Informe_Anual_Cecabank

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Page 9 Cecabank 2015 Annual Report
Moreover, our current Strategic Plan comes to end in
2016 and, consequently, an important task this year
will be to draw up the next plan. We are already working
on identifying new business opportunities. The result of
this analysis will be the basis for defining a new strategic
plan for 2017-2020.
What are Cecabank’s main challenges in the
coming years?
A.M. One of the main challenges I believe we will have to
face in this period is the digital revolution. Here Cecabank
has a tremendous opportunity for growth, thanks to its
extensive knowledge and experience as a wholesale
technological service provider for financial institutions
and its proven innovation capacity, especially in
payment services.
In addition, like the entire banking sector, we will also
be facing the challenge of profitability, in a prolonged
environment of low interest rates and market instability.
What principles guide the activity of Cecabank’s
employees?
J.M. We could sum up our philosophy in an ongoing
demand: the need to anticípate events and continually
adapt to new market needs. Our formula for meeting
this need is the same one that has enabled us to come
so far: being true to our principles:
The formula which has enabled us to come so
far is being true to our principles: the art of
prudence, the desire for knowledge and being
open to change.
Antonio
Massanell Lavilla
Chairman of Cecabank
José María
Méndez Álvarez-Cedrón
General Manager of Cecabank
01 Our identity