ACT 2028 : declination of Entity

« Invest for the Future » to accelerate growth and enhance sustainable value creation.

Amundi CEO Valérie Baudson presents the 2028 strategic plan, which puts growth, diversification, innovation and efficiency at the centre of Amundi’s priorities, with the aim of providing clients with world-class service while creating value for all stakeholders.

In pursuit of continued growth, Amundi is launching its new strategic plan, titled “Invest for the Future”. The plan is structured around six priorities :

• Ramping up customer diversification by focusing on high-potential segments: retirement and digital  
• Expanding geographical coverage to capture growth in Asia, Europe and high-potential regions 
• Driving innovation in active and passive investment management, responsible investment and private wealth management, notably through the new partnership with ICG 
• Accelerating implementation of Amundi Technology’s roadmap to become the preferred technology partner in Europe and Asia 
• Optimising the operating model to improve efficiency and redirect resources to growth areas
• Investing to create value

Ever since it was established in 2010 and listed on the stock market in 2015, Amundi has succeeded in developing new businesses by focusing its efforts on the most promising growth opportunities. Through this new plan, Europe’s leading asset manager – and one of the top ten worldwide – affirms its commitment to investing in the future to meet emerging client needs driven by demographic change and structural trends in savings and investment. Its goal is to ensure sustainable growth and strengthen its leadership in an industry undergoing significant change.

View a summary of Amundi’s medium-term plan here

« Shape Tomorrow » to become more useful to society and move faster in response to change.

Nicolas Denis, CEO of Crédit Agricole Assurances, reviews the ambitions of CAA, France’s leading insurer, focusing on a key responsibility: to respond to major societal challenges and proactively work towards a sustainable future, in keeping with the Group’s ambitions.

CAA’s strategic plan is fully aligned with the direction set out in Crédit Agricole S.A.’s medium-term plan, ACT 2028. In fact, it is the natural extension of that plan, translating the Group’s actions into practical measures that serve customers, regions and society.

Based around a number of strong commitments and long-term future projections, Crédit Agricole Assurances affirms its determination to act today to build the insurance of the future. Through “Shape Tomorrow”, Crédit Agricole Assurances is embarking on a new chapter in its story, driven by the collective energy of its 7,100 employees, both in France and abroad.

View a summary of CAA’s medium-term plan here 

CACEIS CEO Jean-Pierre Michalowski reviews the ambitions of the Crédit Agricole group’s asset servicing specialist in an industry undergoing profound change, marked in particular by the transformation of savings markets and the emergence of digital assets.

CACEIS aims to deploy a redesigned and innovative operational and technological model that will notably enable it to :

• diversify its offerings in response to changes in financial products; 
• strengthen its international presence;
• leverage AI to help it move faster on digitalisation and self-service.

To meet its objectives and respond to the challenges posed by its environment, CACEIS will be partnering in a joint development approach with other Group entities and relying on its employees as essential drivers of innovation, engagement and customer satisfaction.

View a summary of CACEIS’s medium-term plan here

According to its CEO Jean-François Balaÿ, who also has responsibility for the Crédit Agricole S.A. group’s Major Clients unit, Crédit Agricole CIB’s key priorities are maintaining leadership in its key markets, including in particular financing and capital markets, and helping customers navigate the energy transition. He also emphasises the bold and agile transformation the company must undertake between now and 2028.

He talks about key areas of action including developing distribution to support business growth and simplifying processes, particularly by using AI. He also addresses issues of Group-wide cohesion in the context of the systematic search for cross-entity initiatives.

View a summary of CACIB’s medium-term plan here.

Christophe Vandenkoornuyse, CEO of Crédit Agricole Immobilier, reviews CA Immobilier’s ambitions, with a clear focus on one key responsibility: to better incorporate real estate into the Group’s overall value proposition for personal, wealth management, corporate and institutional clients as well as local areas and regions.

