France Banking 5 Mar 24 – INDUSTRY SNAPSHOTS
BNN Breaking - BNP Paribas Embarks on €1.055 Billion Share Buyback Programme, Receives ECB Nod -
For the complete story, see:
For the French language, see:
Les Echos - Crédit Mutuel Arkéa sees its 2023 result fall by more than 30% -
For the French language, see:
Other Stories
MoneyVox -
Ouest-France - Who is
L'Alsace - Crédit Mutuel du District de Mulhouse: thinking about the bank of tomorrow -
La Voix du Nord - Calais: the Crédit Mutuel job tour passes through Boulevard Pasteur -
The Paypers - Crédit Agricole du Maroc partners Entrust -
Media Releases
Crédit
Crédit
Drivers and consequences of consumer alienation in the French retail banking sector - By
Industry Overview
France Banking Industry
Banque de
Overviews of Leading Companies
Crédit
Crédit
Société Générale Group (XPAR: GLE)
Associate:
News and Commentary
BNN Breaking - BNP Paribas Embarks on €1.055 Billion Share Buyback Programme, Receives ECB Nod -
For the complete story, see:
For the French language, see:
Les Echos - Crédit Mutuel Arkéa sees its 2023 result fall by more than 30% -
For the French language, see:
MoneyVox -
For the French language, see:
Ouest-France - Who is
For the French language, see:
L'Alsace - Crédit Mutuel du District de Mulhouse: thinking about the bank of tomorrow -
For the French language, see:
La Voix du Nord - Calais: the Crédit Mutuel job tour passes through Boulevard Pasteur -
For the French language, see:
The Paypers - Crédit Agricole du Maroc partners Entrust -
Crédit Agricole du Maroc has partnered with Entrust, a provider of secure digital solutions, to enhance the digital payment experience for its customers.
For the complete story, see:
https://thepaypers.com/payments-general/credit-agricole-du-maroc-partners-entrust--1266884
Media Releases
This project would materialize through the acquisition of a majority stake by the
This company, controlled exclusively by the
This project will be subject to an information and consultation procedure with the staff representative bodies of each of the two Groups before the signing of the final agreements, which must first be approved by their respective governance bodies.
The effective completion of this project will be subject to obtaining approvals and authorizations from the competent authorities.
Crédit
The Amundi USD Corporate Bond Climate Net Zero Ambition PAB - UCITS ETF tracks the Bloomberg
The index tracked by the ETF provides exposure to investment grade dollar-denominated corporate bonds, applies strict ESG exclusion filters for companies involved in controversial activities [3] , and is designed to be compliant with the criteria of the
Crédit
Crédit Mutuel wins the Customer Relations Podium® for the 12th time in the banking 1 category and once again enters the Top 10 in the ranking for all sectors of activity combined.
Organized by
Daily commitment from teams throughout the territory
In the Banking category, Crédit Mutuel obtained better scores than competing banks on co-creation, loyalty, responsibility, pedagogy, the surprise effect and the autonomy granted to its employees.
A result reflecting the effectiveness of proof mutualism
This award reinforces the proof mutualism approach, a strategy which guides all of the company's initiatives.
Crédit Mutuel makes commitments aimed at building a sustainable and equitable future for all. An approach which is more than ever integrated into the history of the group to support members and customers in the many challenges and transformations to come.
Orange and
Orange and
Customers in both
Orange and
Orange expresses its gratitude towards the employees of
"This project contributes to the successful execution of our Lead the Future strategic plan to consolidate our leadership in our core business," explains
"We are delighted to have concluded these agreements with
https://group.bnpparibas/en/press-release/orange-and-bnp-paribas-conclude-their-exclusive-negotiations-by-signing-several-agreements
Drivers and consequences of consumer alienation in the French retail banking sector
Abstract
The value co-destruction process has been heavily studied in recent years. However, most studies have focused on the value of co-destruction's emotional and behavioral consequences without considering its psychological impact on consumer behavior. This study bridges this research gap by examining consumer alienation as a fundamental psychological state that underpins the value co-destruction process. Its primary objective is to delve into the significance of alienation within retail banking, uncovering its underlying causes and consequences. Furthermore, the study examines how the external locus of control affects the behavior of alienated consumers. The data were collected from 211 French retail bank users. Structural Equation Modeling was used to test the hypotheses. The study showed that consumers' discontent, perceived differential treatment, and financial distress lead to value destruction and influence consumer alienation toward retail banking service providers. A high level of alienation leads to payment delinquency, negative WOM, and switching intentions to internet-only banks. The external locus of control moderates these relationships. By identifying the antecedents and consequences of consumer alienation in retail banking, this study provides practical advice to retail banking providers on retroactively identifying alienated consumers. This study provides ideas on restoring lost value, retaining customers, and preventing them from switching to internet-only banks. Our research enriches the Service-Dominant Logic theory by exploring the role of consumer alienation on the value co-destruction process. It enhances the understanding of consumer alienation in retail banking.
