CREDIT AGRICOLE SA: Crédit Agricole S.A. launches its 2025
Medium-Term Plan "2025 AMBITIONS"
Montrouge, 22 June 2022
Crédit Agricole S.A. launches its 2025
Medium-Term Plan
2025 AMBITIONS
Dominique Lefebvre, Chairman of Crédit Agricole
S.A.:
“In an opaque short term environment,
our course remains very clear: to help all our customers
and all our regions through situations that
are, at
times,
difficult, and to commit
ourselves as facilitators and accelerators of
social and environmental
transitions.”
Philippe Brassac,
Chief Executive Officer of Crédit Agricole
S.A.:
“It is now easier to
think long-term than it is to predict the
short-term. Thanks to our universal
banking model, we continuously outperform, and this allows us to
support each of our customers and to
act for tomorrow. By creating two new
business lines to make energy transition accessible to all, and to
facilitate access to care and ageing services, we are
extending our mission as shapers of the
future. "
Xavier Musca, Deputy Chief Executive
Officer of Crédit Agricole S.A.:“Our 2025 trajectory is
one of amplification, based on strong organic growth potential
with a target of over one million additional
customers. We will continue our efforts to equip
customers, and we will launch differentiating offers that meet
their new needs: entry-level products, transition support offer,
new mobilities and development of technological platforms.
For each business line, we will both
innovate and build upon a winning
strategy. "
Jérôme Grivet, Deputy
Managing Director of Crédit Agricole S.A. in charge of
Steering Division:“2025
Ambitions” is about strong
growth. This is notably made possible by
accelerating our technological, digital and human
transformation. To this end, we are allocating
around twenty billion euros to IT and digital
sending over the period, including one billion euros in
investment programs for
technological transformation.For Crédit Agricole S.A.,
this Plan aims to produce a net
income of
more than €6 billion and to strengthen our
profitability, which is already among the best in Europe,
with a return on tangible equity of more than 12%. The 50%
cash pay-out policy will allow us to strike the right balance
between attractive remuneration for shareholders and financing of
the Group’s growth. "
Clear goals in an unprecedented
context |
The period that is beginning is
unique: the “medium term” is no longer observable.
It has made way for a “short term” horizon that is particularly
opaque under the combined effects of multiple crises, and a true
“long term” that has never been so clearly expressed by politicians
and public opinion: decarbonisation of energy, preservation of
biodiversity and the environment, health solutions in increasingly
ageing societies, the necessary progress in agricultural and
agri-food techniques, and social inclusion that is essential to the
stability of our societies. All in all,
2025 Ambitions is part
of this
paradigm: it’s easier to think long-term than to
predict the short-term. Our roadmap remains
clear: help all our customers and all our territories
through sometimes difficult situations in the short-term, and act
for tomorrow, by committing ourselves as facilitators and
accelerators of all societal transitions. Our
historical model, which combines utility and universality,
and our long-standing commitment to
major societal transitions will enable us
to achieve these objectives.
- Our
2025 amplification
trajectory is based on the strong organic growth
potential with over one million additional customers. Our business
lines are leaders in Europe and will continue to develop and expand
their offers to answer changing needs and support transitions.
- For Crédit Agricole S.A., this Plan
aims to produce a Net Income of more than
€6 billion and strengthen profitability,
which is already among the best in Europe, with a return on
tangible equity of more than 12%.
- In the long term, 2030 and beyond,
the Group is organising and structuring two new business lines that
will support society and lead to development opportunities.
We are launching Crédit Agricole Transitions & Energies
to make energy transitions accessible to all and to accelerate the
advent of renewable energy.
