Dexia Annual Report 2001
Contents
Creative concept
Dexia’s Annual Report 2001 illustrates the Group’s fundamental values, which are shared and lived
by its 25,800 employees in 25 countries. These values, which cut across the different business lines
and nationalities, give Dexia its specific character. The Group’s personality is shaped by six
complementary values which interact and support one another – performance, balance, expertise,
enthusiasm, innovation and discipline.
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Business Profile .......................................................................................... p. 2
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Message from the Chairmen .................................................................... p. 4
Foreign exchange rates
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Financial Highlights .................................................................................... p. 6
Organization, Corporate Governance and Management........................ p. 8
The foreign exchange rates
applied between the euro and
Euroland currencies are the
official exchange rates set on
December 31, 1998.
1 EUR =
Corporate Spirit .......................................................................................... p. 24
40.3399
6.55957
40.3399
1.95583
1,936.27
166.386
13.7603
2.20371
200.482
Shareholders’ Review ................................................................................ p. 28
Businesses
>
Know-how and Expertise, Public / Project Finance
LUF
FRF
BEF
DEM
ITL
ESP
ATS
NLG
PTE
and Credit Enhancement............................................................................ p. 38
>
Availability and Service, Retail Financial Services .................................. p. 50
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Professionalism and Discernment, Investment Management Services.. p. 58
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Anticipation and Control, Risk Management .......................................... p. 70
Mastery and Creativity, Capital Markets and Treasury Activities .......... p. 66
Financial Performance ................................................................................ p. 78
>
The foreign exchange rates
applied between the euro and
other currencies are the rates
on December 31, 2001.
1 EUR =
0.8813
7.4365
3.853659
9.3012
0.6085
42.78
Where to find Dexia .................................................................................. p. 86
The “Annual Report 2001” and the “Accounts and Reports 2001” together constitute the annual report of the Dexia holding company.
USD
DKK
ILS
SEK
GBP
SKK
1
Business Profile
Active in 25 countries, with a solid base in Europe, Dexia has implemented a
growth strategy focused on creating value since it was founded. With high
profitability in all its lines of business, Dexia applies a strict oversight policy that
allows it to keep a low risk profile.
Public / Project Finance
and Credit Enhancement
World leader
MARKET
SHARE:
17% in Europe
25% in the United States
Retail Financial Services
Second largest in Belgium, third largest in Luxembourg
MARKET SHARE: 24% in Belgium 13% in Luxembourg
Investment Management Services
Capital Markets and Treasury Activities
RATING
FROM
AA TO AAA
Customized financial arrangements, long-term loans, credit
enhancement, account management, investment and insurance
products – Dexia provides its public-sector clients with a full
range of products and services adapted to their specific needs.
New loans (1) (2): EUR 30.5 billion + 16.1%
Outstanding commitments (1): EUR 154.4 billion + 1.9%
Credit enhancement(3): EUR 790 million + 55.4%
(1) Long-term, including off-balance sheet items.
(2) Excluding Artesia BC.
(3) PV of gross premiums collected by Financial Security Assurance in the United States.
Responding to the financing, savings and insurance needs of its
retail banking customers by offering them diversity and
performance is one of the priorities of Dexia’s network of branches.
Besides a strong position in Belgium and Luxembourg, the Group
also develops this line of business in the Netherlands through Dexia
Bank Nederland, a company formed by the merger of Labouchere
and Kempen&Co and in Slovakia, through Prvá Komunálna Banka.
Customer deposits and investment products:
EUR 79.7 billion + 34.7%
Outstanding customer loans: EUR 20.7 billion + 45.5%
Insurance premiums: EUR 1.9 billion + 95.3%
Offering its private and institutional clients quality financial
management services (private banking, asset management, fund
administration and equity-related activities), Dexia confirms its
position as one of the eurozone’s main banking groups active in
this sector.
Assets under management: EUR 82.8 billion + 48.1%
Operating in many international financial markets, Dexia is a
recognized player in the capital markets with expertise that
benefits both the Group, for its refinancing needs, and its clients.
Volume of long-term refinancing EUR 23.8 billion
Private banking client assets: EUR 37.5 billion + 22.2%
Administered funds
(managed as a custodian bank): EUR 99.7 billion + 1.8%
of which EUR 13.3 billion in bonds rated AAA
Message from the Chairmen
François Narmon,
Chairman of the Board of Directors
Created in 1996, in anticipation of the introduction of
the euro, Dexia is a profoundly European banking
group. Very rapidly, it succeeded in developing an
authentic European identity beyond the diversity of the
national cultures of its 25,800 employees. As a forwardlooking banking group that has always been a pioneer,
Dexia is, of course, proud that the long awaited single
currency is today a reality for the 400 million citizens of
the European Union. The euro is the major event in
Europe at the beginning of the 21st century, and the
continent must benefit from this spectacular success to
pursue its integration and, in particular, its institutional
and fiscal reforms.
The year 2001 was the scene of major upheavals in the
world economy, from the bursting of the Internet
bubble to the decline in the financial markets and the
general economic slowdown which occurred after the
tragic events of September 11, 2001. The serenity that
characterized western economies at the end of the last
century gave way to uncertainty in 2001. In particular,
the financial markets became more chaotic and the
world’s stock exchanges recorded violent fluctuations.
In this turbulent environment, the group nevertheless
continued to grow and succeeded in posting good
results.
Dexia has expanded significantly over the last few years,
especially through external growth, by making many
acquisitions in Europe and the United States. This
development assures the Group of a strong presence
in Europe and throughout the world in its various
business lines. After the acquisition of Financial Security
Assurance (FSA) in the United States in 2000, a move
which allowed Dexia to become the world leader in
financial services to the public sector, the Group focused
on external growth in 2001 to develop its activities
in its two other businesses, Retail Financial Services
and Investment Management Services. Through the
acquisition of the Artesia Banking Corporation group
in Belgium, Dexia became a leader in bancassurance
in that national market. The merger in Belgium of Dexia
Bank and Artesia BC is currently moving forward, and
their new legal status was confirmed on April 1, 2002.
The acquisition of Kempen&Co. in the Netherlands,
followed by its merger with Bank Labouchere to form
Dexia Bank Nederland, makes Dexia a leading player
in Investment Management Services in Europe.
Today, Dexia aims to integrate its many acquisitions.
The company’s Board of Directors is proud to promote
the best practices in corporate governance. It has
created three specialized committees which report
regularly. These committees assure the Board of
objective and independent oversight of the Group’s
business and operations. At the six meetings it held in
2001, the Board of Directors approved Dexia’s growth
strategy, which should allow Dexia to pursue its
harmonious development in order to play a major role
in the Europe of tomorrow and more generally in the
world of banking, while continuing to increase its
profitability under strict conditions of risk management
and, as it has done in the last six years, create value for
its shareholders.
Pierre Richard,
Chief Executive Officer, Chairman of the Management Board
2001 was once again a decisive year in Dexia’s development.
The Group truly moved up to another echelon as a result of
significant strategic external growth that has enabled Dexia
to figure in the principal international stock market indices and
to be recognized by investors throughout the world. With stock
market capitalization of approximately EUR 20 billion, Dexia is
now one of the top ten banking groups in the eurozone.
The Group had already strengthened its activities in 2000 in
public finance and credit enhancement through the acquisition
of a specialized insurance company in the United States,
Financial Security Assurance (FSA). Dexia is now the world
leader in this sector. The acquisition of Artesia Banking
Corporation in Belgium and of Kempen&Co. in the Netherlands,
which merged at the end of the year with Bank Labouchere to
become Dexia Bank Nederland, allowed Dexia to assume a new
dimension, that of a leading player in the European banking and
financial industry.
The integration of these new companies into the Group was
a major focus and it mobilized the efforts of all the employees
involved, in particular with regard to the merger of Dexia Bank
and Artesia Banking Corporation. A dozen work groups made
rapid progress on several fronts, including the merger of the
trading rooms, the creation of a single IT platform and the
reorganization of the departments at headquarters. The year
2002 will be particularly dedicated to the integration of the
banking networks in Belgium in order to offer the Group’s
expanded customer base a coherent range of quality products
and services.
At the same time, and to deal with these new priorities, Dexia
reinforced its management team by drawing in the reins at the
level of the Management Board. The sovereign functions of
general audit, compliance, risk management, management
control and the management of executive officers are now
centralized, without however breaking with the entrepreneurial
spirit that exists in all of the Group’s businesses and constitutes
the force of the operating subsidiaries, which are fully responsible
for day-to-day management.
