BUSINESS PLAN - ATB Financial
BUSINESS PLANFinancial Year 2016
BUSINESS PLAN 2016CONTENTSThe ATB Story3Retail Financial Services8Our Strategic Direction4Business and Agriculture9Where We’re Going5Corporate Financial Services10Metrics6ATB Investor Services11Strategic Priorities7Our Strategic Service Units122
BUSINESS PLAN 2016Introducing theTHE ATB STORYWe can transform banking. Reimagine it.Make banking work for people.Because we carry the outrageous belief thatbanking can change people’s lives for the better.Make their time richer, their aspirations closer,their happiness deeper.How will we do this? By doing things other bankswouldn’t do. By being ever loyal to our customers,relentlessly inventive, and steadfastly genuine inour pursuit of Albertans’ greater good. By usingbanking to create happiness.Why happiness? Because good things happenwhen happiness becomes your purpose.That’s why ATB will always be more than a bank.3
BUSINESS PLAN 2016OUR STR ATEGIC DIRECTIONInnovation and technology is rapidly changing the bankingfrom us and better at listening and finding innovative waysenvironment, and “non-banks” are increasingly providingto deliver. We’ll continue to deepen our relationships withproducts and services that previously were the exclusive domaincustomers and introduce them to other team members whoof banks. Meanwhile, questions about the core elements ofcan help.Alberta’s economy are being raised as we continue to see lowerWe’ll build on where we already excel while looking foroil prices and uncertainty around pipeline approvals.opportunities to develop new strengths, with all our decisionsAll of this creates the impetus for ATB to be more intentionaland actions driven by the pursuit of our customers’ success.and purposeful, and to be different from the rest of the banks.And with the success of customers will come the growingThe opportunity is for ATB to serve our customers andsuccess of Alberta. The transformation of banking that ATBattract new ones starting with a clear story about whatwill undertake will be an important accelerant to strengtheningmakes ATB different.Alberta’s future.We’ll become better at asking what customers want and needTo achieve that, our strategic business plan will focus on:The ATB Story (The Story)Higher Gear – Stage 2We’re introducing The Story as the foundation for everythingWe’re continuing the key initiatives and approaches outlinedwe do as an organization, with our purpose firmly grounded inin last year’s Higher Gear strategy. Focusing on key roles fortransforming banking and making banking work for people.each of the areas of expertise, which will see:Two Differentiators Retail Financial Services acquiring more low-cost deposits,attracting net-new customers, and connecting customersWe’re infusing two new differentiators to help bringwith ATB expertsThe Story to life: Business and Agriculture acquiring more low-cost deposits The “ATBs” – 10 principles to guide how team membersand higher-yielding loans and driving strong growth indeliver a consistent customer experience not expected fromother incomebanks. We’re being very intentional about the kindof experience our customers receive, and we’re holding Corporate Financial Services optimizing their portfolioourselves accountable for delivering it, every time.and operating in concert with Treasury to increase thequality and quantity of deposits in order to secure our The “stadium” – All the things that must be done behind therequired liquidityscenes to make sure our team members have the best tools,processes, environments, and products to allow them to do ATB Investor Services acquiring new customers andtheir best work and deliver exceptional experiences andnon-margin fee incomeresults for our customers. The stadium initiatives will make Using our Connections strategy to surround customersbanking easy for our customers and make us more efficient.with experts and deepen their relationships with ATB Investing in channels and payments to introduce new toolsto make it easier for customers to access, move, and managetheir money4
BUSINESS PLAN 2016WHYThe StoryHOWHigherGearTheATBsWHATThe PlaceLoved &RespectedTheStadium#1EXTR AORDINARY RESULTSWHERE WE’RE GOINGWe expect net income for fiscal 2015–16 to be betweenIn addition to tracking our financial results, ATB tracks key 270 million and 300 million, which is a decreasemetrics that allow us to assess whether or not we’re meetingfrom fiscal 2014–15. This is driven by an expected increase inour three goals of being the place to work, being number oneloan losses that is largely a result of low oil prices and slowerin the markets we’re in, and being loved and respected bygrowth than previously expected. ATB’s experts will workAlbertans. Based on our results for fiscal 2014-15 and theclosely with our customers to help them through these difficultimpact of ATB’s various strategies, tempered by the currenttimes, mitigating the impact of loan losses on our expectedeconomic environment, we expect to be on track to achieveearnings outlook. We are doing business as usual with anthe following results over the next three years.abundance of caution.5