We are launching Crédit
Agricole Santé & Territoires
to facilitate access to healthcare and ageing
services.
|
|
2025
Ambitions
The Crédit
Agricole Group and its model
A new Plan that
builds on our winning formula: Utility X Universality
We have expressed our desire to be socially
useful since the creation of the Group: financing agriculture,
providing households with access to banking services, facilitating
home ownership... collective goals that have been real growth
drivers for the Group.And we combine utility with universality:
acting in the service of all customers, answering all their
financial and savings needs, in all territories, via all
channels.It is this combination of social utility and universality
that allowed us to create our global relationship model, the
Universal Bank, served by Business Lines, capable of their
stand-alone development. These Business Lines have all become
leaders and consolidators in
their respective markets: Amundi is Europe’s leading asset manager,
Crédit Agricole Assurances France’s leading insurer, Crédit
Agricole Consumer Finance and CACEIS in the Top 3 in Europe, and
Crédit Agricole CIB one of the leading European Corporate &
Investment Banks.
The Group has recently demonstrated the
relevance of this model. It has delivered steady growth and
performance in the face of multiple challenges, including
the Covid crisis. Over the last six years, Crédit Agricole S.A.’s
revenues grew by an average of +5% per year. Between 2017 and 2021,
the underlying ROTE outperformed the ROTE of ten major European
banks by +4.4 percentage points (pp) on average each year.
In 2021 Crédit Agricole
S.A. met its 2022
Medium
Term
Plan’s financial
targets, yet again a year ahead
of schedule, while strengthening its position. Its
underlying Net Income Group Share reached €5.4 billion, with a low
cost to income ratio of 57.8%. Underlying Return on Tangible Equity
(ROTE) was 13.1%, and CET1 was 11.9%, +4.0 percentage points above
regulatory requirements. The Group supported customers during the
Covid crisis by financing €30 billion in State-Guaranteed Loans,
i.e. 24% of the total volume in France. It continued its digital
transformation, launching innovative platforms such as Blank, a
neo-bank for professionals, or Youzful for youth employment. It
continued to support social transformations: climate, as the
leading private financier of renewable energy in France; inclusion,
with 270,000 EKO and LCL Essentiel accounts; the elderly, thanks to
a dedicated solidarity fund with 500,000 beneficiaries; and
professionals, with an extra-contractual cooperative gesture of
€240 million to cover their operating losses.
Horizon 2025:
The natural amplification of our expansion
Strong organic growth potential
complemented by targeted partnerships and acquisitions
In this uncertain environment up to 2025, Crédit
Agricole S.A. can rely on its strong organic
growth potential. The Group aims for one million
additional retail banking customers by 2025 and intends to increase
the equipment of customers in protection insurance, savings
solutions and real estate. It will broaden and adapt its offers
(more accessible, more responsible and more digital) in order to
support new needs. In addition, the Group will continue its
partnerships and targeted
acquisitions strategy, while respecting its profitability
constraints (ROI >10% in 3 years). With Ambitions 2025, Crédit
Agricole S.A. aims to forge new distribution partnerships with
financial players, as well as industrial and technological
partnerships.
Business lines objectives and
priorities
LCL: a bank serving
entrepreneurs, urban and high net worth
customersWith an improved cost to income ratio and net
promoter score, LCL is now an optimised, agile and innovative bank.
LCL has a distinctive positioning, with a strong base of urban,
entrepreneur and hight net worth customers. By 2025, the bank
intends to strengthen this positioning and develop its offers and
equipment for these customers. It aims to build upon its expertise,
with a strategic and equity financing advisory offer, and a private
bank for entrepreneurs and executives. It aims to accelerate its
focus on digitalisation and innovation as well as on energy
transition offers.
Retail banks outside
France: Italy, Poland, Egypt, Ukraine
CA Italia is the 6th largest commercial bank in
Italy with a 5.5% market share. With Ambitions 2025, it plans to
accelerate its focus on digital solutions, ESG and four product
segments (real estate, agri-food, non-life insurance, managed
savings). The bank aims to increase operational efficiency thanks
to synergies linked to the integration of Creval and FriulAdria,
the optimisation of its network and the significant increase in
self-care and digital solutions (leading to a 3% decrease in the
cost to income ratio by 2025).
With its “Accelerate” Plan, CA Bank Polska
focuses on organic growth of its customer base, with a target of
more than 60% new customers by 2025. To this end, the bank is
developing its digital capabilities and functionalities, and aims
to strengthen its long-channel consumer credit position (20% of
market share) in order to develop its franchise in other segments.
