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NLB Group

Strategy

Strategy

Values, vision and mission

The values on which the vision and mission of the NLB Group are based are security, reliability, customer-orientation, quality, professionalism, and a proactive and goal-oriented approach.

The vision of the NLB Group over the medium term is to become one of the leading, and most profitable and reliable banking and financial groups in SE Europe in terms of risks assumed.

The mission of the NLB Group is to be a reliable long-term partner for its customers. The NLB Group provides its customers the premium comprehensive financial services and solutions they need to achieve their objectives.

Strategic objectives

The NLB Group’s strategic objectives are based on the assumption that it is an independent banking group that develops its own business model and ensures the necessary strategic resources for growth and development.

The NLB Group is a full-service banking group operating in SE Europe.

Slovenia, where the NLB Group generates the majority of its revenue, is also the Group’s strategic key market. The Group’s strategic objective in Slovenia is to maintain its leading market share of traditional baking services and increase its market share of complementary baking services, in particular life insurance and asset management.

The NLB Group’s secondary strategic market is SE Europe, where it is active on the retail banking market, and includes the following countries: Bosnia and Herzegovina, Montenegro, Kosovo and Macedonia. The strategic objective for these markets is to be a leading service provider.

 

 

The NLB Group provides comprehensive banking and financial services.

The NLB Group is a full-service banking group which, in addition to basic banking services, offers other comprehensive financial services to fulfill all its customers’ financial needs.

The key strategic pillars include:

•  Retail banking which includes:
   - commercial banking,
   - asset management,
   - life and pension insurance,
   - private banking, and
   - leasing of movable property.

•  Corporate banking, which includes:
   - commercial banking,
   - corporate finance,
   - brokerage services on the capital markets according to its customers’ needs,
   - trade finance, and
   - leasing of movable property.

Measures to achieve strategic objectives

The following measures must be implemented in the future to achieve strategic objectives:

  • Short-term activities that will eliminate key weaknesses in the NLB Group’s current mode of operations. These activities include the restructuring and consolidation of the Group (i.e. reducing the number of companies via sell-offs, mergers and liquidation) and changes to the Group’s corporate governance approach (i.e. changes to corporate governance mechanisms) and risk management (i.e. updating the risk management system and amending the risk profile).
  • Medium-term activities (until 2015) that will improve the Group’s ability to generate revenue (i.e. comprehensive customer management, segmentation of products and customers, and development of the range of products and services and marketing approaches) and improving the process and cost effectiveness of operations (e.g. the recasting of business processes, the standardization of technological platforms and cost control).

NLB Group
Annual Report 2010