https://link.springer.com/article/10.1057/s41270-023-00272-0
The Industry
Banking sector and credit lines in
Banking and financing services are constantly growing industries in
The French banking sector is strong, gathering several banking institutions, both domestic and foreign-based. As of 2016, the total assets value of banking groups in
Consumer credits, as the name suggests, cover the loaning of money for personal consumption and are usually used for personal, family or household purposes. The value of outstanding loans to private individuals has continuously increased over the past few years and reached nearly
The main source of credits and loans for both private and corporate customers in
Banks are, however, not the only player when it comes to credits in
Source:
https://www.statista.com/topics/6320/banking-sector-and-credit-lines-in-france/#dossierKeyfigures
In 2020, the activity in
Against this unprecedented backdrop, the French banking industry demonstrated a deep sense of purpose in carrying out its core duty of serving society. Rising to the challenge of the health and economic emergency, the banking profession took action to ensure the uninterrupted delivery of the services needed for the country to operate. Launched on
This massive economic support was made possible thanks to the strength of the French banking system. The banking sector is one of
The results of the combined asset quality review and stress testing, conducted by the
The six largest French banking groups, which operate according to the 'universal banking' diversified model, posted a resilient financial performance in 2020. Total net banking income reached €147.8 billion (down 1.9% compared to 2019) and total group net income was €20.3 billion.
Amidst the Covid-19 crisis, banks are supporting companies and individuals with tailored solutions while complying with health regulations. At the end of
Outstanding loans to businesses stood at €1,200 billion at the end of
Loans to SMEs accounted for 44% of total loans granted to businesses in
French banks also actively finance French consumers. Outstanding household loans reached €1,359 billion at the end of
Lending activity remains both dynamic and sound. The level of non-performing loans is very low (2.2% at the end of
Diversification of corporate financing is developing in
French banks' investments, innovation, and leading role in the fintech ecosystem make them the natural leaders of the digital financial movement in
It is worth mentioning a French Initiative which is a world first, pursuant to which the large French banks have decided to exit the coal sector (with firm exit dates) and have published an indicator that will be updated annually to evidence such exit, as well as the related methodology in order to be as transparent as possible. As of 2019, their exposure to coal amounted to €2.3 billion, representing less than 0.2% of their corporate portfolio.
Such publication was launched on the website of the "Observatory of Sustainable Finance" on
Source:
Industry Approach to CSDR Settlement Discipline Regime
We support the political agreement by the EU legislators on changes to Regulation (EU) No 909/2014 ("CSDR") that allow for a delay to the implementation of mandatory buy-ins. The Joint Associations advocated for a reassessment of this aspect of the settlement discipline regime as part of the broader CSDR Review. The Joint Associations support a result that achieves the regulatory objectives in an effective and proportionate way, and that avoids significant negative consequences for market liquidity and stability.
While further formal steps need to be taken for the changes in the political agreement to be put into effect and formally adopted and published as EU law, the political agreement reflects the intent of EU legislators that mandatory buy-in requirements in the current CSDR should not go live on
The Joint Associations therefore believe that EU legislators do not expect market participants to take further action towards implementation of the mandatory buy-in requirements, due to come into effect on
On this basis, those associations that were intending to publish industry standard documentation to facilitate compliance with the mandatory buy-in requirements, will no longer be proceeding with publication.
With respect to all other CSDR settlement discipline measures (i.e., Articles 1 - 20 and 39 - 42 of the CSDR RTS) it is expected that market participants will proceed with implementation in accordance with the relevant regulatory deadline of
The Joint Associations encourage all national competent authorities in the EU to follow the guidance provided by ESMA on
The Joint Associations welcome the opportunity for further engagement with the regulatory authorities on the important topic of increasing settlement efficiency in European capital markets.