It also aims to capitalise on EFL’s (CAL&F’s subsidiary and
Poland’s second largest leasing company) customer base, in order to
develop its professional and very small businesses activity.
In Ukraine, the Group’s presence should enable
it to contribute, in due course, to the country’s reconstruction
efforts.
In Egypt, Crédit Agricole plans to continue
developing its corporate and wealth management customers franchise,
in order to consolidate its position as the leading European bank
in the country.Crédit Agricole Assurances: diversification
of core offerings and development on health and
retirement
Given the changing economic, social and
environmental context, Crédit Agricole Assurances plans to continue
enhancing its savings solutions, with a broader range of
responsible investment products and a higher proportion of
unit-linked products, in line with customer expectations. CAA
targets €345 billion in assets under management, including more
than €110 billion in unit-linked products by 2025, of which €28
billion in responsible-labelled unit-linked products. Crédit
Agricole Assurances also aims to accelerate its development on
property and casualty insurance with a target of 2.5 million
additional P&C contracts for individuals.The insurance company
will also accelerate its focus on health and retirement. It plans
to build a management platform combining the best of human and
digital resources and aims to increase the number of health
beneficiaries by 40% by 2025. The insurer plans to build a
comprehensive retirement offer, with the creation of a dedicated
insurance company, the implementation of a digital retirement
preparation guidance and advice platform, and the deployment of a
range of “ageing well tomorrow” services with a target of €23
billion in retirement assets by 2025.
Specialised Financial Services (CACF and
CAL&F): new mobilities
and energy transition
support
Crédit Agricole Consumer Finance (CACF), thanks
to the new agreement with Stellantis, due to come into effect in
the first half of 2023, aims to create a European leader in
mobility, with an objective of one million vehicles under long-term
leases (LLD) by 2026. In addition, with the acquisition of FCA Bank
and LeasysRent, CACF is strengthening its automotive financing
capabilities, with an industrial platform covering 18 European
countries, and its mobility offer (including short-term rentals) to
answer changing customer needs and environmental challenges. By
2025, one out of two new vehicles financed by CACF should be
green.
Crédit Agricole Leasing & Factoring
(CAL&F) is developing a complete range of corporate services,
upstream and downstream to financing. It will continue to expand in
Europe with pan-European factoring platform and leasing
marketplaces. It will continue to support companies’ energy
transition, with a digital diagnostic and advisory platform (Energy
Transition Hub). It will contribute to the financing of renewable
energies through Unifergie with a target of €2 billion in annual
financing of renewable energies by 2025 (x2 compared to 2021).
Asset gathering
(Amundi and Indosuez
Wealth Management): responsible savings and technology
services
Amundi’s objectives are to increase its
commitment to responsible investment, strengthen its leadership in
asset management, become a key player in technology and services
across the entire savings value chain and pursue value-creating
acquisitions. Its aim is to be a global leader in asset management,
creating value for all its stakeholders.
Indosuez Wealth Management intends to accelerate
its growth by developing its value proposition for its high net
worth customers, the affluent customers of the Group’s banks, but
also for Family Offices and the NextGen segment1. The bank will
strengthen its real-assets customer solutions, in particular real
estate and non-listed investments. The bank will also strengthen
its ESG commitment, with the goal of multiplying ESG investments by
5. Indosuez is finally aiming to change the dimension of its
subsidiary Azqore through new commercial partnerships.
Large Customers (Crédit
Agricole CIB and CACEIS): expertise and
industrialisation
Crédit Agricole CIB is evolving to better
support its customers’ energy transition, notably by developing its
expertise in new technologies (e.g. hydrogen) and creating a
Sustainability Community of ~250 experts. The bank is also pursuing
this customer-centric strategy by accelerating its European
activities, with an extended sector and product offering and the
industrialisation of its business lines, particularly on debt
financing.
In addition to developing its core businesses,
CACEIS aims to strengthen its offering (e.g. ETFs, pension funds,
fund distribution services, middle office, PERES2, digital assets)
in an evolving asset servicing market. It plans to continue
improving operational efficiency thanks to the growth in revenues
and the implementation of its group transformation project, in
particular through the development of competence centres and the
increased digitalisation of processes.