BUSINESS PLAN 2016METRICSThe place to 16FY2017FY2018Willingness to bank (non-customers)84%83%85%85%J.D. 015FY2016FY2017FY2018 345 290 340 488EngagementLoved and respected by Albertans#1 in every market we’re in (Customer market share)Extraordinary results ( millions)Net Income (February 2015 base case)6
BUSINESS PLAN 2016STR ATEGIC PRIORITIESFrom a corporate-wide perspective, in fiscal 2015-16 weprocesses in the stadium; and, of course, moving ahead withwill focus on introducing The ATB Story and ensuringthe plans identified by each area of expertise, in spite of ateam members understand its meaning and intent; takingclearly challenging economic time. The following sections ofsteps to infuse the ATBs across the organization as the firstthe business plan outline in more detail the specific steps westep in what will undoubtedly be a longer-term shift in ourwill take in various parts of the organization to implement ourculture; finalizing plans and taking steps to improvestrategies, particularly in fiscal 2015-16.7
BUSINESS PLAN 2016RFSRETAIL FINANCIAL SERVICESOur goal is to be respected as one of the best-run retail financial institutions in the world, to transform banking, to reimagine it tomake banking work for people. To optimize ATB’s financial performance, we will focus on acquiring low-cost deposits, attractingnew customers, and connecting clients with ATB experts. For fiscal 2015-16, RFS will focus on the following priorities:Executing Extraordinary Leadership:Creating Rules That Let Customers Choose:We will continue to improve branch productivity, clientWe will remember that the best rules are the ones that let usacquisition, and financial performance, with even greaterdo our job right and that let our customers, once informed,focus on team member capability, accountability, andchoose what works best for them.proficiency. We will also enhance our leadership reviewBeing First to Trust:program and make sure we are getting the most out ofWe will develop the competence and authority to think “yes”internal leadership programs.and do the right thing. This approach enables front-line teamMaximizing Team Member Contribution:members to make on-the-spot decisions for customersWe will place more emphasis on performance and recognitionprograms to reward results that align with ATB’s goals.8
BUSINESS PLAN 2016B&AGBUSINESS AND AGRICULTUREOur goal is to continue to elevate our reputation in Alberta as being number one for business banking and to build on the loveand respect of our customers. For fiscal 2015–16, B&Ag will focus on the following priorities:Improving Customer Experiences:Managing Our Deposit Book:Realigning our leadership, sales, and support teams willWe will continue to develop our expertise in managing ourproduce a more nimble area of expertise and enable our teamdeposit book to maximize growth. This will allow us to fundmembers to spend more time building relationships with theirATB’s asset growth and ensure we have the liquidity requiredcustomers. With the Business Banking Centre now operational,to fund higher-margin loans.we will grow our capabilities in serving our customers throughEstablishing ATB Capital:this new channel, creating outstanding customer experiences.We will launch ATB Capital, an initial 25-million fund aimedThrough our Business and Agriculture Centres of Expertise,at injecting capital into established and profitable Albertawe will raise the bar by building more sophisticated solutionscompanies, to support their opportunities to grow or diversify,for our business and agriculture customers. This also meansor meet their succession requirements. This “blue-collarhelping our customers diversify their businesses, access newequity” will fill a gap by allowing these small and mid-sizedmarkets, and ensure they are positioned to succeed regardlessbusiness owners to access equity without having to give upof the present state of the oil and gas market.control of their companies.Leveraging Our Channels and PaymentsSolutions and Technology:Using Data Science:We are learning to use data science to understand and predictWe will use new technology provided through channels andcustomer behaviours, build smarter credit models, providepayments services to offer our entrepreneurial clients enhancedbetter insights to our customers, and design a better business.security and innovative products and solutions. We will alsoMillions of data points will allow us to get smarter about wherecontinue to look at how we can use information that is availablewe invest and which strategies are most important forfrom the banking system to help us run an even better business.achieving higher levels of success.9
