Strategic objectives and their implementation
The Systematic implementation of strategic goals drives Raiffeisen Group's continued growth and success. As in previous years, Raiffeisen is pursuing four strategic approaches, supplemented by the overarching goal of rigorously aligning its business activities with the digital future.
Overarching goal: Rigorous alignment with the digital future
To strengthen its position as Switzerland's leading retail bank, Raiffeisen is aligning its business activities with the digital future, without neglecting the importance of its physical local presence. Personal service and local presence with 255 Raiffeisen banks at 912 locations remain the cornerstones of Raiffeisen's business. Local ties are further strengthened through the use of new digital technologies.
Processes are systematically digitised end-to-end to enhance operating efficiency and customer focus. At the same time, Raiffeisen aims to merge physical and digital channels and create new offerings in order to supply clients with modern, flexible and personalised services. RAI Lab, the innovation incubator, captures trends of relevance to the Raiffeisen Group and tests and develops innovative ideas.
Strategic approach: High-quality growth in the core business
To enhance the quality of the core banking business, Raiffeisen intends to increase market penetration and develop the percentage of main banking relationships in its domestic savings and mortgage business.
Raiffeisen's broad client base and superior client intimacy serve as a platform for future growth. We want to increase the number of clients who adopt Raiffeisen as their main bank by pursuing a segment-specific service and advisory approach. Our focus is on providing proactive support and comprehensive advisory services. Cities and metropolitan areas in particular continue to hold potential for winning new clients. New supplemental services have extended the value chain in the core business. This allows Raiffeisen to not only offer end-to-end services to clients, but also reduce its dependence on the rates business.
Strategic approach: Diversification of business areas
We want to leverage opportunities in the business areas served by the Raiffeisen Group in order to diversify our income streams and thus reduce our dependence on the rates business.
The investment and corporate client business will be strengthened by adding new products and services, among other things. At the same time, we will step up our traditional private banking activities at Notenstein La Roche Private Bank Ltd and improve its profitability. We will also draw on Notenstein La Roche Private Bank Ltd's expertise more in order to provide Raiffeisen's investment clients with more personalised advisory services. Raiffeisen focuses on sustainability and high-quality growth – not only in its core business, but in adjoining business areas as well.
Strategic approach: Increase productivity
To remain competitive in the years to come, we aim to sustainably raise productivity by applying rigorous cost discipline at all tiers of the company.
Standardised services must be provided as efficiently as possible, especially in retail banking. For this reason, Raiffeisen tirelessly seeks new ways to constantly standardise and automate its internal processes end-to-end. The new core banking system creates the environment required to reach this objective. Following that, the focus will shift to the realisation of economies of scale and synergies, as well as the standardisation and automation across the entire Raiffeisen Group. In doing so, clients will always remain the focus, not only in individual offerings but in standardised services as well.
Strategic approach: Strengthening the corporate culture
Raiffeisen aims to position itself as an attractive employer with a unique leadership culture.
To successfully position ourselves as an attractive place to work, we must provide modern, proactive staff development programmes and continue to cultivate the Raiffeisen brand and cooperative business model. Achieving this objective requires credibility, sustainability, closeness and intrapreneurship. We also aim to nurture an even stronger culture of innovation in the Group. In the "Innovation Challenge" – which was first held in 2017 – employees had the opportunity to develop and discuss creative new business ideas. Raiffeisen plans to build on this success and host similar events throughout the Group in future.