Source:
Industry Approach to CSDR Settlement Discipline Regime: Joint trade association statement
BANKING SECTOR PERFORMANCE
The data contained in this publication has been compiled from publicly available information released by the
Due to rounding, figures presented in the charts throughout this document may not sum.
Bank capital
European banks have continued building a solid capital position and strengthening their balance sheets. The recapitalisation effort that European banks have made following the 2008 financial crisis makes the European banking sector more resilient and robust. Capital has continued increasing, with the core equity Tier 1 ratio of EU banks on a fully loaded basis, which includes only capital of the highest quality, at 14.2% in
After reducing the original total capital shortfall by more than €500 billion from 2011 and reaching zero in
In 2018, all banks met, once more, the liquidity coverage ratio above the minimum. Furthermore, the shortfall of all categories of capital in 2018 remained at lowest levels. Also, the leverage and NSFR shortfalls continued to decrease, albeit at a slower pace, to €1.50 billion and €49.1 billion, respectively.
Bank funding
The share of deposit liabilities over total assets increased in 2018 from 53.4% to 54.2%, in line with the rising trend since 2007 (47.3%) that reveals the shift towards greater reliance on deposits as a source of funding.
The rise in the share of non-banks' deposits to total assets has continued, rising from 38.1% in 2017 to 39.0% in 2018.
The country breakdown for total deposits shows that domestic deposits were equivalent to less than half of the assets in
Assets
The amount of total assets held by EU banks expanded in 2018 after few years of consecutive contraction. This time enlarged by approximately €500 billion from the previous year amounting to €43.35 trillion (€30.9 billion in euro area and €12.5 billion in non-euro area). The expansion came basically from gain in the total assets in the euro area countries (1.6%).
Considering the country breakdown, the country with the strongest boost in absolute terms was
Bank profitability
With the
Reflecting on the national breakdown, all countries but
The ROE across EU countries diverged after 2007, signaling growing fragmentation, particularly across the Euro area. After reaching a peak in 2013 (25.8), the dispersion around the average ROE has substantially decreased falling to 3.5 in 2018, for first time, less than the 4.5 seen in 2007 before deviation started.
In the largest EU economies, the ROE remained positive with the
Source:
Leading Companies
The parent company of the global
The bank for a changing world
With strong roots anchored in
Key figures for the Group (
198,816 employees
71 countries & locations
https://group.bnpparibas/en/group
Our integrated and diversified business model
Our integrated and diversified business model is based on cooperation among the Group's businesses and diversification of risks. This model provides the Group with the necessary stability to adapt to change and to offer clients innovative solutions. The Group serves nearly 33 million clients worlwide in its retail-banking networks and
With our global reach, our coordinated business lines and proven expertise, the Group provides a full range of innovative solutions adapted to client needs. These include payments, cash management, traditional and specialised financing, savings, protection insurance, wealth and asset management as well as real-estate services.
In the area of corporate and institutional banking, the Group offers clients bespoke solutions to the capital markets, securities services, financing, treasury and financial advisory. With a presence in 72 countries,
https://group.bnpparibas/en/group/activities
https://group.bnpparibas/en/
2021 FULL YEAR RESULTS
A ROBUST PERFORMANCE AND VALUE CREATION
The Group's diversification and ability to accompany clients and the economy in a comprehensive way sustained the increase in revenues compared to 2020 (+4.4%) and 2019 (+3.7%). The development of platforms at marginal cost and ongoing efficiency measures allowed the Group to invest while delivering a positive jaws effects on the year, despite the increased contribution to the SRF1 . With a Common Equity Tier 1 ratio of 12.9%2 as at
All in all, revenues, at
In the operating divisions, revenues rose by 2.4% at historical scope and exchange rates and by 3.7% at constant scope and exchange rates. They were up sharply by 5.2% at Domestic Markets2 , driven by the increase in the networks3 , in particular in
The Group's operating expenses, at
For 2021, Group operating expenses are impacted by a
In the operating divisions, operating expenses increased by 2.7% compared to 2020. They rose by 2.0% compared to 2020 at Domestic Markets2 , due particularly to support for growth in the specialised businesses and the rebound of activity in the networks3, they were contained by costsavings measures. The jaws effect was very positive (+3.1 points). At
The Group's gross operating income thus came to
The cost of risk, at
The Group's operating income thus amounted to
https://invest.bnpparibas/document/4q21-pr
Crédit
The parent company of the multinational Crédit
https://www.credit-agricole.com/en/business-lines-and-brands/all-brands?tab=all
Discover the Crédit
As a mutual and cooperative group, we belong to our customers and are driven by this relationship.
