOTHE CEO FROM FARM CREDIT ARMENIA UCO CC HAD TO CANCEL HIS PARTICIPANTION DUE TO CURRENT CONFLICTS IN THE REG
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CIBP LINK3 What is the goal
OPEN MINDS: GIVING A GLOBAL COOPERATIVE OVERVIEW WITHIN CIBP MEMBERS AND PARTNERS’ ORGANISATION
THE CIBP LINK TRAINING PROGRAMME IS DESIGNED TO THE ATTENTION OF EXECUTIVE MANAGERS WILLING TO EXTPROFESSIONAL KEY COMPETENCES IN MANAGEMENT AND IN LEADERSHIP THROUGHOUT A CROSS-CULTURAL ENVIRO
4 Training programme proposal
A) FOCUS ON A WIDE RANGE OF TOPICS WHICH ARE ESPECIALLY RELEVANT FOR MEMBER BANKS INFLUENCING OURLEADERSHIP AND INNOVATION
B) TRANSFER TO TODAY’S BANKING BUSINESS MODEL MATTERS
C) REFLECTIONS WITH REGARD TO MANAGEMENT CULTURE, STRATEGIC DEVELOPMENT, SOCIAL AND ECONOMICALEADERSHIP AS WELL AS PERSONAL DEVELOPMENT.
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CIBP LINK5 CIBP LINK since 2007/2008
0
2
4
68
10
12
14
16
18
20
2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/
NUMBER OF PARTICIPANTS PER CYCLE YEAR
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CIBP LINK
6 CIBP LINK ALUMNI DAYS 2016
THE
5TH
CIBP LINK ALUMNI DAYSWILL TAKE PLACE IN
MONTABAUR
, GERMANY
,HOSTED BY
ADG (THE
ACAD
COOPERATIVES), AT THE OCCASION OF THE 10TH CIBP LINK ANNIVERSARY FROM FRIDAY, JUNE 3 TO SUNDAY, JUN
35 ALUMNI HAVE REGISTERED TO THE EVENT ON A TOTAL OF 110 ALUMNI.
DUE TO CHANGES IN THE ITALIAN MEMBERSHIP, CIBP IS MISSING THE PARTICIPATION FROM PREVIOUS ITALIAN PART
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CIBP LINK
The CIBP LINK ALUMNI DAYS 2016 programme
Y O U R C H O S E N " H O T T E S T T O P I C " W O R K S H O P S
Management &Organization
Mindfulness as a
new approach for
management
Tomorrow’s jobs:
New organizational
working models.
Digitalization &FinTechs
Digitalization: a
threat or an
accelerator?
Future’s money:
digital money or
bitcoin, mobile
banking etc.
Future Business
Models
New model network
in the bank
Learning from
‘alternative banks’
for creation of new
business models in
traditional banks
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CIBP LINK7 Working Group CIBP LINK role
A) IS COMPOSED BY 9 HR MANAGERS FROM CIBP MEMBER ORGANIZATIONS
B) MONITORING THE CIBP LINK TRAINING PROGRAMME TO RESPECT TO ITS OBJECTIVES AND SELECTION OF QUA
C) FACILITATE AND SHARE EXPERTISE ON HUMAN RESOURCES MANAGEMENT (E.G. GENDER POLICY, RETENTION,AND CULTURE, REMUNERATION, CAREER AND TRAINING DEVELOPMENT, “WAR FOR TALENTS”)
D) LAUNCH A COLLECTIVE REFLECTION ON WHAT ARE THE FUTURE PROFILE SKILLS FOR THE FUTURE BANK COMMO
- DEFINING A TRANSVERSAL TALENT MANAGEMENT WITH A SELECTION OF DIFFERENT SKILLS AND TALENTS TO FULCHALLENGES AND BUSINESSES
- OBSERVING THE IMPORTANCE OF THE LEADERSHIP’S WILLPOWER INTERNALLY BY EMPOWERING TEAMS AND EXTETO THE NEW WORK BANKING ORGANISATION RELEVANT IN AN AREA OF DIGITALISATION
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Scientific Committee
Patron:
Team (TBC):
• Hassan el Basri, (Banque Populaire du Maroc)
• Austria Dietmar Rößl (WU Wien), Belgium (André Farber), FranceGermany Hans H. Münkner (Uni Marburg), Rüdiger Meister (ADG), ItalCurzio (Academia dei Lincei), Japan Hiroshi Nakashima (NorinchukinHampel (CUNA) Andrew Ngui (MIT), Switzerland Alexander JungmeistGreece Fotis Filipopoulos (Shakesteer)
CIBP Manager: • Andrea Karner
Meetings per year • As necessary
