4. cibp projects and working groups.pdf

8/17/2019 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)


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)


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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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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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


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)


• Fotis Filippopoulos (Shakesteer)



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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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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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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


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)


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)


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



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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:


4. cibp projects and working groups.pdf

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