Accelerating
on cross-functional business lines and
technological services
Payments: 20% revenue growth by
2025 The Group’s Payments business line is the historical
leader in France for individuals and merchants, and it aims to
strengthen this position with new offerings. For individuals,
the Group plans to launch a split payment and payment initiation
offer, based on Linxo’s technology. For merchants, the Group aims
to increase its e-commerce market share and create an omnichannel
acceptance offer for all segments, through partnerships.
Real estate:
comprehensive and integrated green
solutionsFor private individuals, the Group plans to
integrate real estate services directly into its retail banks
(transaction, property management, support for energy
renovation).It aims to create a social and green impact real estate
investment trust to support customers in their energy renovations
and support local authorities in the renovation of their urban
centres.
Digital banks
(BforBank, Blank):
accelerating on individuals and
professionalsIn early 2023, BforBank plans to announce a
new positioning with European ambitions. €450 million over five
years should be invested. Blank, the neobank for professionals,
continues to develop its own brand and should shortly be
white-label distributed by the Group’s banks. It aims to have
250,000 customers by 2025.
Rise of
technology as-a-serviceTechnology
services are a growth driver for the Group: today, two technology
platforms, Azqore and Amundi Technology, are provided to more than
thirty players. The Group intends to pursue this commercial
development, and targets €240 billion in assets under management
for Azqore by 2025, a fivefold increase in revenues for Amundi
Technology, and the development and marketing of new platforms.
Two key success factors: digital
transformation and human responsibility
Crédit Agricole S.A.’s targets are based on a
digital relationship model enhanced by human
responsibility. The bank aims for a 75% rate of
digital-channels users, as well as 15% of full-selfcare sales.
Innovation capacities should also be strengthened,
building upon La Fabrique by CA, to cover 100% of the innovation
cycle. This digital transformation will be supported
by €20 billion of IT and
digital spending over the period,
including €1 billion for technological transformation
investments. Crédit Agricole S.A.’s ambition is to
continue streamlining its organisation and transforming its
management and culture with the goal of becoming the preferred
socially responsible employer in financial services in France, and
ranking among the Top 5 in Europe. To this end, strong and concrete
commitments are announced, to attract, retain and develop the
skills of employees.
Ambitions 2025: Financial
trajectory
Ambitions 2025 builds upon the previous plan,
whose financial targets were yet again reached a year ahead of
schedule.
It aims for strong growth in earnings
and profitability, while confirming
the financial strength of Crédit Agricole SA. In a
context of strong economic uncertainties and climate urgency, the
#Ambitions2025 Plan relies on the Group’s regular and permanent
development capacities.
The economic scenario leads to
conservative assumptions:
moderate growth (around 1.9% in the Eurozone by 2025) and contained
rise in interest rates by 2025 (10-year swap at around 2.0% in
2025). The Plan incorporates a 40 bp cost of risk assumption for
Crédit Agricole S.A. (25 bp for the Crédit Agricole Group) in line
with the previous Medium-Term Plan.
Crédit Agricole S.A. targets strong
profitability, with net income, Group share of
more than €6 billion euros by
20253, and an increase in the
return on tangible equity (ROTE) target
to over 12% by 2025. This objective is secured on
the one hand by the Group’s development model, based on a balanced
and diversified business mix, with leading and profitable business
lines, and on the other hand thanks to continued efforts to improve
operational efficiency.
Revenues would be balanced and would
increase in all business lines, with an average annual growth rate
between 2021 and 2025 of around +3.5%4.
Jaws excluding contribution to the Single Resolution Fund (SRF)
would be about +0.5 percentage points on average between 2021 and
2025 (about +1.4 percentage points including SRF), with positive
jaws in all business lines. Ultimately, the growth in profit would
be around +3% per year between 2021 and 2025 on average (+4.7%
compared to the income target of the previous MTP).
