Informe_Anual_Cecabank_2016_ENG

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5. New corporate culture
4. Diversification of client base
In accordance with the Plan, initiatives working towards adapting the orga-
nisation and management of change brought about by the transformation of
the company’s business model have been put into place.
Since 2012 the client base has undergone a change in composition, reducing
direct invoicing to CECA member entities and increasing invoicing to other
customers. Collective investment institution managers (IICs), pension fund
managers (FPs), and investment firms (ESIs) have come to represent the most
prominent segment of the customer portfolio (from 16 per cent in 2012 to 54
per cent in December 2016).
Change Management
Quality Plan
Communications plan
Management development
plan (DEDICA)
CSR Plan
Adapt the organisation
Review Internal and Corporate
Governance
Reduce capacity (no. of
employees)
Mechanise processes and
present a Systems Plan
EVOLUTION OF TURNOVER BY CLIENT TYPE
Fees and other operating income
Investment fund,
pension fund, and ESI
fund managers have
come to represent
the most prominent
segment of the
customer portfolio.
Cecabank has succeeded
in moving towards a
new corporate culture,
with a greater focus on
customers and results.
15%
Traditional
client base
Managers and
ESIS
Other
31%
16 %
54%
21%
64 %
2012
2016
Page. 18 Cecabank 2016 Annual Report
1.1
1.
1.
01 2013-2016 STRATEGIC PLAN