The pursuit of Dexia’s growth strategy once again produced
positive results in 2001. Despite a particularly difficult economic
and financial environment, the Group reported significant growth
in results for the thirteenth year in a row since it began to be
traded on the stock exchange, with net income of EUR 1,426
million, up 42.5% from 2000. Earnings per share increased
by 9.1%, in line with the Group’s objective to double this figure
between 1999 and 2005. Return on equity rose for the fifth
consecutive year to 18.7%, again in line with the Group’s
medium-term objective of 20%. The cost-control measures
implemented in all of the Group’s entities allow the Group to
confirm its commitment for 2002 with confidence – this year,
operating expense on a constant basis should be less than in 2001.
Dexia again confirmed its profile, that of European banking
group specialized in three of business lines which make a
balanced contribution to its results. The Group is in excellent
shape with a solid capital base and a low risk profile. Its principal
characteristic is to offer its shareholders predictable prospects for
growth in income.
Backed by the enthusiasm of its 25,800 employees in 25 countries,
whom I here want to thank for what they have accomplished,
Dexia intends to pursue its growth strategy with confidence and
dynamism. In 2002, the Group’s results should continue to grow.
Dexia will thus remain one of the leading European banking
groups that create the most value.
4/5
V Financial Highlights
Balance sheet total
Total regulatory
capital
EUR billion
%
258
97
19
98
19
99
20
00
01
19
97
19
98
19
99
20
00
9.3
11.5
20
01
19
97
19
98
19
99
20
00
20
01
19
(ROE)
EUR million
97
19
98
19
99
20
00
Cost/income
ratio
Return on equity
Net income
%
%
59.5
56.3
1,426
56.1
18.7
1,001
528
19
97
98
13.2
19
99
53.9
15.7
605
19
55.1
17.7
761
20
00
20
01
19
97
14.0
19
98
19
99
20
00
20
01
9.3
9.0
9.8
7.2
7.7 7.7
20
9.6
12.8
8.6
199 245
10.2
14.4 13.0
351
19
%
EUR billion
11.9
186
Tier I ratio
Capital adequacy ratio
19
97
19
98
19
99
20
00
20
01
20
01
Customer deposits and
debt securities1
Total outstanding
loans1
Workforce3
EUR billion
25,838 employees, including:
EUR billion
156.4
224.9
134.4
186.8
ab
128.5
179.2
100.6
143.8
106.0
in Belgium3 16,363
136.6
19
97
19
98
19
99
20
00
20
01
19
97
19
98
19
99
20
00
20
01
Moody’s
Standard & Poor’s
Fitch
Aa2
AA
AA+
Aa2
AA
AA+
Aa2
AA
AA+
FSA
Dexia
MA
Aaa
AAA
AAA
Aaa
AAA
AAA
ab
in Luxembourg 3,134
ab
International 4,130
Earnings
per share
EUR billion
EUR
18.8
Dexia
Dexia
Crédit Local BIL
in France 2,211
Stock market
capitalization
Long-term ratings2
Dexia
Bank
ab
18.9
1.25
1.15
12.7
0.98
0.85
10.1
0.75
8.4
19
(1) Outstanding loans on the balance sheet
(2) As of December 31, 2001
(3) Including the branch network of Dexia Bank Belgium and of Artesia Banking Corporation
97
19
98
19
99
20
00
20
01
19
97
19
98
19
99
20
00
20
01
6/7
8/9
Organization,
Corporate Governance
By its location in Brussels, in the heart of the
European Union office district, Dexia’s head office
and its counterpart in Paris, the Crystal Tower,
symbolize the Group’s European identity. Half of
the staff of the holding company, Dexia Group,
works in Brussels, and the other half in Paris,
thereby respecting Dexia’s French and Belgian
roots.
and Management
100%
100%
Dexia Bank Belgium
65.7%
Dexia Crédit Local
Headquarters : Brussels
8.4%
90%
Headquarters : Paris
28.4%
22.2%
Dexia Bank Nederland
10%
69.3%
Financial Security Assurance
Headquarters : New York
5.8%
Dexia Banque Internationale à Luxembourg
Headquarters : Amsterdam
Headquarters : Luxembourg
Dexia has implemented corporate governance since the Group was created in 1996, and has made it a
priority to apply best practices by adapting or modifying its organization, discipline and regulatory
guidelines to comply with the many recent developments in this area. Dexia aims to spearhead progress
in the field of corporate governance at the international level to ensure shareholders of comprehensive
oversight and transparency.
) Board of Directors
As of December 31, 2001, Dexia’s Board of Directors is
composed of twenty members, seven of whom (more than
a third) are independent. Dexia’s Board of Directors reflects
the Group’s European identity – five nationalities are
represented. Its composition is also in line with Dexia’s
French-Belgian corporate structure. It counts an equal
number of Belgian and French members, with each
nationality representing at least a third of the Board.
8/9
Board of Directors as of December 31, 2001(1)
Beginning and
end of mandate
François Narmon
Chairman of the
Board of Directors, Dexia
Chairman of the Board of Directors:
- Dexia BIL
- DVV Insurance
Chairman:
- Belgian Olympic and Interfederal Committee
Member:
- International Olympic Committee
1996-2002
Group Chief Executive
Officer and Chairman of the
Management Board, Dexia
Director:
- Crédit du Nord
- Le Monde
- Air France
- European Investment Bank
- Generali France Holding
1999-2006
Chairman of the Executive
Board, CNP Assurances
Member of the Executive Board:
- Groupe Caisse des depôts
Member of the Supervisory Board:
- CDC IXIS
1999-2006
Board, Club Méditerranée
Director:
- eBay
Member:
- Mouvement des entreprises de France
Former Chief Executive Officer:
- Euro Disney
2001-2002
Committee, Arcofin
Chairman of the Executive Committee:
- Arcopar
- Arcoplus
- Auxipar
Censor:
- National Bank of Belgium
2000-2007
Chief Executive Officer and
Chairman, Thomson and
Thomson Multimedia
Director:
- Schneider Electric
- Rhodia
- Bouygues Télécom
- AXA
2001-2003
Chief Executive Officer
Société Mutuelle
des Administrations
Publiques
Chairman of the Board of Directors:
- Union des associations
d’assurance mutuelle
- Belfinance
1996-2002
Municipal Councillor,
Brussels City
1996-2002
Municipal Councillor,
Berlare
Director:
- Gemeentelijk Havenbedrijf Antwerpen
1999-2006
Burgomaster,
Frameries
Vice-Chairman
of the Board of Directors:
- Société Publique d’Électricité
60 years old
French
Member of the Strategy Committee
Holds 20,000 Dexia shares
Gilles Benoist
55 years old
French
Member of the Audit Committee
Philippe Bourguignon
53 years old
French
Member of the Compensation Committee
Independent director
Rik Branson
57 years old
Belgian
Thierry Breton
46 years old
French
Guy Burton
53 years old
Belgian
François-Xavier de
Donnéa de Hamoir
60 years old
Belgian
Holds 700 Dexia shares
Karel De Gucht
47 years old
Belgian
Didier Donfut
45 years old
Belgian
Other functions
1996-2002
67 years old
Belgian
and the Compensation Committee
Pierre Richard
Prime
function
Ingénieur commercial (degree similar to
MBA). Joined Crédit Communal in
1957. Chairman of the Management
Committee of Crédit Communal (then
of Dexia) from 1979 to 1999. CoChairman of the Dexia group from 1996
to 1999. Chairman of the Board of
Directors of Dexia since 1999.
Studied at the Ecole polytechnique, Ecole
nationale des Ponts et Chaussées and
Pennsylvania University. Chairman of
the Executive Board of Crédit Local de
France in 1987. Chief Executive Officer in
1993. Co-Chairman of the Dexia Group
from 1996 to 1999. Since 1999, Chief
Executive Officer of the Dexia Group and
Chairman of the Management Board.
Law degree. Graduate from the Institut
d’Etudes Politiques and the Ecole Nationale
d’Administration. Appointed Secretary
General of Crédit Local de France in 1987.
Member of the Executive Committee of Caisse
des dépôts et consignations from 1993 to 1998.
Trained as an economist. Before joining
Club Méditerranée, he was Chief
Executive Officer of Euro Disney, as well
as Executive Vice-Chairman of The Walt
Disney Company (Europe).
Degree in economics. Worked in several
capacities at the Regional Investment
Company of Flanders between 1980 and
1989. Joined the Arco group in 1989, and
became Chairman of the Executive
Committee in 1992.
