Annual Report
2015
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CIBP Annual Report 2015
â 65 YEARS OF INDUSTRYâS INSIGHTS, BUSINESS NETWORKING OPPORTUNITIES AMONG 1705 COOPERATIVE AND POPULAR BANKS.
â
CIBP Annual Report 2015
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INDEX 04 INDEX 06 Foreword 08 Innovation Congress 10 Innovation Laboratory 12 Action Plan 2018
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CIBP ACTIVITIES
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CIBP STRUCTURE
CIBP Annual Report 2015
15 Governance 16 LINK 18 Financial strategy and regulation 19 COMMUNICATION
21 ORGANIZATION 22 GOVERNING BODIES 24 PERSONALITIES 27 MEMBERS
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Foreword During the CIBP Congress in Rio de Janeiro I had the privilege to be nominated as CIBP President for the second time and with a great honour I have accepted this challenge. I would like to thank my predecessor, Mr Mohammed Banchaaboun, for his work during the last three years and his great contribution to our confederation. My appreciation also extends to the former CIBP General Secretary, Mr Bernard Huberdeau, for his great efforts ever made for the CIBP. Cooperative and Popular banks are facing a period of different challenges: new regulations, new market constrains as new technologies, new competitors and new customer behaviour. As the results of the Congress in Rio confirmed, we can meet with those challenges only if, at any level, our network of cooperation and exchanges is strong and well developed. Cooperative and Popular Banks have strong roots in the local and real economy of our regions, where our decentralised networks allow us to cooperate with local and regional bodies in order to adapt our services and credits to the local needs and local economies, to social and environmental priorities. During the 66 years of CIBP life, we have developed a global network, composed by a continuous dialogue between the CIBP members and their national banking network in order to achieve an exchange of knowledge and best practises and to reach a permanent cooperation. Our network is one of richness and our most distinguish valuable asset. With the new CIBP Action Plan 2018, CIBP will be a platform for collaboration and exchanges to its members as well as to others institutions operating in the same value environment. The four main lines of actions are: laboratory, networking, events and membership combined with communication and strategy as two backing actions. To develop tomorrows cooperative and popular bank we installed the laboratory to analyse topics like proximity, regulation, digitalization and governance to enhance exchanges of understanding and expertise among our members’ and with other players in a frictional market. With our networking activities like the LINK program for cooperative banks managers we offer experience in multi-cultural and in change management. To boost the nature of cooperation and of cooperative banking in the world we want to increase our membership base in strengthen traditional relationships and building new one. To position tomorrows cooperative bank in the minds and hearts of our members and customers we have to reconnect with the deeper levels of our centuries old value system, to better understand our role in the future. That is what we are working on in our new Action Plan.
Giovanni De Censi President of the ConfÄĹ dÄĹ ration Internationale des Banques Populaires (CIBP)
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Foreword Today we are facing deep changes in the global banking environment: digital transformation, increasing regulatory requirement and a change in consumerâs behaviour. These three elements are transforming irreversibly the banking system. Adapting to the new times while maintaining proximity and the cooperative identity is one of the main challenges for our member banks. In this environment a complete reshuffle of the Confederationâs governance bodies took place at the CIBP Congress in Rio de Janeiro. The General Assembly elected the new Executive Committee. The newly elected Executive Committee nominated Mr. Giovanni de Censi, President of Istituto Centrale delle Banche Popolari Italiane and Creval group as the new CIBP President and elected Mr. Dominique Martinie, President of FĂŠdĂŠration Nationale des Banques Populaires, Mr. Mohamed Benchaaboun, Chairman of Banque Centrale du Maroc, Mr. Frank Westhoff, Member of the Board of Managing Directors of DZ Bank AG, Ms. Monique Leroux, President and CEO of Desjardins Group and Mr. Alain Declerq, CEO of Banque CPH Belgium as Vice-Presidents. In this context the new Audit Committeeâs members were elected as well. Moreover, as from 1st October I took office as CIBP General Secretary. In this changing context, the CIBP Presidential Action Plan 2018 was launched to boost its members and re-imagine its activities and services. In the past, cooperatives showed a high degree of flexibility in organising membersâ demands and reacted sensitively to market transformations. Considering this, cooperative and popular banks have to remember their strength and think about their roots. As I do not want to live in a world without cooperatives we are focusing our efforts on building a strong cooperative network to raise public awareness of Popular and Cooperative banks as the banks of proximity aligning to our mantra: âWe empower members,customers and regional economies in order to become a significant source of social developmentâ. By facing the challenges and capturing opportunities for the future, our Annual Report gives you an insight of our activities and shows our membersâ performances. Read more on the following pages.
