Our approach to IT and business development

Transcription

1 Our approach to IT and business development

2 We are a fullservice bank with four home markets 2

3 Market leading position in our home markets private customers and corporate customers Loans (p) Loans (c) Deposits (p) Deposits (c) Payments Funds 23% 17% 21% 20% 36% 20% 46% 37% 55% 44% 59% 42% 31% 18% 32% 16% 50% 42% 34% 18% 40% 23% 49% 37% (p) private (c) corporate Loans corporate excluding the Swedish National Debt Office and repurchase agreements Payments include BankGiro for Sweden, domestic payment transactions (Estonia, Latvia, Lithuania) 3

4 Who we are our identity We enable people, businesses and society to grow. Vision Open Simple Caring Values Promoting a sound and sustainable financial situation for the many households and businesses. Purpose 4

5 Our wanted position describes the bank we want to be and sets our development agenda We are the leading bank for the many households and businesses in our home markets We have satisfied and loyal customers who trust us We run a profitable and sustainable bank 5

6 75% DIVIDEND PAY-OUT RATIO RETURN ON EQUITY TARGET REMAINS 6

7 2018 and 2019 priorities will further increase customer satisfaction, revenue and cost efficiency 1 Channel transformation and improved digital experience 3 Digital payment solutions / e-commerce 5 Leverage on automation 2 Offers based on customer data 4 Digital lending process N W E S 7

8 Theme 1 Swedbank s approach to IT and business development March 2018 Theme 2 Our customer offering May 2018 Theme 3 Digitalisation of lending process and digital payment solutions September 2018 Theme 4 Channel transformation December 2018

9 Our approach to IT and business development Our strong starting position Ability to focus on front end development of customer services Our innovative and agile culture Strong innovation culture and agility enabling short time to market Our future development focus Increased service levels AND cost efficiency

10 Anders Ekedahl, Head of Group IT Our strong starting position

11 Our infrastructure has evolved into a flexible core platform CUSTOMER Online banking is introduced Mobile bank for youth Mobile BankID First hybrid attempt First PFM and aggregation of transactions Online equity trade introduced First mobile apps First APIs Virtual assistant First third party integration Open Banking site is launched 1980 Modular architecture Deposit System replacement Channel framework refresh BB campaign Multibank support Multiple channel architecture Acquisition of Hansabank Renovation of financial infrastructure INFRASTRUCTURE

12 SEPARATION Well positioned for the future: Modular infrastructure allows us to focus on front-end customer solutions Our foundation CHANNELS CHANNELS CHANNELS PROCESSES & SERVICES DATA PRODUCTS PRODUCTS PRODUCTS SEPARATION Modular simplified product integration Layered simplified channel extensions Early Customer & Analytical information investments Two application portfolios servicing Swedbank and Savings Banks Step-wise renovation Channels CRM Payments Lending Enterprise Target Architecture established as part of structure capital

13 14% GROWTH IN BACK-END TRANSACTIONS 15% GROWTH IN CARD TRANSACTIONS Systems capacity to scale up 42% REDUCTION IN CRITICAL INCIDENTS 2111 TRANSACTIONS / SECOND IN PEAK PERIOD

14 Enhancing our cyber security measures ONE STEP AHEAD Understand the flow of money and information in the bank Hunt for intruders, malware and fraudsters Foster a security aware corporate culture Understand the threats in detail Know and inform about the actual security capabilities in the bank Practice for the unavoidable and the implausible Design for security in new services and solutions RIGHT BALANCE SOUND AND SUSTAINABLE Invest into technology and processes along the cyber kill chain Organise and govern all information security work within the Group

15 Lotta Lovén, Head of Digital Banking Our innovative and agile culture

16 1bn DIGITAL INTERACTIONS 50% SALES THAT ARE COMPLETED DIGITALLY High digital penetration with even greater potential 4m DIGITALLY ACTIVE CUSTOMERS 80% DIGITAL CUSTOMER SATISFACTION

17 A clear ambition in our channel strategy We provide frictionless customer experience in all channels Our daily banking offering is fully digital We are primary access point for our customers Our local presence and personal service compliment our digital channels

18 Customer behaviour can change quickly SWEDEN - INTERNET BANK SWEDEN - MOBILE APP BALTICS - INTERNET BANK BALTICS - MOBILE APP

19 Our digital launches has followed the changes in customer behaviour ONLINE EQUITY TRADE INTRODUCED NEXT GENERATION INTERNET BANK FIRST APIs LAUNCH OF YOUTH AND CORPORATE APPS FIRST PFM AND AGGREGATION OF TRANSACTIONS OPEN BANKING SITE LAUNCHED ONLINE BANKING IS INTRODUCED FIRST APP LAUNCHED 2 ND GENERATION APPS INCLUDING TABLETS VIRTUAL ASSISTANT ON.SE VIRTUAL ASSISTANT IN FIRST THIRD PARTY MOBILE INTEGRATION