We position ourselves at the heart of the projects of our 51 million customers across 47 different countries.
Our business lines support our clients' investment and environmental protection projects. These clients include multinationals, SMEs, farmers, artisans, associations, communities, families and individuals.
We establish with them a relationship based on trust, openness and loyalty.
51 million retail customers in
142,000 employees worldwide
"Our close relationship with our customers helps us move forward together. Our innovative Strategic Ambition 2020 programme confirms our role as a universal customer-focused retail bank.
We are universal because we have all the necessary business lines and activities to respond to the needs of our customers. By adopting a global approach to their professional and personal assets, we help them to ask the right questions and make informed decisions about the future with regard to asset management, savings, insurance, pensions and real estate."
No. 1 bancassurance group in
No. 1 asset manager in
No. 1 lender to the French economy
No. 1 real estate investor in
https://www.credit-agricole.com/en/group/discover-the-credit-agricole-group
The businesses and brands of the Group include: retail banking, insurance and banking, specialised services, corporate and investment banking and others.
https://www.credit-agricole.com/en/marques-et-metiers/toutes-nos-marques?tab=all
Crédit Agricole Q4-21 and 12M-21 RESULTS
STRONG HIKE IN CASA Q4-21 AND 12M RESULTS ACROSS ALL BUSINESS LINES
Reported net income €1,428m in Q4, €5,844m in 2021
Underlying income +47.2% Q4/Q4 to €1,435m, +40.2% 12M/12M to €5,397m
Dynamic activity, +1.7 million new retail banking customers in 2021, equipment rate up
Revenues +9.1% Q4/Q4, positive jaws Q4 and 12M
Cost/income ratio excluding SRF 57.8% in 2021 (-1.8 pp 12M/12M),
Prudent provisioning of performing loans maintained against a backdrop of macro uncertainties
Crédit
Group activity
Commercial activity in the Group's business lines was strong this quarter, reflecting the strength of the Universal Customer-focused Banking model. Gross customer acquisition was strong. In the whole year 2021, the Group recorded +1,701,000 new Retail banking customers, 1,560,000 of them in
Customer and human-centric projects - amplification of the universal customer-focused banking model: digital technology and empowered local teams.
This year, the Group continued to amplify the universal customer-focused banking model, which combines digital technology and empowered local teams. The Crédit
In line with its universal banking model, the Crédit
In addition, Crédit Agricole gives all customers access to the bank's premium services with its flexible
The Crédit
However, Crédit
Finally, this year's achievements were made possible thanks to the full mobilisation of the Group's employees.
As a result of all these actions, the Group's positioning in terms of customer satisfaction continued to improve: Crédit Agricole is now at the top of the "
https://www.credit-agricole.com/en/pdfPreview/191896
Crédit
For the organisation of Crédit Mutuel Alliance Fédérale and the Banque Fédérative du Crédit
https://www.bfcm.creditmutuel.fr/en/bfcm/organizational-chart.html
Since its creation, participation and democracy have been the basis of the cooperative functioning of Crédit Mutuel. These fundamental values are as strategic as the quality of its services. In
130 years later, Crédit Mutuel is one of the leading banking players in
The 11 Crédit Mutuel Federations have created a common structure, the Caisse Fédérale de Crédit Mutuel, which coordinates and structures the activities of the Caisses across all regions.
Through the Banque Fédérative du Crédit Mutuel, Crédit Mutuel Alliance Fédérale holds the regional banks of Crédit Industriel et Commercial ( CIC ), the
Banque Fédérative du Crédit Mutuel and its specialized subsidiaries support and diversify the activity of the Caisses du Crédit Mutuel and CIC.
https://www.creditmutuel.fr/fr/groupe/banque-solide.html
https://www.bfcm.creditmutuel.fr/en/bfcm/sound-profile.html
RESULTS AS OF
Operational efficiency and social dividend: Crédit Mutuel Alliance Fédérale complete an exceptional year serving its customers and society as a whole
For the French language, see:
A universal cooperative banking model serving customers and the economy
Performance founded on the strength of our cooperative model and expertise
Our successful universal cooperative banking model is built around strong, well-recognized brands with close ties to their customers. With retail banking standing at the heart of our strategy, our decentralized organization fosters a spirit of enterprise and allows us to operate from a long-term perspective.