Engineer. Chief Executive Officer of the
CGI group from 1990 to 1993. Executive
Chairman and Vice-Chairman of the
Board of Directors of the Bull group from
1993 to 1997. President of the Université
de Technologie in Troyes.
Law degree. Joined Société Mutuelle des
Administrations Publiques in 1974.
Appointed General Secretary in 1991 and
Chief Executive Officer in 1995.
Degree in Commercial and Financial
Sciences (University of Louvain) Master
in Business Administration (University
of California at Berkeley) Honorary
Professor at the University of Louvain.
Active in Belgian politics since 1981.
Law degree. Lawyer from 1976 to 2000.
Active in national politics. Teaches
European law at the Vrije Universiteit
Brussel.
Ingénieur commercial (degree similar to
MBA). Active in national politics and the
Belgian energy sector. Burgomaster of
Frameries since 1992.
(1)
Article 2 of the law of August 6, 1931 (M.B. August 14, 1931) forbids ministers, former ministers and State ministers, as well as members and former members
of Legislative Assemblies to mention their status as such in acts and publications of profit-making companies.
Beginning and
end of mandate
Denis Kessler
Chairman,
FédérationFrançaise
des Sociétés d’Assurances
Executive Vice-Chairman:
- Mouvement des Entreprises de France
- BNP Paribas
Member:
- Commission Economique de la Nation
1998-2004
Chef executive officer,
and Chairman,
Caisse des dépôts
et consignations
Director:
- Thales
- CNP
- Gaz de France
- C3D
2000-2006
Director,
AGF
Director:
- Schlumberger
- Fondation pour la recherche médicale
Former Chairman of the Executive Board:
- Paribas
Professor:
- Université Paris-Dauphine
2001-2002
Chairman, Banca
Popolare di Milano
Vice-Chairman of the Board of Directors:
- Associazione Bancaria Italiana
Director:
- Associazione Nazionale Banche Popolari
2001-2002
Chairman of the Board of
Directors, Arco group
Chairman:
- ACW
- Institut Supérieur du Travail
- Conseil Fédéral pour le Développement Durable
1999-2006
Doctor of law
Companies Director
2001-2007
Board, Société du Louvre Groupe du Louvre
2001-2002
Member of the Executive
Committee, Arcofin
2000-2006
Honorary President,
European Investment Bank
Chairman:
- European Centre for Nature Conservation
Director:
- English National Opera Company
Member:
- British Institute of Management
1999-2006
Chairman,
Bank Nederlandse
Gemeenten
Director:
- Nederlandse Vereniging van Banken
Commissioner:
- N.V. Trustinstelling Hoevelaken
Secretary-General:
- Centre international pour le crédit communal
Observer
1996-2001
Director:
2001-2002
Burgomaster of Ghent
58 years old
French
André Lévy-Lang
64 years old
French
Roberto Mazzotta
61 years old
Italian
Theo Rombouts
60 years old
Belgian
Gaston Schwertzer
69 years old
Luxembourg
Member of the Compensation Committee
Anne-Claire Taittinger
52 years old
French
Marc Tinant
47 years old
Belgian
Sir Brian Unwin
66 years old
British
Pieter Paul
Van Besouw
55 years old
Dutch
Observer:
Frank Beke
54 years old
Belgian
Other functions
1999-2006
49 years old
French
Daniel Lebègue
Prime
function
Degrees in political science, economics
and philosophy. Member of the Conseil
économique et social, the European
Insurance Committee and the Conseil
National des Assurances.
Law degree. Graduate from the Ecole
Nationale d’Administration. Before joining
Caisse des dépôts et consignations in 1997,
he was a member of the Board of Directors
and Vice-Chairman of Banque Nationale de
Paris. Chairman of the Board of Directors
of the Institut d’Etudes Politiques in Lyon.
Graduate from the Ecole Polytechnique
and Ph.D. in Business Administration
from Stanford University. After working
as Chairman of the Executive Board of
Paribas, he is now a member of the
Boards of Directors of several companies and a professor at the University of
Paris-Dauphine.
Trained as an economist. Former professor at the University of Genoa. Active in
politics for 20 years. Began his banking
career in 1987.
Law degree and degree in economics.
Before becoming Chairman of ACW, he
was Chief Executive Officer of the
Regional Development Company of
Antwerp. Member of the Board of
Directors of the Fondation Roi Baudouin.
Law degree. Long active in the gas industry. Member of the Board of Directors of
Dexia BIL since 1984. Honorary Consul
of the Republic of Nicaragua.
Chief Executive Officer:
- Baccarat
- Société Immobilière de la Tour La Fayette
Director:
- Marengo
Director:
- Arcopar
- Arcoplus
- Auxipar
Chief Executive Officer and Vice-Chairman
of the Board of Directors:
- EPC
Graduate from the Institut d’Etudes
Politiques de Paris. Before becoming
Chairwoman of Société du Louvre Groupe du Louvre, she was successively
Secretary General, Deputy Chief
Executive Officer and Chief Executive
Officer.
Master’s degree in economics. Before
joining the Arco group in 1991, he was
general advisor to the Executive
Committee of the Regional Investment
Company of Wallonia.
Studied at Oxford and Yale. Worked as a
diplomat and held several positions at
the Finance Ministry and on the Prime
Minister’s staff in the United Kingdom.
Appointed Chairman of the European
Investment Bank in 1993. Honorary
Chairman since 2000.
Economist and specialist in information
technology. After working for NCR
Nederland and Elsevier, he joined Bank
Nederlandse Gemeenten in 1985. He
became Chairman of the Executive
Committee in 1992.
Degree in philology and communication sciences. Before
becoming Burgomaster of
Ghent in 1995, he was a municipal councilor and alderman.
10/11
10/11
> Independent members of the Board
management. The Board of Directors appoints the members
of the Management Board, approves the measures required
to achieve the strategic targets it defines, monitors
implementation of the company’s management and control
programs, and reports to shareholders.
of Directors
The Board of Directors counts seven independent members,
representing a third of the Board: Anne-Claire Taittinger,
Thierry Breton, Philippe Bourguignon, Denis Kessler,
André Lévy-Lang, Gaston Schwertzer and Sir Brian Unwin.
The criterion of independence is based on the definition
given in the Viénot II white paper according to which
directors are considered to be independent if they have no
relation whatsoever with the company or the Group which
may compromise their impartial judgment. In any case,
and notwithstanding the general character of the abovementioned rule, members of the Board cannot be considered
to be independent if they represent a reference shareholder
and/or exercise executive functions in the company
or a Group entity.
> Non-executive members
of the Board of Directors
Non-executive members of the Board of Directors exercise
no management functions in the company or any of its
subsidiaries. Except for Pierre Richard, who is both Chief
Executive Officer and Chairman of the Management Board,
the other members of the Board of Directors are all nonexecutive members.
> Responsibilities of the Board
of Directors
The Board of Directors determines the strategic objectives
and the general policy of both the holding company
and the Group. It oversees and sets guidelines for
>
Operation of the Board of Directors
The Board of Directors met six times in 2001. The rate of
attendance at Board meetings was 85.3%.
Since its creation in 1999, the Board of Directors has operated
according to a code of internal rules. Amended on several
occasions, these rules and recommendations are designed
to guarantee the full exercise of power by the Board
of Directors and to optimize the contribution of each member
of the Board. The code defines the rights and obligations of
the members of the Board in the exercise of their mandate,
operating and evaluation guidelines, relations with the
Management Board and the organization and operation of the
Board’s specialized committees.
In addition to statutory appointments, the Board primarily
addressed the following issues in 2001:
… discussion and approval of the parent-company and
consolidated financial statements and the 2000 business
results;
… discussion and approval of the Dexia Group’s budget for
2001;
… acquisition of Artesia BC (approval of the acquisition,
capital increase and merger);
… acquisition of Kempen&Co (approval of the acquisition
and merger);
… Dexia share split;
… approval of the protocol relating to Dexia’s prudential
control;
… employee share issue and stock option plan for 2001;
… reorganization of the Group’s internal audit and
compliance units;
… interim reports by the Audit Committee.
Each quarter, the Chief Executive Officer reports to the Board
of Directors on the activities of the different entities and their
subsidiaries. The report is organized around the Group’s three
business lines and gives a detailed picture of Dexia’s position
in these sectors.
> Compensation of the members
of the Board of Directors
Each member of the Board of Directors receives annual
compensation of EUR 30,000 for a full calendar year.