BUSINESS PLAN 2016CFSCORPOR ATE FINANCIAL SERVICESCFS’s goal is to become significant in its markets while being a focused and substantial contributor to ATB’s Higher Gear strategy. Insupport of enterprise financial performance, CFS will focus on optimizing its portfolio and, in concert with Treasury, increasing thequality and quantity of our deposits to secure required liquidity. For fiscal 2015–16, CFS has outlined a number of priorities, including:Investing in Personal Equity andExtraordinary Leadership:Leveraging Channels and Payments Technologyand Shared Connections:We will execute on strategies that develop, support, andAs we continue to leverage our banking system, we will connectinspire our teammates and align with our plan to be the placeour teams and deliver new cash-management solutions for ourto work. Together with People and Culture, we will deliverclients, which will include more robust payment solutions andbest-in-class programs to CFS leaders that are designed tocash-pool capabilities. By connecting our exceptional teamsfurther develop excellence in client relations, marketwith the right solutions, tools, processes, and experts, we willbuilding, and influence.sustain our high level of client advocacy.Continuing to Develop Industry Specialization:We will continue to develop new industry specializations andExpanding the CFS Presenceand Capturing More:increasingly concentrate on renewable and clean energy,We will deliver on strategies that deepen our relationshipstechnology, project finance, and financial services sectors. Weand make ATB a leader in our market. As we develop newwill pursue these industries, while striving to be number onecapabilities, such as ATB Equipment Finance Team, wein each sector that drives Alberta’s economy, and furtherwill aggressively pursue both client and prospect marketsexpand our focus on sectors that support our strategy.throughout Alberta. We will lead more syndicatedtransactions for Alberta-based companies and positionourselves to lead the entire spectrum of client solutions,not just capital requirements.10
BUSINESS PLAN 2016ATBISATB INVESTOR SEVICESATBIS is committed to achieving ATB’s goals of being the place to work and of being loved and respected by Albertans, whilecontinuing our drive to be number one in the markets we are in. To optimize financial performance, ATBIS will focus onacquiring new customers and non-margin fee income. For fiscal 2015–16, ATBIS’s priorities are:Coaching Through Mastery Evolution:we will bring in new clients and increase assets, resulting in aTo ensure our advisors continue to develop their competencies,gain in market share.we will provide one-on-one coaching and group learningImproving Our Tools and Processes:workshops. This effort will result in high client retention, largerTo achieve our productivity goals, we will continue to improvewallet share, and referrals from satisfied customers. We will alsoprocesses, tools, and technology. Driven by client feedback, weintroduce new program content to coach advisors to think andwill make it easier for customers to access information that’sact strategically and set effective short- and long-term goals thatimportant to them, when and how they want it. ATBISwill help them drive more business by working smarter, notaccounts will be included on ATB TrackIt, and our outdatedharder. A focus on competency development and coachingInvestor Connect site will be replaced with a new online clientsupport will also be important.portal with improved functionality to allow clients to chooseGrowing Connections:electronic statements.We will use data to identify opportunities for surrounding ourEnhancing the Online Advice Channel(Mass Market):clients with experts and to increase awareness of the expertisethat exists at ATBIS. With support from RFS and B&Ag, weWe will improve our Online Advice tool by introducingwill launch Group Investment Services (GIS), a part of ATB’sproactive initiatives to attract new clients and retain existingnew Group Financial Services offering, which will giveclients, as our team of goal-planning advisors re-establishesemployers the ability to set up savings plans for employees.relationships with specific branches and strengthens ourGIS will attract over a thousand new clients to ATB this year.connections. In addition, our mastery strategy will beWe will continue to work closely with the Alberta Privateintroduced to the mass market channel to ensure we understandClient group to surround our high-net-worth clients withwhat is required to deliver a first-class client experience.specialized services and products. By growing connections,11
BUSINESS PLAN 2016SSUsOUR STR ATEGIC SERVICE UNITSCFO Portfolio:Risk Management:We will make advancements in financial managementWe will continue to ensure ATB’s safety and soundness,information and further improve the sophistication of ourwith a particular focus on helping guide the company and ourcapital and liquidity management practices.customers through the challenges that may surface as a resultof recent declines in oil prices.People and Culture:We will focus our energy on leading cultural change throughStrategy and Operations:every corner of the organization.Our focus will be on leading the stadium work to transformtools and processes that will enable ATB’s team members toReputation and Brand:do their best work and deliver exceptional experiences andOur focus will be on revitalizing ATB’s brand to reflect ourvalue for our customers.story, building our presence in the marketplace, redesigningtools so team members can easily access the informationthey need, and expanding our focus on digital and socialmarketing.12
BUSINESS PLANFinancial Year 2016
BUSINESS PLAN Financial Year 2016. CONTENTS The ATB Story 3 Our Strategic Direction 4 Where We’re Going 5 . We’ll build on where we already excel while looking for opportunities to develop new strengths, with all our decisions . the business p
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