The cost to income
ratio would be
kept low, with a cap of 60%
throughout the MTP, excluding contribution to SRF. This
cap would be reduced to 59% after the introduction of IFRS17
reform, scheduled for early 2023. It includes investments in the
development of New Business Lines and in IT and Digital
transformation. Decentralised management of operational efficiency
within Crédit Agricole S.A. leads to business-line cost-to-income
targets5.
The CET1 solvency ratio targets
as of end of 2025 for Crédit
Agricole Group and Crédit Agricole S.A. are well above the
regulatory requirements. Crédit Agricole Group is the
strongest of the European G-SIBs. The cooperative model has enabled
organic generation of CET1 capital of 60 basis points at the Crédit
Agricole Group level between 2015 and 2021.
The 2025 CET1 target for the Crédit
Agricole Group is above or equal
to 17%. The TLAC target is above or
equal to 26% excluding eligible preferred senior
debt. Furthermore, the Stable Resource
Position target of between €110 and €130
billion allows the regulatory requirement for the
structural liquidity ratio “Net Stable Funding Ratio (NSFR)” to be
comfortably met.
The Group’s efficient and flexible structure
allows for an optimised CET1 target for Crédit Agricole
S.A. throughout the MTP, at 11%, combined
with a floor, at all times, of 250 basis points
above SREP requirements (with a strategy of optimising the
AT1 compartment). Revenue growth should exceed RWA growth for
Crédit Agricole S.A., and the impact of Basel 4 should be neutral
in 2025 for Crédit Agricole S.A.6
Crédit Agricole S.A.
targets a dividend
pay-out target
of 50% in cash, maintained even
in the event of fluctuations around the CET1 target, striking the
right balance between attractive remuneration and financing Crédit
Agricole S.A.’s growth. In 2023, Crédit Agricole S.A. intends to
submit for approval of its Annual shareholders’ General Meeting an
additional payment of €0.20 per share pertaining to the 2019
dividend that had not been paid. Employee capital increases should
moreover be combined with share buyback operations (subject to the
Supervisor’s approval) to offset their dilutive effect.
Crédit Agricole
S.A.’s 2025
financial
targets.
|
Reminder of 2022 targets |
2025 Targets |
Net income, Group share |
> €5 billion |
> €6 billion |
ROTE |
> 11 % |
> 12 % |
Coex excl. SRF |
<60 % |
<60 % |
Target CET1 |
+ 11 %> 16% GCA |
11%7,
≥17% GCA |
Distribution rate |
50% cash |
50% cash |
Long-term
horizon, 2030 and beyond: Societal transitions and
new businesses
As always, committed to
major societal transitions
As a responsible and committed player, the Group
adopts a fair climate transition approach that preserves social and
territorial cohesion. This approach is based on three priorities:
acting for climate, strengthening social cohesion, in particular by
acting for equal access to healthcare, and ensuring the success of
the agricultural and agri-food transitions.
For climate, the Group’s action is consisted
with its contribution to global carbon neutrality by 2050. End
2021, Crédit Agricole initiated a major methodological project to
define decarbonisation trajectories for ten economic sectors
financed by the bank, applicable to each business line and each
entity. These ten sectors account for 75% of global carbon
emissions and 60% of the Group’s credit exposure. This work is
based on the International Energy Agency’s Net Zero Emissions
scenario and follows the Glasgow Financial Alliance principles to
chart a progressive withdrawal from the highest CO2-emitting
assets. The path is complex. It requires enhanced customer dialogue
to facilitate decarbonisation of the economy while avoiding social
shock.
Crédit Agricole has already mapped out its
gradual withdrawal from the oil and gas sector by setting a target
of drop in sector-financing-related CO2 emissions by 30% in
absolute value between 2020 and 2030. We are also committed to
supporting the decarbonisation of the automotive sector by reducing
the carbon intensity of our sector portfolio by 50% over the same
period (Crédit Agricole CIB, Crédit Agricole Consumer Finance and
Crédit Agricole Leasing & Factoring France portfolios).
The target for the reduction of our own carbon
footprint, scope 1 and 2 (energy, fleet and business travel) is
also set at a minimum of 50% by 2030.