andrea karner General Secretariat of the ConfĂŠdĂŠration Internationale des Banques Populaires (CIBP)
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innovation congress Innovation strengthening Cooperative and Popular Banks was the headline of the 29th CIBP Congress in Rio de Janeiro. Disruptive thinking around key thematic areas for the future development of the cooperative banking was stimulated from 18 to 20 October 2015. Demystifying innovation, global trends & digital revolution, proximity, demographic challenges, talent management, value innovation as well as Cooperative values had been the buzzwords in Rio. About forty prominent speakers, academics, consultants and bankers engaged more than 360 participants in open and strategic discussions. Participants got inspired and shared with their colleagues from all around the word insights and thoughts about the challenges and opportunities of the coming future. The CIBP Congress offered participants the unique opportunity to interact with persons who have dedicated their professional lives to the development of the cooperative banking system. Our successful and insightful event received a 7.7 Net Promoter Score (NPS) with the contribution of the four studies performed by Filene Research Institute, PWC, Oliver Wyman and Shakesteer. We asked participants: âBased on your recent experience in our Congress in Rio de Janeiro, how likely is it that you would recommend the next CIBP Congress to a colleague?â we filtered 82,8 percent Promoters, 12 percent Passives (satisfied but unenthusiastic) 5,1 percent Detractors. To read the full press package released after the congress, on line: http://cibp.createsend1.com/t/ViewEmail/t/1A9F688DC2288BD9 To download and read the magazine with all the insights shared during the Congress by all speakers and CIBP TALK participants, visit: http://www.cibpcongress.com/en/wp-content/uploads/2015/10/Journal-Final.pdf
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CIBP Annual Report 2015
82% WILL RECOMMEND THE NEXT CIBP CONGRESS
7.7 NET PROMOTER SCORE (NPS)
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innovation laboratory Designing Tomorrowâs Cooperative and Popular Bank is a study on Value Innovation conducted by CIBP and Shakesteer, to develop a strategic scenario and craft a novel Business Model prototype.
Over the past decade banks have been forced to look for novel revenue streams, new business models and technological innovations. Non-traditional competition has transformed the banking landscape. Amidst all these shifts, a new generation of customers and possible members has come knocking on banksâ doors. By identifying all those factors as âcatalysts of changeâ, CIBP used in 2015 its platform to bring together its member banksâ representatives in a collective attempt to shape the future of the Cooperative and Popular Banks. In January 2015 we analysed the data collected with our survey on Value Innovation conducted during the last quarter of 2014. The analysis showed the assessment of the efficacy and resilience of Cooperative and Popular Banks current business model. To develop a strategic scenario and craft a novel Business Model prototype to inspire a disruptive thinking, CIBP organised a two-day International Strategic Dialogue (ISDVI15). Twelve senior executives from seven counties met in February 2015 at the premises of ADG, the Academy of German Cooperatives in Montabaur to work on this topic. Thanks to Shakesteerâs Total Value Innovation lens of analysis, participants have connected the previously isolated elements of the study into an approach that tried to balance completeness with abstraction, whilst aligning Value Generation, Business Model Innovation and Brand Architecture. Published in May 2015 the study entitled âDesigning Tomorrowâs Cooperative Banksâ was presented at the 29th CIBP Congress in Rio de Janeiro. Tomorrowâs Cooperative and Popular bank integrates itself, its members and customers and partners with the value chain of a multi-layered Internet of Things (IoT) related intelligence ecosystem, to provide proactive banking and proximity based services, through a dedicated platform and a limited network of branches that are now turned into financial hubs. All in all, the study showed the strengths, weaknesses, opportunities, threats and challenges as well as the intergenerational, technological and competitive dynamics. For further information and for downloading the study visit the website: www.cibplab.wix.com/designedtolead To download the study, please visit: http://issuu.com/cibp1/docs/designing_tomorrow_s_cp_bank__shake/3?e=0/31463632
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action plan 2018 Together with our members, CIBP has re-imagined its activities and services. Our efforts are focussed on building a strong cooperative network, to raise public awareness of popular and cooperative banks as the banks of the territory. PROXIMITY is the keyword for our member businesses, which means that our clients and members are representing our true identity. Our banks of proximity are an essential engine to finance the local economy. The CIBP Action Plan 2018 follows our renewed value proposition on Value Innovation. It is based on an internal assessment exercise and it is structured around four main lines of action: 1. Laboratory 2. Networking 3. Events 4. Membership