This amount was determined at the Annual Shareholders’
Meeting of May 10, 2000. For members of the Board
who have not held their positions for a full year, this amount
is reduced on a prorata basis according to the number of
quarters actually worked. The Chief Executive Officer receives
no compensation as a member of the Board of Directors, but
is paid for his contribution as Chief Executive Officer and
Chairman of the Management Board.
The Directors together hold 138,050 shares.
> Internal assessment
In 2001, the Board of Directors conducted an evaluation of its
operations by means of a questionnaire that was sent to each
member of the Board. Overall, the Board members said they
were satisfied with the pertinence and quality of the
information provided. They decided to reinforce the role of
the Audit Committee to allow it to deal with cross-division
topics in addition to auditing the accounts. It also approved
the creation of a committee to prepare for the appointment
of a certain number of Board members in 2002.
12/13
> Specialized committees
The Board of Directors has three specialized committees
which report on a regular basis. These committees assure
the Board of objective and independent oversight
of the Group’s business and operations.
…
Strategy Committee
The Strategy Committee is composed of eight members of the
Board of Directors, including the Chairman and the Chief
Executive Officer.
… François Narmon, Chairman of the Board of Directors
… Pierre Richard, Chief Executive Officer
… André Lévy-Lang (independent member of the Board)
… Denis Kessler (independent member of the Board)
… François-Xavier de Donnéa de Hamoir
… Karel De Gucht
… Daniel Lebègue
The Strategy Committee meets annually to review the Dexia
Group’s strategic position and study its further development.
In 2001, this meeting took place on June 22.
The Strategy Committee may also be convened at any time
upon the initiative of the Chief Executive Officer to discuss
market-sensitive issues before they are presented to the Board
of Directors. In 2001, the Strategy Committee met on
March 9 and May 2 to discuss, respectively, the acquisition
of Artesia BC and of Kempen&Co.
No compensation is paid to the members of the Strategy
Committee for their work on this committee.
…
The Audit Committee
The Audit Committee is composed of Gilles Benoist,
Marc Tinant and Pieter Paul Van Besouw. It assists the Board
of Directors in the exercise of its mission to oversee
the business and management of the Dexia Group. It verifies
that Dexia’s parent company and consolidated financial
statements (including Dexia Bank Belgium and Dexia Crédit
Local) are accurate and fairly stated. In particular,
its responsibilities involve analyzing the financial information
and accounting procedures and examining the conclusions,
comments and recommendations of the auditors.
In this connection, it may suggest that additional studies
be conducted. As well, it verifies the annual and semiannual
financial statements before they are approved by the Board of
Directors and published. The committee also gives advice on
the appointment of the auditors proposed to the shareholders’
meeting.
It verifies the existence and implementation of risk
management and control procedures for credit, market
and operating risks. To this end, the Audit Committee
oversees internal audit operations, in particular through
meetings with the Group’s audit division which presents
the conclusions of the audits conducted, the main files
analyzed and, more generally, for the Management Board,
a report on internal control procedures throughout the Group.
It may request complementary audit reports.
It also ensures compliance with regulations issued by stock
market authorities. In addition, the Audit Committee
is consulted on compliance rules in force throughout the Group.
The Audit Committee meets at least three times per year.
In 2001, meetings were held on March 8 and September 7,
and a third meeting to discuss the 2001 fiscal year took place
in January 2002.
The main subjects reviewed in 2001 included the following:
… Group financial statements and results as of
December 31, 2000, and June 30, 2001;
… 2001 report on oversight within the Group;
… 2001 report on internal audit activities in Group entities;
… 2001 report on risk assessment and management;
… organization and operation of internal audit activities
in the Group and updating of the Group’s audit charter;
… organization and operation of compliance in the Group
and introduction of a compliance charter for the Group;
… steering committees for the merger of Artesia BC and
Dexia Bank;
… operating risks linked to market activities.
No compensation is paid to the members of the Audit
Committee for their work on this committee.
…
and of the subsidiaries’ executive committees. In addition,
the Compensation Committee decides how stock options are
to be granted in application of the general principles defined
by the Board of Directors. It makes recommendations on the
compensation of the members of the Board of Directors and
employee profit-sharing.
The Committee met three times in 2001. It discussed
the following subjects:
… guidelines for the 2001 stock option plan;
… proposals for the fixed and discretionary compensation
of the Chief Executive Officer, the members of Dexia’s
Management Board, the members of the Management
Board of Dexia Bank, Dexia BIL and Dexia Crédit Local;
… comparative analysis of the compensation of the members
of Dexia’s Management Board; regulations governing the
2001 capital increase reserved to employees.
Compensation Committee
The Compensation Committee is composed of members
of the Board, two of whom are independent – François
Narmon, Philippe Bourguignon (independent) and
Gaston Schwertzer (independent).
The committee’s role is to determine the amount and
nature of the compensation to be paid to the Chairman
of the Board of Directors and the Chief Executive Officer,
as well as, on the basis of the proposal of the Chief Executive
Officer, to the members of the Management Board
14/15
Management Board
Pierre Richard,
Chef Executive Officer,
Chairman of the Management Board
) Management
> Management Board
The Management Board is composed of a maximum
of eight members. They are appointed and removed
from office by the Board of Directors acting on
the recommendation of the Chief Executive Officer.
In the framework of the strategic objectives and general
policy guidelines defined by the Board of Directors,
the Management Board runs the holding company
and the Group and pilots the different business lines.
To this end, each member of the Management Board
is invested with operating responsibilities at the level
of the company or Group entities (by business, activity
or function).
The Management Board is chaired by the Chief Executive
Officer, whom the Board of Directors entrusts with the daily
management of the company and the implementation of the
decisions taken by the Board of Directors.
The Management Board meets at least once a week
and decides issues in a collegial manner under the authority
of the Chief Executive Officer.
Since its creation in 1999, the Management Board has operated
according to a code of internal rules. Amended on several
occasions, these rules and recommendations define its role and
mode of operation. The collegial decision-making process,
the Board’s powers and certain regulations governing the
status of members are also the object of specific provisions in
the protocol on the prudential control of the Dexia Group
signed with the Belgian Banking and Finance Commission.
From left to right:
Rembert von Lowis
Chief Financial Officer;
Vice-Chairman of the Supervisory Board,
Dexia Crédit Local
Marc Hoffmann
Investment Management Services;
Chairman of the Management Board,
Dexia Banque Internationale à Luxembourg
Luc Onclin
Vice-Chairman of the Management Board;
Retail Financial Services;
Dexia Bank Belgium
Pierre Richard
Chief Executive Officer;
Chairman of the Management Board;
Chairman of the Supervisory Board, Dexia Crédit Local;
Vice-Chairman of the Board of Directors, Dexia Bank
Belgium
Vice-Chairman of the Board of Directors, Dexia Banque
Internationale à Luxembourg
Axel Miller
General Counsel;
Member of the Management Board, Dexia Bank Belgium
Jacques Guerber
Public/Project Finance and Credit Enhancement;
Dexia Crédit Local
Dirk Bruneel
16/17
> Dexia Group holding company staff
To meet its operational needs, the Management Board relies
on a dozen small teams, 90 highly-educated people in all,
based in either Brussels or Paris. These teams are responsible
for ensuring and coordinating the Group’s vital functions,
especially in audit and oversight, risk management and
strategic planning, but also for defining and implementing
Dexia’s policies in corporate communications, human
resources, information technology, etc.
General audit activities are under the responsibility of
Alain Delouis (see page 20).
The strategic planning and management information unit
participates in the definition of Dexia’s long-term strategy.
Under the responsibility of Yves Guérit, this team, which
draws up Dexia’s preliminary budget, also monitors business
results and the profitability of the Group’s businesses.
Under Philippe Ducos, risk management defines, organizes
and manages the Group’s risk profile. It is also in charge
of adjusting and updating economic equity (see page 70).
Jacques Bellut coordinates Dexia’s activities in the capital
markets (see page 66).
The financial communication and investor relations unit,
directed by Robert Boublil, provides financial and strategic
information about the group to investors, financial analysts
and rating agencies.
Corporate communications, under the responsibility of
Françoise Lefebvre, enhances Dexia’s image with the general
public and particularly journalists, trendsetters and
individual shareholders.
Under the responsibility of Bernard-Franck Guidoni-Tarissi,
human resources and in-house communications develop
a group spirit and create a work community by implementing
a policy that fosters mobility, compensation, career
management and communication within the company.