Our cooperative model is both modern and historic, and we are convinced it is a model for the future, in tune with the expectations of society.
Serving our customers in all their projects
Whether individuals, professionals, not-for-profit associations, businesses of all sizes…, our customers have constantly-evolving expectations and ever-increasing demands in terms of accessibility, personal attention, advice and service.
Our organization based on four core business lines in
Retail Banking & Insurance
Asset and Wealth Management
Corporate & Investment Banking
Payments
Whether regional, national or international, our banks harness their short-decision making circuits to support customers in all their projects.
https://groupebpce.com/en/the-group/profile
A cooperative group and four major business lines
Cooperative shareholders, the basis of our model
Cooperative shareholders: they own 100% of the capital of the Banques Populaires and Caissesd'Epargne banks via cooperative shares. Their representatives constitute the Boards of Directors of the Banques Populaires and the Steering & Supervisory Boards of the Caissesd'Epargne.
Banques Populaires and Caissesd'Epargne banks: they each own 50% of
The Fédération Nationale des Banques Populaires (FNBP) and the Fédération Nationale des Caissesd'Epargne (FNCE) represent and express the views of the two networks and their cooperative shareholders and conduct strategic thinking on their behalf.
Our four business lines
Through our companies, we offer a comprehensive and diversified array of deposits & savings, cash management, financing, insurance and investment solutions
For more details see:
https://groupebpce.com/en/the-group/organization
Full-year 2021 and Q4-21 results
2021: strong revenue growth, +14.1% vs. 2020 and +5.8% vs. 2019, at €25.7bn illustrating the support given to all our customers in the economic recovery Net income1 of €4bn, x2.5 vs. 2020 and +32.1% vs. 2019
Q4-21: NBI of €7bn and net income1 of €819m, +10.5% and +31.4% respectively vs. Q4-20
Retail Banking & Insurance: strong commercial momentum in the Banques Populaires, Caissesd'Epargne and all our business lines. Net banking income2 growth of 6.2% in 2021
Loan outstandings: up 6.2% year-on-year, including +7.6% for residential mortgages, +7% for consumer loans, and +5.5% for equipment loans • Insurance: revenue growth of 5% in 2021, net inflows of €6.6bn in Life Insurance
Financial Solutions & Expertise: net banking income up 5.8% in 2021, strong momentum in all businesses
Digital: sustained rollout of digital tools in the BP and CE retail banking networks: 11.8m active customers, including 8.9m active on mobile devices, +24% vs.
Asset & Wealth Management: €1,245bn of assets under management at the end of 2021 for Natixis IM; positive inflows of €15bn in Q4-21, the 7 th consecutive quarter of positive inflows on long-term products; NBI up 39.5% in Q4-21 YoY
Corporate & Investment Banking: very dynamic commercial activity in 2021 and Q4-21; NBI up 32.4% in 2021. Low level of cost of risk. FIC-T revenue growth of 4% vs. T4-20; NBI up 13% in Q4 21 for Global finance with a very positive contribution from Real Assets and portfolios. 80% increase in revenues from M&A in 2021
Tight control over costs: cost/income ratio of 66.1%3 in 2021, down by 4.2pp vs. 2020 and by 2.9pp vs. 2019
1.7pp reduction in the cost/income ratio in the Retail Banking division and reduction of 5.2pp in
Continued prudent provisioning policy
Cost of risk for the Group of €1.8bn in 2021, or 23bps, down 40.5% vs. 2020 but up 30.4% vs. 2019
Cost of risk for the Group equal to €619m in Q4-21, i.e. 32bps, including €315m of Stage 1 / Stage 2 provisions
Stage 3 provisions stable, at a still low level, at €304m in Q4 21 vs. €316m in Q3 21 and €1.4bn in 2021 vs. €1.4bn in 2019
Very high level of capital adequacy, above the end-2021 guidance
CET14 ratio at 15.8% at the end of
Transfer to Banque Postale of the 16.1% stake in the capital of
Natixis IM: plans to acquire a 45% equity interest in Ostrum AM and 40% of AEW Europe currently in their final stages • Plans to transfer insurance and payments activities to
Sale by
https://groupebpce.com/en/content/download/29324/file/PR_Results_Groupe_BPCE_Q4-2021.pdf
A subsidiary of Le
The bank for all
Moving forward with our customers
For ten years,
Since it was created in 2006,
Key figures
A young bank in a changing world,
In a context where interest rates are remaining at a historically low level, the net banking income continues to grow and the cost-income ratio has improved to 82.1%.