Laboratory In the next three years we will commission at least four sound research studies to analyse key issues for the cooperative/popular banks, to increase CIBPâs public visibility at international level and towards regulators and policy makers. Research questions are: ⢠Proximity. How can we redefine the cooperative banks network in the regional market? ⢠Governance. How to protect cooperative values and principles within the new regulatory framework? ⢠Regulation. How regulatory developments impact the banking business model for cooperative/popular banks? ⢠Digitalization. How to follow up on the study performed by Shakesteer âDesigning the Popular and Cooperative Banks of the Futureâ?
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networking Networking is the core competence and one of the trademarks of CIBP. To strengthen further interaction and exchange of knowledge among our members as well as to address to regulators and policy makers, we offer specific activities: ⢠LINK Programme. For the last 10 years, the LINK Programme has been our showcase for networking. We have reinforced the program by opening it to other associations and potential new members. ⢠Relations with regulators. We foster close relations with regulators as an essential part of our activities and services to our members. ⢠Touch points. We offer a database of experts on different fields to be able to organise our membersâ ad-hoc meetings on specific topics.
events With the organization of specific events, such as the CIBP Congress and the SME Forum, we are able to raise public awareness of the Confederation and its members. In 2016 we increased our involvement with the International Summit of Cooperatives organised by our member Desjardins, by becoming a Silver Sponsor together with our member DZ BANK. Besides our financial contribution we participate with our study GRACE16 in the official program of the Summit. Finally, we take opportunities to partner up with other international organizations to boost the business model of our members and to increase their public presence.
membership Only our close relations and interaction with our members enable us to better understand their needs. Trust, reliability and efficiency are our core elements to build up cooperation. To increase global recognition, we are going to create relations with new potential members and other cooperative organisations.
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Activities
Working Group on Governance The CIBP Working Group on Governance published the article âElements of Governanceâ, which was presented by Mr. Oliger at the 29th CIBP Congress in Rio de Janeiro in October 2015. The Governance Experts of CIBP members highlighted five common values of good cooperative governance: ⢠Separation between the appointed executive-deliberative bodies (board of directors or supervisory board) and the elected deliberative branch (unless it is considered that the embodiment of the role of the chairman and of the chief executive officer by one person does not contradict the cooperative philosophy). ⢠Well-balanced representation in the representative shareholder bodies (geographic representation of territories, socio-professional representation of different sectors, age and gender diversity). ⢠Independence from all external pressure by the legitimate election of the chairmen, also members of the bank committed for a good governance, to fulfill their functions; by setting a limit on the number of consecutive mandates, on the duration and on the number of voting rights. ⢠Credibility requirement for non-banking professional elected representatives, experienced in their own field of enterprise. Competence training requirements and continuing professional development programmes are the first duty of any elected representative to ensure an adequate expertise of the boards. ⢠Duty of Transparency based on a real ethical and moral dimension beyond the legitimacy from an election by allowing specialised committees to fully play their roles; by privileged access to a more complete and more regular corpus of information through new technologies reinforcing our customer relationship methods and opening up new opportunities in the bankâs relations and cooperation with members. Aligning it with the CIBP Action Plan 2018, the Working Group on Governance is going to focus on the following questions: 1. How to strengthen membership: What are the reliable technologies for cooperative and popular banks to promote the services and the proximity to all its members? How to optimize the relationship with associates? 2. How to interact with communities: What actions for a sustainable development of the territory represent a good practice of cooperative governance? 3. How to promote membership and offer a suitable training to members and their elected representatives.