Michel Van Schingen is responsible for information
technologies, which coordinates computer systems and tools
throughout the Group and ensures that they meet Dexia’s
strategic needs.
Xavier de Walque’s team manages and evaluates proposals
for mergers, acquisitions and sales, and studies the internal
reorganization of Dexia’s subsidiaries and affiliates.
The Chairman’s personal staff, under the management
of Mireille Eastwood, coordinates and monitors the activities
of the Chief Executive Officer and the Management Board
in cooperation with the secretary-general. This cell also
serves as an interface between the Group’s different units.
The secretary-general (Edouard du Roy de Blicquy) is in
charge of Dexia’s regulatory and legal organization. He is
responsible for the management of the Group’s cash reserves
and budgets as well as of logistics of the holding company in
cooperation with the Chairman’s personal staff.
> Management compensation
… Management
Board
Compensation for the members of the Management Board
is determined by the Board of Directors on the recommendation
of the Chairman of the Management Board and after approval
by the Compensation Committee.
In 2001, the Compensation Committee conducted a study on
the compensation of the members of the Management Board,
with the help of a specialized consultant, and its conclusions
were adopted by the Board of Directors.
The fixed portion of compensation is determined on the
basis of the nature and importance of the responsibilities
exercised by each member with a market benchmark for
comparable positions. The capped discretionary part is linked
to the Group’s performance, which is measured by the change
in earnings per share between 2000 and 2001. Members’
individual contributions to the company’s future success are
also taken into account.
…
Executive Management
Compensation is reviewed once a year in the first quarter
for company managers in the Group’s different subsidiaries
in line with the general policy guidelines issued by
the respective compensation committees in compliance
with the recommendations of the Group’s Compensation
Committee.
Fixed salaries are determined on the basis of local market
benchmarks and individual levels of responsibility.
Discretionary compensation takes into account
the competitive practices observed in the Group’s different
business lines (financial markets, private banking, asset
management, retail banking, etc.). It also reflects individual
performance, which is assessed on the basis of the achievement
of the financial and business objectives set in the annual
budget process.
The Chief Executive Officer received net compensation after
taxes and charges equivalent to EUR 490,500. This sum
corresponded to annual gross income of EUR 1,137,500. His
gross fixed compensation totaled EUR 750,000 and his
discretionary compensation was EUR 387,500.
The seven members of the Management Board (six members
in 2000) received a total of EUR 5.670 million in gross
compensation in 2001.
The members of the Management Board were granted
540,000 Dexia stock options in the framework of the
2001 stock option plan, of which 150,000 were granted
to the Chief Executive Officer.
18/19
) Internal audit
Dexia has a consistent audit unit that respects the highest
standards. The audit unit was bolstered in 2001 to enable
it to promote internal control in the Group and to monitor
the performance and effective application of internal audit
procedures.
This focus expresses the Group’s determination to maintain
its reputation and guarantee the coherence and efficiency of
its structures as core values.
In this framework, the internal audit unit verifies that
the risks incurred by Dexia in its activities and in all its
entities have been identified, analyzed and sufficiently hedged.
Internal audit also promotes continuous improvement
in Group operations.
The organization of internal audit adopted at the end of 2000
is based on three fundamental principles:
… internal audit’s strategy, level of requirements and
operating rules are defined by the Management Board
in a framework approved by Dexia’s Audit Committee;
… internal audit functions are exercised by a network of
audit divisions which operate under the authority of the
Group’s general auditor, who reports directly to the Chief
Executive Officer and Chairman of the Management
Board;
… each audit division in company subsidiaries reports to
the chairman of the entity’s executive committee, and also
to the Group’s general auditor.
This new organization, which is more structured than in the
past, will also make it easier to integrate new entities into the
audit system.
The Group’s comprehensive approach to risks, the common
audit policies introduced and the reporting and tracking
procedures conducted at the level of the holding company
also contribute to the efficiency of Dexia’s internal control
system. Finally, a new audit charter has been drawn up.
After final approval by the Board of Directors, it will be
distributed to the Group’s employees to allow them to be fully
aware of the role and practices of internal audit in the Dexia
Group.
) Compliance
Operating in the highly-regulated sectors of finance
and insurance, Dexia complies with all legal, regulatory
and prudential standards. Such compliance is one of the first
conditions of client confidence. Beyond respect for the letter
of the law, in 2001 the Group continued to implement
efficient oversight procedures.
In fact, Dexia’s reputation is also based on its efforts
to ensure the integrity of the Group as a whole and of
all the employees in their banking or insurance activities.
These ethical principles have been codified in a charter
drawn up in 2001 and submitted to the Group’s Management
Board and to the Audit Committee of Dexia’s Board of
Directors. The requirements defined in this framework aim
to match the highest standards in the financial world.
After approval by the bodies which represent the Group’s
operating entities, the charter will be distributed to the whole
workforce. The operating entities will be able to amend
the charter to integrate stricter local legal and regulatory
requirements.
… Basic
Dexia’s chief compliance officer organizes regular meetings
with his counterparts in the three main operating entities to
monitor their activities, share information and experience
and seek appropriate solutions for the problems posed.
compliance principles
The Dexia Group’s compliance policy is based on
the following principles:
… compliance with legal and regulatory requirements,
… professionalism and confidentiality,
… reliability and respect in dealing with clients,
… loyalty to the Dexia Group,
… mutual respect for people and opinions.
Each of the chapters presents the rules in force and gives
concrete applications.
… Compliance
procedures
Oversight is an independent function that aims to ensure
the effective application of the compliance principles defined
by the Dexia Group. The definition, implementation and
updating of these principles are the responsibility of
compliance officers, who are named in the Group’s main
subsidiaries and who report to the Group’s chief compliance
officer. Correspondents are appointed in the other
subsidiaries, branches and representative offices.
20/21
Enthusias
Dexia employees are proud to participate in the construction of a company
that is a pioneer in many fields and has never stopped growing. In order to
enable its employees to benefit from the company’s growth and to reinforce
Dexia rapport annuel 2001
m
14/15
22/23
Si meliora dies, ut vina, poemata reddit, scire velim, chartis pretium quotus arroget annus. scriptor abhinc annos centum qui
decidit, inter perfectos veteresque referri debet an inter vilis atque novos Excludat iurgia finis, Est vetus atque probus,
centum qui perficit annos. Deperiit minor uno mense vel anno.
the sense of belonging to a dynamic group, Dexia has introduced an
attractive employee shareholding plan.
Corporate Spirit
As a result of sustained external growth, the
number of employees in the Group rose from
10,000 in 1996 to more than 25,800 at the end
of 2001. Working in 25 countries, the men and
women who make up Dexia are, for the most
part, located in Europe and particularly in
Belgium, France and Luxembourg, the three
countries in which the Group originally operated.
A priority at Dexia has always been to develop
a corporate spirit based on shared values,
to create a work community and to promote
commitment to the Group’s development
strategy. A major contribution is made by
the many projects conducted in cooperation
with the operating companies in the fields of
inhouse communications, human resources
and employee savings plans.
Gender breakdown (1) & (2)
b a
56%
44%
7,478
6,032
(2) Employees of Dexia Bank Belgium, including Artesia
Banking Corporation, Dexia Crédit Local and Dexia BIL
only
) Informing and promoting
commitment
Convinced of the importance of in-house communications
in the building of a common culture, Dexia uses a variety
of tools to promote employee commitment to projects and
corporate strategy. Complementary to the information
channels utilized in the operating companies and developed
in cooperation with “local” internal communications teams,
these media tools keep employees up to date on what is going
on in the Group – news, strategy, work organization, social
events, businesses, etc. Three supports (a quarterly magazine,
a video magazine and an intranet site) develop a feeling
of belonging to a unified social structure with common
objectives. In order to be accessible to the greatest number,
these tools are produced in three languages: English, French
and Dutch.
Since the objectives of in-house communications and
of human resources are increasingly complementary,
it was decided to merge the two functions in 2002.
Ensuring their coherence represents a key step forward
in the implementation of a powerful, clearly defined strategy.
) Portrait of the Group
The event of the year 2001 was, without a doubt,
the merger of the teams of Artesia Banking Corporation
and Dexia Bank in Belgium. The consolidation of other
companies, like Kempen&Co in the Netherlands, Ely Fund
Managers in the United Kingdom and Financière Opale in
France, also had an impact on the profile of the Group’s
staff. Altogether, no fewer than 9,600 employees came to
work for Dexia in 2001.
