towards a “digital” and “social” 2022

2021 is not off to a good start. ” In 2020, we recorded a result of 48 million euros, which is much less than in 2019. recalls Serge Magdlein, Managing Director of Crédit Agricole Alpes-Provence. Furthermore, ” strong geopolitical tensions were rising, there was rivalry between China and the United States, and the mechanisms of stability in global institutions such as the WTO were falling apart. “At the same time, covid-19 has accelerated the digitization of our way of life, and debt has risen – a consequence of “whatever it takes” – has reached 450% of global GDP. What to question CAAP about its positioning. ” How can we maintain our core value of solidarity in a divided world? Our human choice [la banque fait depuis longtemps le choix de maintenir ses agences physiques même dans les zones rurales, ndlr], in the digital world? And how to continue to make loans in the world to reduce debt? »

net result multiplied by two

Despite this, in 2021 the bank recorded a net result of 82.3 million euros, which is 103% more than in 2020. This increase is due to the good results of the territory. The territory that has emerged from the crisis and where, contrary to our fears, we did not see the expected effect from the bankruptcy of companies that survived the quarantine. ” Finally, we see that some companies that were not viable became viable because they had time to transform. “.

A context from which the Alpes-Provence region has benefited mutually from a strong commercial dynamic. Thus, 31,500 additional clients and 11,205 new member clients were registered. While outstanding fees increased by 6% and loans by 5.4% over the previous year.

Another (mechanical) factor in profit growth: halving risk. With a solvency ratio (which corresponds to the ratio between equity and outstanding credit) of 21.7%. “ This is twice the legal requirement. ‘, welcomes Serge Magdlen.

The regional fund, which is more solid on its basis, is now trying to make itself known, although the episode with the war in Ukraine raises questions. ” But impact scenarios are so diverse that it is premature to consider an action plan based on this. Instead, it is about focusing on two fundamental trends: digitalization and the inclusion of social and environmental concerns.

Harness the power of digital technology and data

2022 will be completely digital ”, assures Serge Magdlen. And call this figure: ” Two-thirds of our clients no longer come to the branch “. Therefore, this need to perform the maximum number of remote operations must be satisfied. And take place in a data economy where the value of data used and then generated by a product sometimes exceeds the value of the product itself “.

To cope with this change, the banking institution has created several services, such as a tool that uses artificial intelligence to help consultants answer certain customer questions.

Should this change in approach on the part of customers be accompanied by branch closures? No, assures the Regional Bank, which puts this at the heart of its strategy and its differentiation. ” The agency is trustworthy. If there is a problem, we know there is a place where we can come forward. “And Frank Alexander, Chairman of the Board of Directors, adds: ” If there were no agency in some municipalities, such as Salt (84), where there is no longer a public service or post office, there would be none.”

Helping farmers fight climate change

Another strength of the 2022 strategy is the impact on society. Social, supporting projects promoting equal opportunities. Similar to the partnership with Les Déterminés, a support program designed to support entrepreneurs from the political areas of the city or the countryside in overcoming the obstacles they face. But also ecology: the main theme when a bank is a matter of 80% of farmers, who themselves are the first witnesses of climate change.

To help them cope with this, the foundation in particular supports agricultural technology entrepreneurial projects like Ombrea, or even distributors of organic and local products like Marcel & fils.

Because if the bank is known for its work with individuals and farmers, financing and supporting companies – from start-ups to more established companies – is half of its turnover with 400 employees mobilized. The bank also relies on a network of partners such as French Tech or local initiative platforms. This necessarily strengthens its territorial binding.