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CIBP LINK Training Building a strong network is essential for CIBP members. It helps popular and cooperative banks to cope with current and future challenges. The idea behind the CIBP LINK Training Program is to promote the cooperative business model and to forge long lasting relationships between its members. CIBP LINK is designed as a collaborative training platform for executive managers to develop ideas and to reflect on strategic plans within a multi-cultural team. Furthermore participants develop interpersonal skills facilitating business network and cultural openness to share insights among peers coming from different countries on different continents. The program is addressed to executives and board managers as well as to potential managers from central banking institutions or regional cooperative banks. Participants need a distinct management experience, willingness to extend their professional key competences in management and in leadership through a cross-cultural environment. Learning from other popular and cooperative partners helps to understand cultural differences and will allow defining a common strength in which cooperative values lead to a successful and sustainable banking business. The high level training opens the minds of the Membersâ managers in order to foster cooperation and operational business at a global-network-level while the personal development reinforces the relationships not only among participants but also among their banking institutions. Each CIBP LINK cycle consists of three modules: Strategy, Leadership and Innovation, organised in three different countries by the respective CIBP member host organisation. In 2015/2016 the modules main topics are: Strategy: cooperative banking culture management and strategy in Germany by Dr Vater, Partner Bain & Company, on âStrategic guidelines for the German Cooperative Financial Sectorâ and by Martin Striobel, Malik Management Consultant, on âStrategic Thinking in Times of Transformationâ. Leadership: transcultural diversity managing conflict and combining universal values in local realities, empowering leadership and change management, and more specifically the micro credit development strategy within the Group Banque Populaire (Morocco). Innovation: innovation implementation for credit unions through Fileneâs i3 programme to execute on new ideas and innovative trends influencing the banking environment inspirited from the most significant moments in US history (USA).
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CIBP Annual Report 2015
In February 2015 the Module III Innovation of the 8th cycle took place in Vienna from February 4 to 8. This session was organised by the Austrian Volksbanken Akademie. The eighteen participants coming from Austria, Belgium, Brazil, Italy, Japan, France, Germany, Morocco and USA built a strong Golden Circle of Trust.
The cycle closed in Montabaur with four CIBP LINK Innovation Lab projects on: ⢠The future role of CIBP within the cooperative banking group ⢠Using social media to facilitate bottom up innovation ⢠Just a click away - indebtedness of young people. What does this development mean to the cooperative banking sector? â an evaluation and a proposal to create an innovative image and a sustainable business model for cooperative banks ⢠Branch revitalization make the most use of our assets - How to develop values for community
Mr Didier Tranchier, an Innovation specialist in cooperation between large groups and startups, was our guest facilitator in Montabaur. He proved to be the appropriate person to bring the participants to reflect on learned experiences of the passed cycle. The presentation of the CIBP LINK Innovation Lab projects to the new participants is also the kick off for a new cycle.
