Banca Popolare Dell’Alto Adige Joint-Stock Company

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Banca Popolare Dell’Alto Adige Joint-Stock Company 2016 FINANCIAL STATEMENTS 1 Banca Popolare dell’Alto Adige Joint-stock company Registered office and head office: Via del Macello, 55 – I-39100 Bolzano Share Capital as at 31 December 2016: Euro 199,439,716 fully paid up Tax code, VAT number and member of the Business Register of Bolzano no. 00129730214 The bank adheres to the inter-bank deposit protection fund and the national guarantee fund ABI 05856.0 www.bancapopolare.it – www.volksbank.it 2 3 „Wir arbeiten 2017 konzentriert daran, unseren Strategieplan weiter umzusetzen, die Kosten zu senken, die Effizienz und Rentabilität der Bank zu erhöhen und die Digitalisierung voranzutreiben. Auch als AG halten wir an unserem Geschäftsmodell einer tief verankerten Regionalbank in Südtirol und im Nordosten Italiens fest.“ Otmar Michaeler Volksbank-Präsident 4 DIE VOLKSBANK HAT EIN HERAUSFORDERNDES JAHR 2016 HINTER SICH. Wir haben vieles umgesetzt, aber unser hoch gestecktes Renditeziel konnten wir nicht erreichen. Für 2017 haben wir uns vorgenommen, unsere Projekte und Ziele mit noch mehr Ehrgeiz zu verfolgen und die Rentabilität der Bank deutlich zu erhöhen. 2016 wird als das Jahr der Umwandlung in eine Aktien- Beziehungen und wollen auch in Zukunft Kredite für Familien und gesellschaft in die Geschichte der Volksbank eingehen. kleine sowie mittlere Unternehmen im Einzugsgebiet vergeben. Diese vom Gesetzgeber aufgelegte Herausforderung haben Unser vorrangiges Ziel ist es, beste Lösungen für unsere die Mitglieder im Rahmen der Mitgliederversammlung im gegenwärtig fast 60.000 Mitglieder und über 260.000 Kunden November mit einer überwältigenden Mehrheit von 97,5 Prozent zu finden. angenommen. Gleichzeitig haben wir die Weichen gestellt, um All dies wird uns in die Lage versetzen, in Zukunft wieder auch als AG eine erfolgreiche und tief verankerte Regionalbank Dividenden auszuschütten. Angesichts des bescheidenen zu sein. Gewinns des abgelaufenen Geschäftsjahres schlägt der „Wir arbeiten 2017 konzentriert daran, unseren Strategieplan Die Volksbank hat 2016 mit einem bescheidenen Gewinn von 7,7 Verwaltungsrat der Mitgliederversammlung vor, keine Dividende weiter umzusetzen, die Kosten zu senken, die Effizienz und Mio. Euro abgeschlossen. Zur Halbjahresbilanz hatten wir Ihnen auszuzahlen und den Gewinn für die Stärkung des Eigenkapitals die Gründe für die zusätzlichen Wertberichtigungen auf Kredite zu nutzen. Rentabilität der Bank zu erhöhen und die Digitalisierung dargestellt, die zum Halbjahres-Verlust geführt haben und Ihnen Zum heurigen 25-Jahr-Jubiläum der Fusion zwischen den voranzutreiben. Auch als AG halten wir an unserem mitgeteilt, dass wir für das zweite Halbjahr von einer positiven Volksbanken von Bozen und Brixen kann unsere Bank auf ebenso Geschäftsmodell einer tief verankerten Regionalbank in Geschäftsentwicklung ausgehen. Das ist so eingetroffen. Wir viele Jahre Gewinn und Solidität zurückblicken. Mit 860 Mio. sind zwar froh, dass wir unser Versprechen gehalten haben, Euro war unsere Eigenkapitaldecke noch nie so stark wie heute. Südtirol und im Nordosten Italiens fest.“ dass wir im zweiten Halbjahr deutlich aufholen konnten und für Mit fast 60.000 Mitgliedern sind wir im gesamten Einzugsgebiet Otmar Michaeler 2016 einen Gewinn ausweisen können – aber zufrieden sind wir von Bozen bis Venedig stark verankert. Volksbank-Präsident damit nicht. Unser Anspruch ist es, aus der Volksbank eine noch stärkere Danke für Ihre Unterstützung und Ihr Vertrauen. und renditekräftigere Bank zu machen. Wir haben uns vorgenommen, in den folgenden Jahren die Erträge deutlich zu steigern und gleichzeitig die Kosten zu senken. Unser Ihr Strategieplan 2017–2021 sieht vor, dass wir die Effizienz der Bank erhöhen und die Digitalisierung vorantreiben – und zwar so, dass viele digitale Produkte und Dienstleistungen für unsere Kunden noch schneller, einfacher und vor allem jederzeit Otmar Michaeler verfügbar sind. Natürlich setzen wir weiterhin auf persönliche Präsident des Verwaltungsrates 4 – 5 5 “In 2017, we will vigorously endeavour to achieve the business plan and contain costs in order to improve the Bank’s efficiency and profitability, focusing on digitalisation. The transformation to a joint-stock company will not result in changes to our business model. We will remain deeply rooted as the regional bank of north-eastern Italy.” Otmar Michaeler Chairman of the Board of Directors 6 FOR BANCA POPOLARE · VOLKSBANK, 2016 WAS A CHALLENGING YEAR. Numerous important projects were completed, but, unfortunately, the ambitious objective related to profitability was not achieved. In 2017, we will re-commit to implement our projects, pursue our objectives with renewed determination, and markedly improve the Bank’s profitability. Dear Shareholders, 2016 will