CA Immobilier’s ACT’IMMO 2028 strategic plan is fully aligned with the trajectory set out in Crédit Agricole S.A.’s ACT 2028 medium-term plan and the Regional Banks’ 2030 ambitions. The plan hinges around three key aims :

• Ramping up profitable growth in services, including real estate services for individuals and property management, in which CA Immobilier is a leader in France, with the goal of strengthening it for the long term
• Actively contributing to Crédit Agricole’s role in shaping local areas and regions by capitalising on its expertise and the positive societal impact of its projects
• Continuing to improve operating performance so as to boost efficiency and agility, notably by digitalising business processes and harnessing artificial intelligence

View a summary of CA Immobilier’s medium-term plan here

Didier Reboul, CEO of Crédit Agricole Leasing & Factoring, reviews CAL&F’s 2028 goals broken down into three priority areas: customers, business lines and Europe.

Drawing on its expertise as a specialist finance provider, CAL&F aims, across its various geographies, to :

• help finance transitions; 
• contribute to reindustrialisation and economic sovereignty;
• support the emergence of the circular economy.

CAL&F will be partnering with other business lines and the Group’s retail banks to meet these challenges and contribute fully to the achievement of the Group’s strategic objectives.

View a summary of CAL&F’s medium-term plan here

Stéphane Priami, Deputy CEO of Crédit Agricole S.A. with responsibility for the International Banking & Services division and CEO of CAPFM, reviews the trajectory of Crédit Agricole Personal Finance & Mobility and its role in helping the Group achieve its ambitions.

CAPFM’s priorities for 2028 :

• Accelerate growth in personal finance by boosting support for the Group’s banks and developing consumer credit, particularly in new geographical regions through innovative digital solutions
• Step up support for transitions by consolidating its position in electric mobility, residential energy retrofits and ageing well
• Diversify its offering in insurance and services in to meet changing customer expectations and harness new growth drivers

CAPFM also plays a key role in helping the Group achieve its development objectives in Europe by actively participating in strategic initiatives such as the pan-European digital savings platform and the creation of Crédit Agricole Deutschland.

This message is illustrated by the pan-European car and motorbike financing partnership recently entered into by CAPFM and Honda.

The Japanese manufacturer – the world’s leading mobility provider – chose CAPFM and Europejski Fundusz Leasingowy SA (EFL), a Crédit Agricole S.A. subsidiary that forms part of Crédit Agricole Leasing & Factoring, as financial partners to help it sell its motorbikes and cars in eight European countries* and support the activities of its dealerships.

Read the press release here.

* Austria, Belgium, Italy, Luxembourg, the Netherlands, Poland, Portugal and Switzerland. Depending on the country, Honda will benefit from the expertise of CA Auto Bank – traditional loans, wholesale financing, etc.; Drivalia – rental solutions for personal and business customers; Agos – a joint venture between CAPFM and Banco BPM and a partner of Honda in Italy for over 30 years; and EFL – a leader in leasing in Poland and a partner of Honda since 2019.

View a summary of CAPFM’s medium-term plan

Jean-Paul Duhamel, CEO of Crédit Agricole Transitions & Energies, reviews how Crédit Agricole’s local energy supply company aims to meet the challenges of the energy transition and carbon reduction and support our customers.

CAT&E plans to consolidate its position in three priority areas:
•  Financing and investment: expanding in Italy, Germany and Poland and supporting the emergence of new technologies that promote the production and storage of low-carbon energy 
•  Personal customers: rolling out the “Mon Energie by CA” and “J’écorénove mon Logement” offerings
•  Business customers: developing an overall approach to meeting energy and carbon reduction needs with the support of R3 and winning new business customers by supplying energy with Selfee

To meet these objectives, CAT&E will be developing new solutions and acting as a business partner to all Group entities.

View a summary of CAT&E’s medium-term plan

Jacques Prost, CEO of Indosuez Wealth Management, talks about the growth ambitions of the Group’s wealth management arm, particularly in Europe. To meet this challenge, he is banking on ramping up new customer acquisition in three key segments (major customers, financial intermediaries and younger generations) and offering one of the most comprehensive ranges in the market, which stands out in real assets and wealth structuring in particular.

The digital transformation, the transformation of the bank’s information systems and improvements to its processes to serve both customers and employees will also play a part.

Indosuez will continue to add value to the Group. This is illustrated, for example, by the creation of Indosuez Corporate Advisory – a joint venture with CACIB – as part of a holistic approach to owner-managers, and the ongoing broadening of access to and digitalisation of Indosuez’s offerings.

View a summary of Indosuez’s medium-term plan here