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expert circle f inancial strategy and regulation The year 2015 ended with two meetings of our CIBP Expert Circle on Financial Strategy and Regulation. The Expert Circle consists of a group of senior bankers willing to gather together on a regular basis to exchange on a number of subjects impacting their businesses. The meetings are organized around a presentation from a key speaker, followed by an exchange of view with our members. We covered a variety of topics that are sensitive to our member banks: 1. Mr Etienne de Bridiers and Ms Joana Peralta from the Directorate General Micro-Prudential Supervision, European Central Bank gave an overview of the DG4 covering the following areas: ⢠Supervisory Quality Assurance ⢠Supervisory Policies ⢠Methodology and Standards ⢠Authorization ⢠Risk Analysis ⢠Enforcement and Sanctions ⢠Crisis Management ⢠Planning and Coordination ⢠Model Validation 2. Ms Anna Jarosz-Friis, Head of Unit, DG Competition and Mr Alejandro Donnay, Case Handler, DG Competition, European Commission (EC) informed about State Aid regulation by explaining the legal framework, key requirements, State Aid Rules and Interaction with the Banking Recovery & Resolution Directive (BRRD). Besides the presentations, the participants showed particular interest in discussing the investigation opened by the EC on the Deferred Tax Assets that qualify as capital in a number of countries in Europe (Greece, Spain, Portugal and Italy). 3. Mr. Niall Bohan, Head of Unit, Capital Markets Union, EC made a presentation on the new action plan on Building a Capital Market Union with a particular focus on securitization aspects for those banks carrying loan portfolios that could be stimulated in that way. 4. Mr Nico Deprez presented the new Principles related to IFRS9, as the International Accounting Standards Board (IASB) completed the final element of its comprehensive response to the financial crisis with the publication of this paper in July 2014 including a logical model for classification and measurement, a single, forward-looking âexpected lossâ impairment model and a substantially-reformed approach to hedge accounting. IFRS 9 is effective for annual periods beginning on or after 1 January 2018.
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communication Following the Action Plan 2018, we reinforced the CIBP communication activities as a transversal area across all our projects. In 2015, CIBP communication primarily focused on the 29th CIBP Congress. In order to promote this outstanding event, we designed a specific website: www.cibpcongress.com Designed as a multilanguage platform, cibpcongress.com served as a unique tool for the participants to the event. It allowed them to be constantly informed about the venue, the topics and the speakers, as well as to register to the event. It also allowed to book the flight and to reserve the hotel. Together with the website, CIBP has also disseminated the save the date of the Congress and provided a welcome video, in collaboration with the co-organizer Bancoob. During the event, participants had at their disposal also the journal of the Congress together with the guide of the event with the most relevant information. News and press releases about the Congress were spread worldwide, both on paper and digital media. The event has been intensively covered by blogs and business newspapers in Brazil.à CIBP is increasingly becoming an important hub for sharing information about the Popular and Cooperative banks around the world. In this framework our CIBP newsletter plays a key role. On a weekly basis it informs around 500 people of the CIBP environment on Popular and Cooperative banks’ news, CIBP activities, market changes and the most important regulatory decisions.
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Structure
Organization general presidental committee secretariat
General assembly
Audit committee
executive committee
Comprises
Consists of
Consists of the
Composed by the
Composed by one
representatives
three members
Presidential
President and the
General Secretary,
of all member
and one
Vice-Presidents
four Vice General
organizations
external auditor
Committee and at least one
Secretary and five
delegate per
staff members
member
Mandate of 3 years
Mandate of 3 years
Mandate of 3 years
Mandate of 3 years
Mandate of 3 years
Decision
Audit the books,
Decision
Decision
Coordination,
making body
accounts and
making body
making body
promotion and
for statutory
financial situation
for operative issues
on strategic
monitoring of acti-
orientations
vities
matters
Elects the
Certifies the
Elects the
Nominates the
Implements the
Executive and
conformity
Presidential
General Secretary
decisions of the
the Audit
of accounting
Committee and the
Committees
Executive Committee and
General Secretary
monitor daily development
At least one
One
At least one
One
meeting each year
meeting each year
meeting each year
meeting each year
Permanent nature
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CIBP Governing bodies According to the CIBP Statutes, the governing bodies of the Confederation are:
A
General Assembly
The Ordinary General Assembly is made up of all the members of the Confederation. An Extraordinary General Assembly may be held at the end of an appropriate period after a meeting of the Executive Committee. Extraordinary General Assembly meetings are convened by the President, on behalf of the Executive Committee, where appropriate, or at the request of a full or correspondent member of the Confederation.
B
Executive CommitTee
The Confederation is administered by an Executive Committee consisting of a minimum of five natural persons nominated by several full members (Sponsoring and Ordinary) and a maximum of all natural persons nominated by the full and correspondent members. The Executive Committee holds all powers of management and administration, subject to the powers set by the General Assembly. The Executive Committee may delegate day-to-day management to the General Secretary, whose powers it sets. The General Secretariat, instructed by the Executive Committee prepares the work for the meetings and resolutions of the General Assembly and ensures that its resolutions are executed.
