Royal Bank of Scotland not only successfully integrated the system, personnel, business and management, but also shortened the time required by 1 year compared with the original planned three years. What's more commendable is that while efficiently completing the integration of the two banks, the business indicators, profitability and competitiveness of Royal Bank of Scotland have been greatly improved.
Make it happen is the slogan and action of Royal Bank of Scotland. No matter in the integration process of the acquisition of National Westminster Bank or in the daily business after the acquisition, all business departments must make a definite plan. "Doing what you do will succeed" has become a belief of banks. "Employees can do what they think is appropriate and feasible, and the responsibility of leaders is to create an environment in which employees feel their work is valuable." Goodwin, CEO of Royal Bank of Scotland, said so and did the same.
At Royal Bank of Scotland, employees are fully respected and trusted.
Take the bank's Hong Kong branch as an example. The main senior staff of its branches are recruited locally, which is rare in other banks. It is precisely because of this trust in employees that employees are more responsible. Staff loyalty and due diligence can not only reduce contradictions and frictions within the bank and improve work efficiency, but also enhance customer loyalty, reduce customer maintenance costs and improve the profitability of the company. Performance-linked is an incentive method, and trust is also a very effective incentive method. The organizational structure of eight business departments and six comprehensive service management departments clearly marks the profit center and cost center of banks and creates good conditions for scientific management of banks.
Eight business departments: the front desk directly facing customers and the profit department of the bank. Their main task and goal is to serve customers well and make profits for banks.
6 comprehensive service management departments: the middle and back office of 8 business departments and the cost center of the bank. Their main task is to serve and manage the front desk. Serving the front desk well means creating a good environment and conditions for the front desk, so that the front desk can concentrate on serving customers well; To manage the front desk well is to establish a scientific and reasonable mechanism of supervision, assessment, evaluation, rewards and punishments, so as to ensure that the business undertaken by the front desk is legal and compliant, with controllable risks, real profits and customer satisfaction. Although Royal Bank of Scotland implements multi-brand strategy, it is very unified in internal management and product manufacturing. The multi-brand strategy has met the needs of customers to the greatest extent and expanded the market share of Royal Bank of Scotland. Unified internal management and product manufacturing can save management costs and product manufacturing costs to the greatest extent, and greatly improve the service quality and market competitiveness of Royal Bank of Scotland.
The combination of foreign multi-brand strategy and internal unified standards makes Royal Bank of Scotland one of the most valuable international commercial banks in the world. The internal unified standards of the Bank are mainly embodied in the following six aspects:
(1) product manufacturing
After the acquisition of National Westminster Bank, Royal Bank of Scotland invested the most and took the longest time to integrate its product manufacturing platform, including the most complex information management system integration. Through integration, Royal Bank of Scotland has a huge product manufacturing and production system. The product manufacturing department of this bank has 20,000 employees and 400 computer systems, which handle the fund settlement business equivalent to 40% of British gross national product, manage 200,000 customer accounts, operate 5,000 ATMs, and collect 65.438+065.438+000 billion pounds in cash.
(2) Law&; Supervision)
The Legal and Regulatory Department is the authoritative department for the drafting, review and compliance supervision of legal documents of Royal Bank of Scotland. All issuance documents signed by the bank and the customer (including loan agreement, underwriting agreement, fund settlement agreement, ISDA agreement, deposit, etc.). ) must be formulated and reviewed by the legal and regulatory authorities in a unified way, and the bank adopts a unified customer agreement to ensure that the interests of the bank are protected to the maximum extent at any time and anywhere. At the same time, the department is also responsible for interpreting the documents of domestic and foreign government regulatory authorities, and supervising the effective implementation and execution of the documents of relevant regulatory authorities in various business departments to prevent being punished for violating the regulations of relevant regulatory authorities at home and abroad.
(3) Strategy
Strategic work is the most authoritative think tank of Royal Bank of Scotland, which is responsible for studying and making suggestions on the bank's business development trend, profit sources, income structure, enterprise reorganization, merger and split, and pointing out the direction for the company's future business development.
(4) Finance, risk and audit (Finance, risk &; Internal audit)
Finance, risk and audit are the core departments of cost control, risk prediction and monitoring and internal audit of Royal Bank of Scotland, and they are also the important guarantee departments of daily operation of Royal Bank of Scotland.
The responsibilities of finance are mainly composed of two aspects: first, to be responsible for the formulation and distribution of bank costs, expenses, income and profits, and to supervise the implementation of these indicators in various business departments; Second, it is responsible for the allocation of bank capital occupation, the formulation of capital return target, the formulation of capital price and the formulation of liquidity guarantee measures to meet the bank's capital return requirements and liquidity requirements.
Risk responsibilities: Responsible for formulating unified risk management policies, unified credit risk standards, unified market standards and unified operational risk standards, setting bank credit risks, market risk tolerance and risk limits, conducting risk assessment and credit granting to counterparties, and at the same time being responsible for risk identification, estimation, risk indicator allocation and monitoring of daily business products.
Audit responsibilities: responsible for the formulation and inspection of audit standards.
(5) Information (communication)
Information is the information system development and maintenance department of Royal Bank of Scotland, and it is also the largest investment department of Royal Bank of Scotland besides manpower. Royal Bank of Scotland has a huge information system group and a huge system development and maintenance team.
(6) Human resources
The human resources department is mainly responsible for the formulation of human resources policies such as the employment process, employee benefits, salary and performance appraisal of Royal Bank of Scotland, and is responsible for assisting the recruitment organization and coordination of employees in business departments and handling employee procedures. Royal Bank of Scotland attaches great importance to the subjective role of employees, and the human resources department recognizes the importance of employees by establishing a performance management culture, discovering outstanding talents, introducing outstanding talents and retaining outstanding talents. At the same time, through targeted training, we will continuously improve and develop the skills of bank employees and maintain the leading position of banks in the industry.
This enterprise brand ranks 3rd10 in the top 500 world brands compiled by the World Brand Lab in 2006, and 34th in the ranking of 65,438+000 big companies in the world published by Barron's Weekly in 2006. This enterprise ranked 54th in the ranking of Fortune 500 enterprises in the world in 2007.