Our Strategy & Value Creation

Our Value Creation

STRATEGIC PRIORITIES

Throughout 2019, Garanti BBVA continued to work in light of its strategic priorities; Customer Experience, Digitalization, Employee Happiness, Optimal Capital Utilization, Efficiency, and Responsible and Sustainable Development, and to create value for all of its stakeholders. The Bank registered significant improvements in numerous key performance indicators related with these areas with the steps taken in line with these priorities. Garanti BBVA kept reviewing its customer-focused and innovative business model, and to enhance its efficiency and productivity on all of its service delivery channels. Accordingly, the Bank continued to revamp and simplify its work processes, and to increase automation. The Bank significantly expanded its customer portfolio and created a more loyal customer base by focusing on customer experience. On the digitalization front, it continued to offer solutions that make customers’ lives easier, and remarkably increased the share of sales made through digital channels. The Bank preserved its healthy financial structure with its solid capitalization, its focus on productivity, and proactive balance sheet management. It kept investing in its people, one of the building stones of its strategy, and has taken numerous steps for enhancing their development and satisfaction. As a result of these comprehensive initiatives, the Bank kept producing value for all of its stakeholders.

REVISIONS IN OUR STRATEGIC PRIORITIES

With the aim of ‘bringing the age of opportunity to everyone’, Garanti BBVA reviewed its strategic priorities in line with the BBVA Group and in the light of main trends reshaping the world and the financial services sector.

EVOLVED CUSTOMER EXPECTATIONS

• Solutions and suggestions that are simpler, faster and cater to needs
• Advisory and support for making the best decisions

CHANGES IN COMPETITIVE DYNAMICS

• Expansion of the ecosystem the banks are operating in with non-bank players such as fin-techs; opportunities and challenges arose
• Comparison of this experience by customers within this large ecosystem

INCREASED AWARENESS AND CONCERN IN THE COMMUNITY REGARDING SUSTAINABILITY

• The critical role of the finance sector with respect to the necessary actions for a more sustainable world

DATA THAT IS BECOMING A CRITICAL ASSET / ITS ROLE IN ENSURING COMPETITIVE SUPERIORITY

• Foresight and guidance in a number of areas from risk management to HR, marketing to process optimization
• Enabling better insight into customers, instant provision of customized products and solutions that respond to their needs and demands, value creation for customers and deepening relations with them

IN THIS FRAMEWORK, GARANTI BBVA RESHAPED ITS STRATEGIC PRIORITIES UNDER THREE MAIN BLOCKS IN VIEW OF THE MAIN TRENDS:

WHAT WE STAND FOR

FINANCIAL HEALTH

• Financial advisory to our customers to help them make the right/healthy financial decisions
• Build long-lasting relationships with customers and be their trusted partner
• Offer our customers solutions and suggestions that cater to their needs so as to help them attain their goals
• Deliver a seamless and excellent customer experience through all channels by placing the customers at the center of all our activities

SUSTAINABILITY

• Positively influence customers, decision-makers and other players in the sector being the leading bank in sustainability; continue to make effective use of our social role to raise increased awareness of this matter
• Observe climate change-related risks and opportunities; integrate them into our business processes
• Increase our sustainable products diversity offered to customers, which are inspired by ‘UN Sustainable Development Goals1’
• Act with the principles of trust, integrity, accountability and transparency against all stakeholders while implementing our advanced corporate governance model that promotes our core values
• Focus on community investment programs which deliver impactful outcomes on material issues and observe impact investment principles

DRIVERS OF SUPERIOR PERFORMANCE

REACHING MORE CUSTOMERS

• Expand our customer base and deepen our customers’ relations with our Bank by penetrating high potential in our country
• Be wherever our customers are
• Grow in areas of focus while keeping an eye on risk and cost

OPERATIONAL EXCELLENCE

• Continue to automatize processes; deliver transaction convenience and innovative solutions
• Increase end-to-end digital solutions; deliver an excellent customer experience with our investments in digital platforms
• Use capital effectively and maximize our value creation while focusing on disciplined and sustainable growth
• Constantly improve our business model and processes with operational and environmental efficiency point of view while pursuing cost and revenue synergies
• Ensure effective risk management through world-class integrated management of financial and non-financial risks

ACCELERATORS TO DELIVER ON OUR STRATEGY

THE BEST AND MOST ENGAGED TEAM

• Invest in our human capital with a focus on their development, happiness and well-being in order to ensure work-life balance
• Aligned with our values, form teams possessing team spirit, acting with shared wisdom, thinking big, socially responsible and result- oriented
• A fair and transparent management policy based on performance, focused on equal opportunities, diversity, and internal promotion

DATA AND TECHNOLOGY

• Increase the agility and strength of our technological infrastructure and platforms
• Speed up our solution processes with minimum errors through artificial intelligence, machine learning and big data interpretation, which is important in the day-to-day operations of the Bank
• Focus on data analytics to offer the right product to our customers