20 The customer is always in Customer Satisfaction Program User experience and service design focus

21 Digital Banking workforce planning Built for the future 30 / 30 / 30 Customer -facing Process managers New tech skills

22 Innovation is constant - the format is evolving INTERNAL WITH OTHER BANKS WITH FINTECHS OPEN BANKING

23 Swedbank is on an agile journey Simplify IT and business developers integrated into business units Synergies, quality and time to market

24 MinaTjänster - six months from idea to launch 4.8 of 5 customer satisfaction rate Nominated for MOST PROMISING PARTNERSHIP AWARD

25 Our virtual assistant now integrated into all digital channels INTERNET BANK VOICE CHAT VIRTUAL ASSISTANT EXTERNAL PLATFORMS CRM SYSTEM VIDEO You can contact the virtual assistant through any digital channel or contact centre MOBILE BANK CONTACT CENTRE The CRM system enables a high quality Omni-channel experience by keeping track of customer data and status on errands BOOKED IRL MEETING HIDDEN AGENT Virtual assistant as 1 st line of resolutions and internal support The virtual assistant answers directly in the channel. If the virtual assistant cannot answer your questions, it will escalate to the relevant 2 nd line of resolution 2 nd line of resolution Depending on the question, type of customer and time of the day rules define what escalation point is suitable

26 Adopting intelligent automation tools will enable us to improve customer experience and process efficiency Text Robotics Text Cognitive Text AI Efficient automation of repetitive and highvolume activities that follow pre-defined rules based on structured data Works on unstructured data and human communication to support decision making combined with execution through robotics Learns from experience and helps us perform complex analysis and risk based judgements Robot and CRM to interact with virtual assistant in order to serve the customer

27 Lotta Lovén, Head of Digital Banking Our future development focus

28 We know where we are going and how to get there Business heads accountable for revenue projection and cost implications COST EFFICIENCY FOCUS CUSTOMER EXPERIENCE FOCUS NKI DIGITAL CHANNELS NKI is directly affected by our ability to launch innovative services INNOVATION TO SUPPORT ADJUSTED BUSINESS MODEL CHANNEL INTEGRATION AND USE OF CUSTOMER DATA E-ENABLERS & DIGITISED PRODUCTS USAGE DIGITAL CHANNELS DEVICE INDEPENDENT BANKING SOLUTION MOBILE & TABLET SOLUTION, ADDING MORE SERVICES MOBILE BANK AND NEW TECHNICAL PLATFORM DIGITAL ROAD MAP DIGITAL ROAD MAP

29 Investing in key digital projects VIRTUAL ASSISTANT CRM PSD2 & OPEN BANKING DIGITISE CORPORATE FUTURE LENDING PLATFORM Customer service through chat Personal assistant in digital channels Proactive offers Connecting to activity feed Regulatory and partner APIs Aggregation Integrate third parties Activity feed New internet bank and mobile bank Digitalisation of daily banking for corporates Digitalisation of cash management Digitalisation of all lending products Focus om mortgage and corporate lending

30 Group solutions to support efficiency and speed SAME MOBILE BANK INTERFACE HARMONISED PROCESSES OPEN BANKING SOLUTION CRM MENIGA VIRTUAL ASSISTANT CHANNEL CONCEPTS BANKID AS INSPIRATION FOR SMARTID

31 Open banking infrastructure enables endless possibilities for collaboration BANK AGGREGATE DATA API / BANK AS A PLATFORM FINTECHS DISTRIBUTE NEW REVENUE STREAMS PRODUCTS COLLABORATE BACK MIDDLE FRONT

32 Open Banking a new channel 4 Embed 3 rd party service in Swedbank channel To launch big, you need to become a commercial partner 3 Active relationship, Premium API 2 Open API test access Anyone is welcome to innovate in small scale with customer consent Also used as base for our on-going accelerator 1 Minimum relationship, PSD2 API Registered TPPs must be given mandatory access

33 We secure delivery through accountability and clear measures Digital active customers, % Digital sales and service, % Growth in digital activities, % Availability in digital channels, % Customer satisfaction in digital channels, %

34 Strong starting point and ability to build on existing infrastructure Ability to quickly assess partnership / acquisition value-add compared to in-house development Agile innovation culture and operating model that ensures high quality and short time to market Value realisation to deliver 15% ROE

35 BIRGITTE BONNESEN GROUP CEO LOTTA LOVÉN HEAD OF DIGITAL BANKING Q&A ANDERS EKEDAHL HEAD OF GROUP IT GREGORI KARAMOUZIS HEAD OF INVESTOR RELATIONS

36 Theme 1 Swedbank s approach to IT and business development March 2018 Theme 2 Our customer offering May 2018 Theme 3 Digitalisation of lending process and digital payment solutions September 2018 Theme 4 Channel transformation December 2018

37