Banca di Roma

1997: a changeful year

The 1997 may be considered at any extent a turning point for the Banca di Roma.
If the privatisation, the nomination of Giorgio Brambilla as General Manager, the 1997-2000 industrial plan definition, as well as the credits clearance are elements that , singular considered, may outline a financial year, they acquire a more important meaning when they occur all in the same period.

Examining the year just closed it comes out the way how those events are the result of a project that aims at the Banca di Roma to become - increasingly - one of the main players in the Italian and international bank sector.
For example, the privatisation has been performed to assure the institution steadiness by creating an enduring group of stock-holders.
This way, for example, the entering of the Toro Assicurazioni was the logic consequence of a collaboration between the Capitoline Bank and the company of Torino, former partners at 50% of the Roma's life insurance department.

Giorgio Brambilla

Under the stockholder-partners formulation as the main guide line, the American multinational EDS has entered too the stable stockholder component. It will charge with the computing services managing on outsourcing. Thanks to this agreement - which considers the passage of 500 employees from the Bank to EDS - the roman Institute expectation is the saving of the 15-18%, related to this activities.
Costs reduction, among which those concerning employment costs, is moreover the main support element of the industrial plan arranged by the Bank. Under this formulation, the employment administration has pursued, since 1997, at the constant research of the most convenient equilibrium point between the costs containment requirements and the increasing of effectiveness and efficacy of all the company's structures, meeting the internal organisation renewal procedures requirements stated in the industrial plan and that also comes from the increasingly dynamic and competitive external market.
In this terms it must be underlined the importance of the agreement that has been sealed at the end of June between the Bank and the Trade-Unions and which have made it possible to realise an instant work-costs reduction, by the means of a temporarily suspension of some agreements until 2000, either introducing solidarity automatism.

Thank to such agreements it has been reached, since 1997, significant savings and it will be possible to act gradually on employment reduction.
During 1997 the bank has developed an intensive training process, which involved 7.640 collaborators, concerning offered commodities/services innovations, procedure and organisation development and organisation requirements, related to employment reduction, just because the Bank is conscious of the importance, mainly in the service department, of the availability of motivate and skilled employees. Nevertheless the costs containment is only one of the aspects, even important, of the industrial plan arranged by the management, to perform the purpose of a two figures ROE on 2000. Under this formulation, in 1997, the Bank keeps on its engagement to better the commercial efficacy and the operating-structural effectiveness, performing interventions in the main structure as well as in the commercial network ones, to pursue a great decisional rapidity, operative concentrations and following scale economic.
Under an operative point of view, Giorgio Brambilla has re-organised the company's commercial network, making it slender and entrusting greater responsibilities to the accounts in the 36 branches all over the territory, removing the role of the per territory manager.
The guide lines pointed out by the General Manager forecast in effect the procedures making slender, the focus on results, the new business research, the employ of a new computing system. Relating to the new business the Banca di Roma will try to return to the corporate market without the mistakes made in the past.
It's the service department the one that seems to offer the better and extremely interesting growing and remunerative standard. That's why since 1997 it have been pursued actions, directed to increase commercial effectiveness taking initiatives aimed to improve time and quality to meet customers requirements.
For example, regarding to families, it has been given great relief to the saving and payments system initiatives, operating fields to which the Bank, under the management of Cesare Geronzi, pays special attention so to develop its own competitive position.
Referring to the managed savings (investment funds and assets management) in accordance to the program lines stated in the industrial plan, it has been arranged to strengthen moreover the market shares, thank to the offer of innovative commodities.
The RisparmiosuMisura plans have a good outcome with our customers; they consist of a mix of different Romagest funds, which meets different combinations risk/remuneration and that have brought consistent collect flows to the bank.
The customers who are featured by more sophisticated financial outline have found in the PatrimoniosuMisura, that is in the investment banking of assets management, consisting of three assets management lines with participation shares to the Group' investments funds, the best offer to their expectations.
The public acceptance degree is widely supported by data for this commodity too. At the end of 1997, PatrimoniosuMisura has reached a magnitude of nearly 870 thousand millions and 6.350 customers.
Results the most positive has been reached by the roman Banking Institute also in the bankinsurance department, as showed by the growing of new output premiums at almost 400 thousand millions, and at nearly 440 thousand millions cash flow, considering the premium instalments related to the policies stipulated in 1996.
Those so good results have contributed to strengthen the Roma's life insurance department market share.
This company has increased in 1997 its commodities portfolio too, directly with a product line named “Progetto Sicurezza”, covering clauses for the institutes of dead, sickness and injury, and indirectly, through the controlled company Giano Assicurazioni, with three new commodities lines that are the Health Project, the Home Project, and Legal Counsel Project, covering correspondingly the expenses for stay in hospital, head of family civil liability and legal expenses due to civil and penal tutorship for rights related to a business activity.
To extend the availability of commodities, the Banca di Roma has stipulated collaboration agreements with the national airlines to activate a “self-ticketing” ticket office in the Italian airports. It has been also carried out the electronic ticketing service - with the collaboration of Biglietto Elettronico Srl - that allows sport and cultural (museums, concerts, theatre) events tickets purchase in the Bank branches.
All those initiatives pursue at the bank to become more and more customer oriented, focusing the customer and his expectations.
Moreover the Bank management is well conscious that, standing the decrease of rates of interest and the increasing of competition, the success of the Banking Institute mainly depends on the quality of the offered services and on the capacity of saving collect.
That is the convincement that has inspired the guide lines of the Banca di Roma 's industrial plan, confirmed by the 1998's first quarter results, which the General Manager exposed and which the daily press reported.

Leadership Medica^®

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