) Geographic breakdown1
… Belgium2:
16,363
… Luxembourg :
3,134
… France:
2,211
…The Netherlands:
1,729
… Slovakia:
623
… United States:
414
… Italy:
265
… Switzerland:
250
3
… Spain:
195
… United Kingdom:
164
… Ireland:
144
… Singapore:
81
… Germany:
67
… Monaco:
66
… Jersey:
34
… Denmark:
27
… Israel:
26
… Sweden:
17
… Australia:
17
… Other:
9
(2) Including the branch network of Dexia Bank Belgium and Artesia Banking
Corporation
24/25
Breakdown by age (1) & (2)
Age
> 60
56-60
51-55
46-50
41-45
36-40
31-35
26-30
21-25
< 21
Men
Women
17
4
276
81
851
270
1,100
705
1,223
805
1,418
1,241
1,069
1,106
1,035
1,006
476
751
13
63
(1) As of December 31, 2001.
(2) Employees of Dexia Bank Belgium, including Artesia Banking
Corporation, Dexia Crédit Local and Dexia BIL only.
) Development and international
mobility
One of the principal missions of the Group’s human
resources department is to ensure that Dexia has the staff
it needs to meet the challenges of tomorrow. To achieve
this objective, it is first necessary to identify the skills
required to further the Group’s strategy, to find people
who have the needed potential, to help them develop
the required know-how and, finally, to build career plans
that are adapted and motivating.
The Group’s human resources department thus introduced
a comprehensive process for managers who will be Dexia’s
executive officers tomorrow.
Launched in 2001, the Dexia Executive Assessment
Leadership (DEAL) project is the first stage in the process.
DEAL is based on a univocal system that is fair and objective.
It is now common to Dexia Bank, Dexia BIL and Dexia
Crédit Local and will be progressively extended to the other
Group entities. This development tool will make evaluation
criteria and career prospects more transparent for employees.
Training programs are also offered, particularly in management
and languages. More than 25% of the Group’s employees
work outside of the three countries in which Dexia first
operated (Belgium, France and Luxembourg) and some
14 different languages are spoken every day in the Group.
English has thus become the language of business and, in
particular, of the financial world in which Dexia operates.
“Discovering Dexia” programs were again organized
in 2001. These two-day training programs allow new
employees to meet and discover the organization and
history of the Group, its businesses and human resources
and communications policies.
Breakdown by seniority (1) & (2)
Age
Men
> 40
36-40
31-35
26-30
21-25
16-20
11-15
6-10
0-5
8
2
54
39
326
167
638
487
816
600
968
669
1,437
757
2,474
Women
1,137
533
2,398
(2) Employees of Dexia Bank Belgium, including Artesia Banking
Corporation, Dexia Crédit Local and Dexia BIL only.
Dexia gives special importance to international mobility,
which makes it possible to transfer certain know-how
from one entity to another. A passport for mobility was
introduced to serve as a reference document, defining
the procedures to be followed in the two types of mobility –
assignment and expatriation – and answering practical
questions concerning taxation, social security and housing.
) Merger of Artesia Banking
Corporation and Dexia Bank Belgium
In 2001, Dexia faced a major challenge in Belgium,
as it sets out to merge the teams of Artesia BC and Dexia
Bank. Although the merger of the two structures has begun
(for example, the trading rooms were merged at the end
of 2001), the process is not expected to be completed until
2005, with a major step in 2003.
Coordinated by an ad hoc committee composed of
representatives of the two entities’ executive committees,
the merger involved 14 project groups which piloted
approximately 75 work groups and a hundred sub-groups.
Altogether, the process required the active participation
of 600 to 700 people.
Specific information channels were developed and employed
to keep employees up to date on almost a daily basis
concerning the progress realized.
In addition, in order to make sure employees were treated
fairly in terms of job status, job stability, working conditions
and corporate culture, Dexia consulted and involved labor
representatives.
An information portal and data base as much as
a forum to share best practices, the Group’s
intranet system was launched at the beginning of
2001. This internal communications tool allows
employees to access the latest company news, the
price of Dexia shares in real time, financial
information, labor statistics, available job offers,
electronic press reviews and an employee
directory.
) Encouraging employee savings plans
The objectives of the employee shareholding plan launched
by the group in 2000 were to reinforce the feeling of
belonging to a socially unified group, involve employees
in the Group’s strategy and growth, and encourage
the creation of employee savings plans under favorable
conditions.
After the success of the first operation, the Board of
Directors decided, at the suggestion of the Management
Board, to launch a new plan in 2001. The second capital
increase reserved to employees was likewise successful.
Almost six out of ten employees subscribed Dexia shares
for a total of approximately EUR 167 million. The plan
was well received in Belgium, with subscribers representing
approximately 65% of total staff. In France, 72%
of the employees participated, while in the international
subsidiaries (excluding Belgium, France and Luxembourg),
participation increased by more than 50% over 2000.
Employees now own almost 2.3% of Dexia’s capital.
The objective targets 5% of the capital in employees’ hands
in five years.
) Pioneer in European labor relations
Dexia’s European Works Council was set up in 1998.
It is composed of management representatives and
26 statutory employee representatives and 17 alternates
from seven Dexia entities.
The European Works Council is a forum for consultation
and the exchange of information. It meets twice a year,
alternately in Brussels and Paris, to study economic,
financial and labor questions, such as the employment
situation, business trends, major organization changes,
mergers and acquisitions.
In 2001, the European Works Council met in February,
June and December. The February meeting was dedicated to
the Group’s organization and the creation of Dexia
Financial Markets, the acquisitions made in 2000, IT
synergies and Internet strategy. In June, the agenda included
the introduction of the Group’s compliance charter, the
merger of Artesia BC and Dexia Bank, the Group’s financial
and labor situation and employee shareholding. Finally, in
December, the Works Council focused on the acquisition of
Kempen&Co. and decided to convene a work group to draw
up a Dexia labor charter which will be submitted
to management at the end of the first half of 2002.
The objective of such a charter is to set minimum labor
standards, primarily in terms of labor negotiations
and employment management, in all Group companies,
whatever the legislation in the individual country.
26/27
Shareholders’ Review
Creating value for both individual and
institutional shareholders over the long term
through regular growth in income is a priority
for the Dexia Group. For 13 years in a row,
earnings per share have grown more than 10%
per year, increasing regularly from one year to
the next.
Dexia is committed to transparency in its
relations with shareholders. To this end, the
Group develops and makes available a large
number of tools, involves shareholders in its
communications strategy via a European advisory committee and organizes meetings on a
regular basis.
) Shareholding structure
) Dexia and the stock market
By the terms of the agreement signed by Dexia and Arcofin
on March 13, 2001, Arcofin transferred to Dexia on July 3,
2001, the shares it held of Artesia Banking Corporation
in exchange for new Dexia shares. Arcofin received
178,934,630 new Dexia shares through a reserved capital
increase. After this operation, Arcofin owned 15.34% of
Dexia’s capital. In keeping with the terms of the agreement,
Arcofin committed to support Dexia’s strategy fully and to
remain a stable shareholder of the Group for a period of at
least 18 months.
At the end of 2001, Dexia launched a second capital increase
reserved to its 25,800 employees in 25 countries. With six out
of ten employees subscribing, almost EUR 170 million were
invested. Subsequent to this operation, Dexia employees own
2.3% of the Group’s capital, versus 1.5% at the end of 2000.
Dexia counts approximately 400,000 individual
shareholders, mostly in Belgium and France, who own
13.9% of the Group’s capital.
As of December 31, 2001, Dexia’s equity totaled
EUR 4,684,744,917 and the number of shares
was 1,166,813,164.
As of December 31, 2001
Dexia Group employees
2.30%
15.04%
Holding Communal
5.17%
SMAP
group
41.25%
Institutional
and other
investors
7.00%
Caisse des
dépôts et
consignations
13.90%
Individual shareholders
15.34%
Arcofin
Dexia shares are traded in the Euronext Paris and Euronext
Brussels markets as well as on the Luxembourg stock
exchange. With stock market capitalization of approximately
EUR 19 billion at the end of 2001, the Group ranks among
the twenty largest European banks and among the top ten
in the eurozone.
Dexia is included in the main European stock market indexes
– Euronext 100, FTSE Eurotop 100, MSCI Europe Banks,
Dow Jones EuroStoxx Banks, ASPI Eurozone and FTSE4
Good Europe and Global Index, as well as the CAC 40
in Paris and the BEL20 in Brussels.