CIBP Scientific Committee is a scientific ecosystem made by academia to boost the exchanges amtopical issue that will affect the cooperative and popular banking business
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CIBP Fintech ecosystem
Patron:
Team :
• Roberto Higueira, (Banco Popular Espanol, Spain)
• Phillippe Poirot, Groupe BPCE (France), Alain Declercq, CPH, (BelgDebbagh, BCP (Morocco), Franz Welter, (DZ Bank AG, Germany)
CIBP Manager: • Xavi Gomila
• Support members’ activity in the field of technology disruption, raise
awareness and build up a CIBP FinTech ecosystem
Project Leader: • Chadi Habib, Desjardins (Canada)
Objective:
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CIBP FinTech Calendar 2016-2017
• External insights gatherings between CIBP members and relevant FThe objective is mutual learning (Banks/FinTech). The gatherings wby areas of disruption
• Aligning the FinTech initiatives with:• The “Expert Circle on Financial Strategy and Regulation” (Septe• The “European Forum Co-operative Banks and SMEs” (Decemb
• Organizing the CIBP FinTech Forum 2017
• Creating a CIBP FinTech Trend Radar: specific distribution list for CIBon FinTech trends
• Establish a dialogue with the European FinTech Association to suppothe above activities
• Internal gatherings with the Heads of Innovation/Digital Transforma
the CIBP member banks. To learn by exchanging good practices.
Activities:
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Organization of relevant CIBP events and collaboration with other incommon initiatives.
Events
CIBP Congress.
3
4
SMEs Forum.
CIBP Committees gatherings.
5
Workshop and Seminars.
International Summit of Cooperatives.
Executive Committee - Pre
Committee - General AsseContact Persons Meetings
Strategic exchanges for higmembers representatives
Strengthen cooperation worganizers.
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Increase membership base and reinforce old members relations.Build relations with new members and other organizations.
Schedule of regular visits to existing members and possible new appl
Membership - Horizon
Horizon
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Horizon
• Andrea Matiz and Brigitte Colmer
Objectives:
Patron:
Project Leader:
• Giovanni De Censi, (Creval, Italy)
• Andrea Karner (CIBP)
CIBP Manager:
• Elaborate a list of potential new members• Map the entire the cooperative banking world• Create collaboration with other international organization in orde• Participate in the cooperative banking world activities and events
Meetings per year • As necessary
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• Political communication (relations with press, regulators and intinstitutions).
•
Guidelines on publication and dissemination studies following a stamethodology.• Communication initiatives inward and outward (newsletter, annual re
release)
Communication Working Group
Patron:
Project Leader:
CIBP Manager:
Team (TBC) :
• Hassan El Basri, (Banque Populaire du Maroc)
• Andrea Karner
• Andrea Matiz
• Debora Ingrisano, Andre Giovane Canavarro (Bancoob), Cristi(Credicoop), Phillip Stempkowski (OGV), Romeo Balzan, Assmann MisleChantal Parmentier (CPH), Patrick Steiner (DZ Bank), Zineb Said AlaPopualire du Maroc), Velarde Almudena Lopez de Ceballos (BancMichetti Gianluca (Asso Popolari)
Objectives:
Meetings per year • As necessary