https://www.labanquepostale.com/en/about-us.html
First-half 2021: Results reflecting strong business momentum in a still uncertain environment
HIGHER PROFIT
Attributable net profit up 7% at €499 million (excluding first-time consolidation entries and PPA adjustments)
Net banking income rose 9% to €3,956 million
3.9-point improvement in underlying cost-income ratio to 69.1%
RONE of 8.2% - Cost of risk at a low 13 bps in an environment shaped by a gradual recovery from the crisis
A VERY ROBUST CAPITAL STRUCTURE
Solid CET1 ratio of 20.2% for
Solvency II ratio of 219% for
Very strong liquidity position, with LCR of 220%
Robust NSFR at 146%
FASTER DIGITAL TRANSFORMATION
Faster customer migration to digital solutions: 8.3 million users per month (up 12%) - Launch of a fully digitised account application process
New and more user-friendly
A REAFFIRMED COMMITMENT TO SUPPORTING THE JUST TRANSITION
Innovative community offers for all the Group's customers (consumer impact loans, Carbo app)
Confirmed leadership in sustainable finance:
€750 million inaugural 'social' debt issue
Global Impact Weighting Factor (2iG) index created to guide investment and lending decisions
CSR excellence recognised by the ESG rating agencies:
Société Générale Group (XPAR: GLE)
The parent company of the global Société Générale Group is the French company, Société Générale S.A. (XPAR: GLE).
https://www.societegenerale.com/en/content/all-groups-websites
SocieteGenerale is one of the leading European financial services groups. Based on a diversified and integrated banking model, the Group combines financial strength and proven expertise in innovation with a strategy of sustainable growth, aiming to be the trusted partner for its clients, committed to the positive transformations of the world.
Active in the real economy for over 150 years, with a solid position in
Three complementary core businesses
FRENCH RETAIL BANKING , encompasses the SocieteGenerale, Crédit du Nord and Boursorama brands, each offering a full range of financial services with an omnichannel setup at the cutting edge of digital innovation.
INTERNATIONAL RETAIL BANKING, INSURANCE AND FINANCIAL SERVICES TO CORPORATES , with networks in
GLOBAL BANKING & INVESTOR SOLUTIONS , with recognised expertise, key international positions and integrated solutions.
https://www.societegenerale.com/en/about-us/identity
FOURTH QUARTER & FULL YEAR 2021 RESULTS
RESULTS AT
2021, RECORD GROUP NET INCOME
Substantial increase in underlying revenues of +16.1%(1) vs. 2020 (+17.2%(1)*), with a historically high level of Financing & Advisory and Financial Services activities, very solid Global Markets activities throughout the year, and a healthy momentum in Retail Banking
Underlying gross operating income of
Still low cost of risk at 13 basis points
Underlying profitability (ROTE) of 10.2%(1) (11.7% on a reported basis)
In Q4 21, underlying gross operating income of
Underlying profitability (ROTE) of 9.2%(1) (16.6% on a reported basis)
ATTRACTIVE SHAREHOLDER DISTRIBUTION
Distribution equivalent to
a dividend in cash, proposed to the General Meeting, of
a share buyback programme, for around
Solid CET 1 ratio of 13.7%(2) at end-2021, around 470 basis points above the regulatory requirement
ACCELERATION IN STRATEGIC AND BUSINESS DEVELOPMENTS
Strengthening of our competitive position on mobility, announcement of the planned acquisition of
Client onboarding by
Good momentum of the retail banking networks in
Continued digitalisation initiatives and improvement of operational efficiency in International Retail Banking
Solid performance by Global Markets throughout the year, with the successful repositioning of structured products and a reduction in the risk profile
Record performance by Financing & Advisory, driven by strong market momentum and an increase in allocated capital
"2021 marks a milestone for the
https://www.societegenerale.com/en/news/press-release/fourth-quarter-full-year-2021-results
Germany Pharmaceuticals 6 Mar 24 – INDUSTRY SNAPSHOTS
United Kingdom Insurance 5 Mar 24 – INDUSTRY SNAPSHOTS
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