become part of the history of digital products and services are available at any time, more Volksbank as the year of transformation into a joint-stock quickly and easily. Naturally, we will continue to focus on personal company. Shareholders voted favourably last November for this relationships and in disbursing loans to families and to small and challenging reorganisation, decided by the Italian legislature, by medium enterprises in the region. Our primary objective is to find an overwhelming majority of 97.5%. At the same time, we laid the best possible solutions for our nearly 60,000 shareholders the groundwork for success as a joint-stock company and to and more than 260,000 customers. remain a bank that has strong roots in the community. This will allow us to return to dividend distributions in the future. Volksbank closed 2016 with a modest profit of Euro 7.7 million. Given the modest profit for 2016, the Board of Directors proposes “In 2017, we will vigorously endeavour to achieve the In the six-month report, we explained the reasons for the to shareholders to not distribute any dividends and to allocate business plan and contain costs in order to improve the increased write-downs, specifying that, for the second half of the the profit achieved to strengthen capital. Upon the twenty-fifth year, forecasts indicated a positive performance for the financial anniversary of the merger of the cooperative banks of Bolzano Bank’s efficiency and profitability, focusing on digitalisation. statements. And this was achieved. We are very happy to have and Bressanone, our Bank can look back at twenty-five years The transformation to a joint-stock company will not result kept our promises to you in the second half, with a net recovery of profit and stability. With Euro 860 million in net assets, the in changes to our business model. We will remain deeply and profit for the 2016 financial statements. But we certainly Bank has never been as strong as it is today, and thanks to our cannot be satisfied. nearly 60,000 shareholders, it is well established throughout our rooted as the regional bank of north-eastern Italy.” Our primary goal is to make Volksbank ever stronger and more reference market, from Bolzano to Venice. Otmar Michaeler profitable. We have re-committed to pursuing a sizable increase Chairman of the Board of Directors in revenue while reducing costs in the years to come. Our We appreciate your support and trust 2017-2021 business plan envisages the Bank becoming more efficient, with a push toward digitalisation, so that numerous Mr. Otmar Michaeler Chairman of the Board of Directors 2 – 3 7 2016 ANNUAL FINANCIAL REPORT 9 CONTENTS DIRECTORS’ REPORT ......................................................................................................................................... 25 1.1 Financial Environment and Markets ............................................................................................................... 27 1.2 The Banking System ...................................................................................................................................... 30 1.3 Long-Term Trends ......................................................................................................................................... 34 1.4 Competitive Position of Banca Popolare - Volksbank ................................................................................... 36 1.5 The Business Plan ........................................................................................................................................ 37 1.6 Significant Events during the Year ................................................................................................................ 39 1.7 Results of Operations ................................................................................................................................... 48 1.8 Rating ............................................................................................................................................................. 61 1.9 Corporate Governance and Remuneration Policies ...................................................................................... 63 1.10 The Distribution Model ................................................................................................................................ 69 1.11 Banking Activities ........................................................................................................................................ 74 1.12 Governance Activities ................................................................................................................................. 77 1.13 Mutual Nature and Initiatives for Shareholders ..........................................................................................
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