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CIBP Governing bodies According to the CIBP Statutes, the governing bodies of the Confederation are:
c
Presidental COMMITTEE
The Executive Committee delegates powers to the Presidential Committee for taking any important measures required in the interest of all members. Decisions made in this context are required to be explained and reiterated during the next meeting of the Executive Committee.
d
AUDIT COMMITTEE
At the proposal of the Executive Committee, the Ordinary General Assembly appoints an Audit Committee for a term of six years. This Committee consists of three members, chosen outside the Executive Committee, each of whom belongs to a different country and represents an institution that has the status of a full, correspondent or associate member of the Confederation. This Committee audits the books, accounts and financial situation of the CIBP, after the approval of an external accounting firm. The Committee drafts a report that is submitted to the Executive Committee before being presented to the General Assembly for approval.
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Personalities presidential Committee
executive committee
Giovanni De Censi
(ICBPI, Italy) President
Mohamed Benchaaboun
(Banque Populaire du Maroc, Morocco) Vice-President
Alain Declercq
(CPH Banque, Belgium) Vice -President
Monique F. Leroux
(Desjardins Group, Canada) Vice-President
Dominique Martinie
(FNBP, France) Vice-President
Frank Westhoff
(DZ Bank AG, Germany) Vice-President
Carlos Heller
(Banco Credicoop, Argentina)
Sergio Clur
(Banco Credicoop, Argentina)
Christian Pomper
(ĂGV, Austria)
Gerald Fleischmann
(Volksbank Wien, Austria)
Alain Declercq
(CPH Banque, Belgium)
Luc François
(CPH Banque, Belgium)
Marco Aurelio Abreu
(Bancoob, Brazil)
Borges de Almada
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CIBP Annual Report 2015
Edson Nassar
(Bancoob, Brazil)
Monique F. Leroux
(Desjardins Group, Canada)
Eliane Oâ Shaughnessy
(Desjardins Group, Canada)
Hubert Thibault
(Desjardins Group, Canada)
François PÊrol
(BPCE, France)
Nicolas Duhamel
(BPCE, France)
Personalities executive committee
Dominique Martinie
(FNBP, France)
Michel Roux
(FNBP, France)
Andre Joffre
(Banque Populaire du Sud, France)
Uwe Frรŕ¸hlich
(BVR, Germany)
Gerhard Hofmann
(BVR, Germany)
Christian Brauckmann
(WGZ Bank AG)
Wolfgang Kirsch
(DZ Bank AG)
Frank Westhoff
(DZ Bank AG)
Giovanni De Censi
(ICBPI, Italy)
Giuseppe De Lucia
(Associazione Nazionale fra le Banche Popolari, Italy)
Lumeno Michele Stacca
(Banca Popolare di Puglia e Basilicata, Italy)
Mario Alberto Pedranzini
(Banca Popolare di Sondrio, Italy)
Gianluca Jacobini
(Banca Popolare di Bari, Italy)
Mohamed Benchaaboun
(Banque Populaire du Maroc, Morocco)
Hassan El Basri
(Banque Populaire du Maroc, Morocco)
Asma Lebbar
(Banque Populaire du Maroc, Morocco)
Roberto Higuera
(Banco Popular, Spain)
Juan Echanojauregui
(Banco Popular, Spain)
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Personalities Audit Committee
(Banque CPH, Belgium)
Mohamed Karim Mounir