The sectoral trajectories that we will continue
to define and publish in 2022 and 2023 will be accompanied by
action plans to ensure their implementation. For the oil and gas
sector, the action plan will include the adoption of a new policy
in line with the recommendations of the Glasgow Financial Alliance
for Net Zero.
At the same time, Crédit Agricole is
accelerating its support for renewable energies by targeting 60%
growth in CACIB’s exposure to low-carbon energies by 2025 and the
achievement of 14 GW of installed capacity via Crédit Agricole
Assurances’ investments in 2025.
To go further, the
Group is structuring and
launching two new business lines
To go further, Crédit Agricole Group is
launching two new Group-wide business lines:
- Crédit Agricole Transitions
& Energies, to make energy transitions accessible to
all,
- Crédit Agricole Santé
& Territoires to facilitate access to
healthcare and ageing services.
The launch of Crédit Agricole Transitions &
Energies should help accelerate and strengthen the implementation
of our climate strategy. This new business line aims to support our
customers from the diagnostic and advisory phase through to the
implementation of their roadmaps, including installation, financing
of innovative equipment and infrastructure and the creation of new
business models. Crédit Agricole Transitions & Energies plans
to support them over the long term, would be able to commit
contractually to tangible results and would draw on all the Group’s
expertise as well as on strategic partnerships.
Through Crédit Agricole Transitions &
Energies, and taking advantage of the Group’s experience in
financing renewable energies over the past 20 years, Crédit
Agricole would also provide massive support for investment in
renewable energies, giving priority to the structuring of strategic
partnerships and the relocation of production in short circuits.
This activity should support the installation and operation of
energy production equipment on its own behalf and for third
parties. Crédit Agricole Transitions & Energies should also
work to roll out green energy offers for the Group’s customers.
Crédit Agricole Transitions & Energies
brings together the management of all the Group’s energy transition
offerings and services. It is built around four areas:
- Expertise in advising and
supporting the energy transition of professionals,
farmers, companies and the public sector;
- The structuring of
Energy Transition Support Solutions;
- Financing
Solutions relying on the financial engineering of the
entire Group;
- Contribution to the
deployment of renewable energy.
Crédit Agricole Santé &
Territoires is built around four areas:
- Establishment of a “Ma
Santé by CA” platform for guidance and support in health
care;
- Launch of measures to
combat medical deserts in partnership with key
players in the sector: creation of an open national
telemedicine platform, deployment of health centres in the
regions, support for health professionals in new practices
combining telemedicine, connected equipment, etc.
- Creation of a digital
service platform for seniors and their caregivers,
capitalising on internal and external services;
- Participation in the
deployment of non-medicalised collective housing models
that are closer to the expectations of seniors
(assisted-living residences, inclusive housing) in partnership with
specialised players.
CREDIT AGRICOLE S.A. PRESS
CONTACTS:
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Chavagnac Olivier
Tassain Mathilde
Durand |
+ 33 1 57 72 11 17
+ 33 1 43 23 25 41 + 33 1 57 72 19 43 |
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1 NextGen: children of customers or successful young
entrepreneurs2Private Equity and Real Estate Service3 The impact of
IFRS17 on the result would not be significant4The average annual
revenue growth rates between 2021 and 2025 are 1-1.5% for LCL, 4-5%
for CA Italia, 8-9% in the Specialised Financial Services Division,
and 4-5% in the Major Customers Division.5 Operating ratio
excluding SRF below 65% for LCL, 61% for CA Italia, 15% for CAA,
including a 15 percentage point effect from the IFRS17 reform, 54%
for asset management (excluding depreciation charges on intangible
assets), 78% for wealth management, 47% for consumer credit, 52%
for leasing and factoring, 55% for corporate and investment
banking, and 70% for institutional financial services. 6The impact
of Basel 4 will be neutral overall for Crédit Agricole Group in
2025, and the output floor will only have an impact at Crédit
Agricole Group level from 2029 onwards according to our
estimates7Floor of 250 bp above SREP regulatory CET1
requirements
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