> Dexia share split
After approval by the shareholders at the Extraordinary
Shareholders’ Meeting of June 6, 2001, Dexia divided
the par value of its share by ten. The exchange of one
share for ten shares began on June 14, 2001.
This division was also applied to VVPR strips, warrants
and certificates. The new share was quoted in Brussels
and Paris on June 18.
This operation increased the liquidity of the shares
and also facilitates the access of individual shareholders
to Dexia shares.
> A difficult year for the stock market
In addition to the global economic slowdown, the events
of September 11, the crisis in Argentina and the bankruptcy
of Enron adversely affected an already lackluster market
environment. In the United States, the Dow-Jones was
down 7.1% at the end of the year, its biggest decline since
1990, while in Europe, the Dow-Jones EuroStoxx50 index
fell 20.3%, the CAC 40 22.0% and the BEL20 8.0%.
28/29
Stock market capitalization
EUR billion
20.2
18.8 18.9
12.7
10.1
19
98
19
99
20
00
20
01
/02
/02
8
2
Under the political and economic conditions of the year
2001, Dexia’s stock market performance was negative for
the first time since the share was listed; at year end, the
price was down 16.15% in Euronext Brussels and 16.28%
in Euronext Paris. However, this decline was not greater than
the decrease reported by the majority of banking shares
in 2001. In a longer perspective, Dexia’s performance since
the creation of the company on November 20, 1996,
remains very satisfactory with an increase of 17.89% on
a yearly basis through to the end of 2001.
With very few exceptions, banking stocks did not escape the
general downturn. Only some British banks and a handful
of banks in the eurozone reported a rise in their share price
at the end of the year. The Dow-Jones EuroStoxx Banks
index was down 18.51%.
If Dexia’s stock market performance reflected this
environment and did not escape the general trend, the year
2001 was, nevertheless, rich in events, particularly the
acquisition of Artesia Banking Corporation in March and
of Kempen&Co in June. Likewise, the Dexia share split
contributed to a significant increase in the total volume traded
annually in Brussels and Paris.
Dexia’s stock market performance (average prices)
(1)
25
20
15
10
5
Average Dexia Brussels and Paris
DJ EuroStoxx Banks
(1) Average of Dexia shares listed in Brussels and Paris.
DJ EuroStoxx 50
02/02
06/01
10/00
02/00
06/99
10/98
02/98
06/97
0
11/96
>
> Dexia’s stock market performance in Brussels
25
50,000,000
Feb. 2, 2002
EUR 17.32
0
Dexia
BEL20
02/02
0
06/01
10,000,000
10/00
5
02/00
20,000,000
06/99
10
10/98
30,000,000
02/98
15
06/97
40,000,000
11/96
20
Total daily trading volume (monthly average)
> Dexia’s stock market performance in Paris
25
90,000,000
Feb. 2, 2002
EUR 17.34
20
72,000,000
15
54,000,000
10
36,000,000
5
18,000,000
0
0
Dexia
CAC 40
02/02
06/01
10/00
02/00
06/99
10/98
02/98
06/97
11/96
30/31
Total daily trading volume (monthly average)
Stock market performance
Brussels
Paris
19.26 8
Share price Dec. 29, 2000 (EUR)
Share price Dec. 29, 2001 (EUR)
Highest/lowest price (EUR) (1)
Average daily trading volume (in millions of EUR) (1)
Number of shares traded daily1 (thousands of shares) (1)
19.35
16.15
19.50-13.02
24.91
1,105
16.20
19.55-13.12
25.74
1,489
Data per share
EUR
Earnings per share
Net assets excluding general
banking risks reserve (group share)
Net assets including general banking risks
reserve (group share)
Gross dividend
Net dividend (2)
1998
1999
2000
2001
0.85
0.98
1.15
1.25
6.37
6.69
7.02
6.84
8.08
-
8.51
0.39
0.29
8.78
0.43
0.32
8.53
0.48 (7)
0.36 (7)
1998
1999
2000
2001
40.9
16.1
2.2
2.5
41.4
16.5
2.4
2.4
41.9
16.8
2.8
2.2
39.3
12.9
2.4
3.0
Stock market ratios
EUR million
Payout ratio % (3)
Price earnings ratio P/E (4)
Price to book ratio (5)
Annual yield % (6)
(1) For 2001.
(2) After payment of Belgian withholding tax (précompte mobilier) at a rate of 25%, reduced to 15% for shares with a VVPR strip
(3) Ratio between total dividend and net income.
(4) Ratio between the average share price as of December 31 and net earnings per share.
(5) Ratio between the average share price as of December 31 and net assets (excluding the general banking risks reserve - group
share) per share as of December 31.
(6) Ratio between the gross dividend per share and the share price as of December 31.
(7) Proposed to the annual shareholder’s meeting on May 7, 2002
) Creation of value
Dexia has developed a value-based management approach,
which is used to adjust the targets and measure the performance
of the 40 business sectors in which the Group operates.
The results allow the Management Board to optimize the
allocation of equity capital based on the potential of each
activity to create value over the long term. This method also
makes it possible to identify and develop value creation
levers.
This approach is based on discounted cash flows, segment by
segment. Future cash flows are estimated by breaking down
the timeframe into three periods:
… the first five years, for which detailed business plan
projections are used;
… the next five years, for which, following discussion with
each business line manager, cash flow projections are
carried out, based on medium-term trends;
… the final period, for which external macroeconomic
criteria are employed, with a highly conservative bias.
) Customized tools for shareholders
In 2001, Dexia upgraded the system it employs to provide
individual shareholders with regular, transparent
and interactive information. This system comprises
a shareholders’ club, an international advisory board
of shareholders, meetings in different cities, a telephone
information service and specific publications.
The Group makes a particular effort to ensure that
shareholders in Belgium and France are treated on an equal
footing in the framework of the very different tax regulations
and shareholder cultures of the two countries.
> Shareholders’ club
Dexia’s shareholders’ club serves as a financial information
forum. Mainly made up of Belgian and French shareholders,
it has more than 15,000 members who benefit from
information and publications designed specifically for club
members. Dexia shareholders can join the club by e-mail,
over the telephone (there is a toll-free number in France:
0 800 35 50 00) or via the Group’s website. There is no charge
for membership.
> Shareholders’ meetings
In order to discuss the Group’s businesses, strategy and
results with individual shareholders, Dexia regularly organizes
information meetings. In 2001, Pierre Richard, Chief
Executive Officer and Chairman of the Management Board,
met with a total of 3,000 shareholders in Lille, Paris and Lyon
at events organized in partnership with French financial
newspapers. Shareholders meetings with individual Belgian
shareholders are also planned in 2002.
The Group also participated, together with other firms, in
meetings organized by Euronext and the Centre de liaison
des informateurs financiers. In 2001, shareholder meetings
were also held in Poitiers, Reims, Paris, Nancy, Montpellier
and Nantes.
Every year, Dexia has a stand at the Forum de l’investissement
and the Actionaria shareholder convention, in partnership
with Dexia Banque Privée. Pierre Richard takes part in the
plenary sessions which are attended by several thousand
shareholders.
32/33
Dexia, best shareholder services in 2001
In 2001, Dexia was awarded first prize for the quality of its
shareholder services out of the forty companies in the
CAC 40 stock market index (Euronext Paris). The event
was organized by the French financial magazine La Vie
financière and Synerfil, a company specialized in
shareholder relations. The Group was selected by an
independent jury composed of CEOs of major firms and
representatives of individual shareholders and the
specialized press. Dexia won particular note for the
quality of its dedicated telephone service, its Web site and
its publications.
> Targeted information
Dexia publishes a shareholders’ letter in French and Dutch
three or four times a year. This publication keeps individual
shareholders up to date on developments in the Group,
its results and decisions taken at shareholders’ meetings.
Sent to members of the shareholders’ club and to anyone
who so requests, these newsletters are also available on
the Group’s website.
Dexia also produces a condensed annual report, which
is greatly appreciated by individual shareholders.
> Internet site
The Internet site www.dexia.com is a complete information
tool that is updated in real time. In addition to the share
price, statistics and a daily commentary on trends in
Dexia’s stock market performance, shareholders may
also access press releases and download detailed semiannual
and annual reports and financial statements.
In 2001, the creation of a multimedia area dedicated to
shareholders allows them to watch information meetings
and the Annual Shareholders’ Meeting live or at a later date.
> Telephone information service
Shareholders can take advantage of the Group’s telephone
information service, which is accessible via a toll-free
number in France (0 800 35 50 00). This service frequently
answers questions concerning VVPR strips, the share price,
taxation of Dexia shares, the French PEA savings plan,
taxation of dividends and the French-Belgian tax
agreement.