(Banque Populaire du Maroc, Morocco)
Margareta Steffel
(Ä–GV, Austria)
secretary general
Andrea Karner
Vice Secretary General
Andrea Corbella
(ICBPI, Italy)
Hassan El Basri
(Banque Populaire du Maroc, Morocco)
Michel Roux
(FNBP, France)
Dr. Florian StaÄ&#x;berger
(DZ Bank AG, Germany)
Brigitte Colmer
Office Manager
Umberto Di Pasquo
Project Manager
Xavier Gomila
Project Manager
Andrea Matiz
Communication Manager
Valeria Rutgers
Project Manager
General Secretariat
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Didier Durant
CIBP Annual Report 2015
Members ARGENTINA BANCO CREDICOOP COOPERATIVO LIMITADO Reconquista 484, C1003ABJ Buenos Aires Tel.: +54 11 43 20 50 00 Fax: +54 11 43 20 50 00 www.bancocredicoop.coop
AUSTRIA VOLKSBANK WIEN AG Schottengasse 10, 1010 Wien Tel: +43 (0) 1 401 307 - 0 Fax: +43 (0) 1 401 307 - 7600 www.volksbankwien.at
¨ OSTERREICHISCHER GENOSSENSCHAFTSVERBAND LĂśwelstraĂe 14, A-1013 Wien Tel.: +43 (0) 5040041 - 0 Fax: +43 (0) 5040041 - 45 www.oegv.info
BELGIUM BANQUE CPH Rue Perdue 7, 7500 Tournai Tel.: +32 (69) 88 14 11 Fax: +32 (69) 88 14 90 www.cph.be
BRAZIL BANCOOB EdifĂcio Sede SIG (Setor de IndĂşstrias GrĂĄficasĂ ) - Quadra 06 - Lote 2.080, â 3Âş Andar - BrasĂlia-DF - CEP: 70610-460 Tel.: +55 61 3217 - 5201 Fax: +55 61 3217 - 5200 www.bancoob.com.br
BANCO COOPERATIVO SICREDI Av Assis Brasil, 3949 sao Sebastian - Porto Allegre - Brazil Tel.: +55 61 32 17 5201 Fax: +55 61 32 17 52 01 www.sicredi.com.br CIBP Annual Report 2015
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Members CANADA ´ ´ FEDERATION DES CAISSES DESJARDINS DU QUeBEC 100, Avenue des Commandeurs LÊvis - G6V 7N5 QuÊbec Tel.: +1 418 835 2323 Fax: +1 418 833 4769 www.desjardins.com
FRANCE GROUPE BPCE 50, Avenue Pierre Mendès France - 75201 Paris Cedex 13 Tel.: +33 1 40 39 60 00 Fax: +33 1 40 39 60 60 www.bcpe.fr
´ ´ FEDERATION NATIONALE DES BANQUES POPULAIRES 100-104, Avenue de France - 75201 Paris Cedex 13 Tel.: +33 1 40 39 67 71 www.fnbp.fr
GERMANY BUNDESVERBAND DER DEUTSCHEN VOLKSBANKEN UND RAIFFEISENBANKEN (BVR) SchellingstraĂe 4 10785 Berlin Tel.: +49 (0) 30 2021-0 Fax: +49 (0) 30 2021-1900 www.bvr.de
DZ BANK AG Platz der Republik 60265 Frankfurt am Main Tel.: +49 (0) 69 74 47-01 Fax: +49 (0) 69 74 47-16 85 www.dzbank.com
WGZ BANK AG Ludwig-Erhard-Alle 20, 40227 DĂźsseldorf Tel.: +49 (0) 211 778 00 Fax: +49 (0) 21 17 78 12 77 www.wgzbank.de 28
CIBP Annual Report 2015
Members ITALY ASSOCIAZIONE NAZIONALE FRA LE BANCHE POPOLARI Piazza del GesĂš, 46 - 00186 Roma Tel.: +39 06 695351 Fax: +39 06 6795558 www.assopopolari.it
MOROCCO GROUPE BANQUE POPULAIRE 101, Boulevard Mohamed Zerktouni, BP n° 106 22 Casablanca Tel.: +212 522 20 25 33 Fax: +212 522 22 26 99 www.gbp.ma
SPAIN GRUPO BANCO POPULAR Calle VelĂĄzquez, 34 E-28001 Madrid Tel.: +34 91 520 70 41 Fax: +34 91 578 32 74 www.grupobancopopular.com
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ConfĂŠdĂŠration Internationale des Banques Populaires SecrĂŠtariat gĂŠnĂŠral
Avenue des Arts 3-4-5
Tel: +32 (0)2 209 16 80
E-mail: info@cibp.eu
B â 1210 Bruxelles
Fax: +32 (0)2 209 16 89
Web: http://www.cibp.eu