> Annual Shareholders’ Meeting
A major event in the life of a listed company, the Annual
Shareholders’ Meeting is the occasion for Dexia to make
use of specific forms of communication, such as
announcements in major financial newspapers in France
and Belgium, reminders via the telephone information
service and shareholder information kits distributed with
invitations to the meeting, which are available in English,
French and Dutch. This information is also available
on the company’s website, and Dexia was one of the first
companies, as of 2000, to broadcast the Shareholders’
Meeting live over the Internet.
> European advisory board of
individual shareholders
In June 2001, Dexia created one of the first European
advisory boards of individual shareholders, which took
over from the shareholders’ advisory board of Dexia
France, formed in 1992. Its composition reflects the
Group’s European identity; there are 11 shareholders – four
from Belgium, four from France and three from Luxembourg.
Dexia plans to open this board to other European
nationalities.
A meeting, chaired by Pierre Richard, was held in Brussels
on October 16, 2001, to launch the board.
Through the proposals and studies in which its members
participate, this advisory board plays an important role in
optimizing Dexia’s communication with individual
shareholders.
> Eligibility of Dexia shares
in the French PEA savings plan
Since January 1, 2002, the French PEA savings plan allows
investments in European shares, including Dexia shares,
of course. This new legislation should benefit French
shareholders and Dexia, prompting a significant rise
in the number of individual shareholders.
> Investor relations
Throughout the year, Dexia organizes meetings on specific
subjects, conference calls, Web conferences and road shows
for institutional investors and financial analysts, especially
when results are published. About 750 contacts were made
in this respect during the year. The Group produces
financial reports and posts all pertinent economic, strategic
and financial data concerning the Group in a section on its
website, which has been upgraded in 2001.
SHAREHOLDERS’ CALENDAR
… April 4, 2002: shareholders’ meeting in Marseilles
in partnership with Journal des Finances
… May 7, 2002: Shareholders’ Meetings in
Brussels broadcast live on Dexia’s Internet
site (www.dexia.com)
… May 14, 2002: meeting of individual shareholders
in Paris in partnership with Investir
… May 23, 2002: publication of first quarter
results
… June 1, 2002: Dexia takes part in the day
of the share in Brussels, in cooperation with Cash!
… June 14, 2002: dividend paid
… June 18, 2002: Dexia participates in a meeting
organized by the Cercle de liaison des informateurs
financiers in Dijon
… September 12, 2002: publication of 2002
semiannual results
… October 4 - 6, 2002: Dexia participates
in the Forum de l’investissement in Paris
… November 22 - 23, 2002: Dexia participates
in the Actionaria shareholder convention in Paris
… November 27, 2002: Dexia participates
in a meeting organized by the Cercle de liaison
des informateurs financiers in Tours
… November 28, 2002: publication of third
quarter results
… December 4, 2002: Dexia participates
in a meeting organized by Investir in Nancy
… December 11, 2002: Dexia participates in
a meeting organized by Euronext and Cortal in Paris
An individual shareholder meeting is being organized
in Belgium.
34/35
Dexia’s regular growth in income and the quality of its high value added
products and services define the Group’s performance. Earnings per share
have risen an average of 10% per year over the last 13 years. Day in and day
Balance
36/37
out, Dexia’s 25,800 employees in 25 countries enable the Group’s increasingly
demanding client base to benefit from their expertise and creativity.
Public / Project Finance
and Credit Enhancement
Know-how and Expertise
Recognized for its expertise and know-how, Dexia
is the world leader in the market for public / project finance and credit enhancement. The Group
operates in its domestic market (Belgium and
France) as well as internationally (Germany,
North America, Austria, Spain, Israel, Italy, the
United Kingdom, Slovakia and Sweden).
>
>
>
>
>
World leader in public and project
finance
A market share of 17% in Europe,
and in particular of more than 80%
in new tenders in Belgium and of
42% in France, as well as of 25%
in the United States
New long-term loans:
EUR 30.5 billion (+ 16,1%) (1) (2)
Outstanding balance sheet
commitments:
EUR 154.4 billion (+ 1,9%) (1)
Credit enhancement:
EUR 790 million (+ 55,4%) in gross
present value premiums collected
by Financial Security Assurance
and EUR 341.7 billion (+ 33,6%)
in net capital insured at the end
of the period
(1) Long-term, including off-balance sheet items, companies
100% accounted for by the equity method and Artesia BC.
) Strategy
The Dexia Group’s ambition to become a world leader has two
focuses:
… a geographic dimension which aims to expand and/or
reinforce the Dexia Group’s presence throughout the world.
Dexia has broadened its base in the main countries
of the European Union with a market share of 15% to 20%;
… a product focus which involves developing the range of
products and services the Group offers its local public-sector
clients. In addition to financing, the Dexia Group proposes
insurance, asset management, advisory and financial
engineering services. Local public-sector employees, who total
15 million at the European level, also represent a market that
has significant growth potential.
In this business line, in which it is a global leader, Dexia benefits
from major growth opportunities created by increased outsourcing
to the private sector of the delivery and management of public
facilities, by the development of the range of products and services,
and by the introduction of synergies among the Group’s different
entities and businesses. Financial engineering and debt rescheduling
are vectors for sharing know-how at the level of the Group. Another
growth target is the development of insurance for local
governments, their debt and their employees. Finally, in Europe, the
rapidly growing securitization market provides prospects for
expansion for both FSA and Dexia, as well as for the combined
products they will now be able to offer their clients.
These factors have driven growth in this business line and in its
financial results at a higher rate than the market, and will continue
to generate a high level of recurring profitability in a market
characterized by low risk with a limited cost of capital.
) Highlights
January 2001
…Dexia sold its 40% equity interest in Banco de Crédito Local
subsequent to the merger of BBV and Argentaria.
…Dexia increased its equity interest in the capital of the Austrian
bank Kommunalkredit Austria, specialized in local government
financing, from 26.7% to 49%.
…Dexia took control of Otzar Hashilton Hamekomi (OSM),
an Israeli public finance bank. Dexia now owns 45.3%
of the capital and 60.7% of the voting rights of OSM.
March 2001
Dexia announced the acquisition of Artesia Banking Corporation
in Belgium. The Artesia Group, which is active in retail banking,
insurance and asset management, is also a financial partner of
the Belgian local public sector and, in particular, helps to finance
hospitals, non-profit organizations and schools.
July 2001
Banco Sabadell, Spain’s fourth largest private banking group,
acquired a 40% interest in Dexia Banco Local. Now called
Dexia Sabadell Banco Local, this joint subsidiary spearheads
the development of products and services for local governments
in Spain, in particular to help finance their investments.
October 2001
In the United States, Dexia acquired 75% of the capital of
Global Structured Finance (GSF), specialized in project finance
advisory and financing services. The acquisition was finalized
in January 2002.
December 2001
Dexia increased its equity interest in Dexia Crediop from 60%
to 70% by acquiring, via Dexia BIL, the 10% previously owned
by Banca Popolare di Bergamo.
38/39
New long-term
loans in 2001
Outstanding long-term
commitments as of Dec. 31, 2001
(EUR million)
Belgium(1)
France
International
Germany
North America
Spain
Israel
Italy
United Kingdom
Slovakia
Sweden
Other
Austria(2)
Total including subsidiaries
accounted for by the equity method
(EUR million)
2,132
6,935
20,087
5,826
7,691
735
92
3,110
425
54
758
1,396
1,365
- 16.6%
+ 7.7%
+ 30.3%
+ 22.0%
+ 45.0%
+ 45.8%
- 56.1%
- 27.0%
- 4.4%
+ 2.0%
+ 25.7%
22,823
52,767
70,876
26,887
17,373
2,315
434
14,693
2,702
254
2,637
3,581
4,031
- 4.3%
+ 1.2%
+ 17.6%
+ 2.1%
+ 46.1%
+ 0.6%
+ 4.1%
+ 12.9%
+ 24.3%
+ 43.5%
+ 46.8%
30,519
+ 16.1%
150,497
- 0.7%
(1) Does not include Artesia BC data; in 2001 outstanding loans totaled EUR 3.95 billion.
(2) via Kommunalkredit Austria, in which Dexia has a 49% interest since 2001 and which is accounted for by the equity method.
) The environment of local finance
in Europe
> Moderate growth in local public
expenditures between 1995 and 2000
In 2000, local public expenditures totaled EUR 932 billion, a
figure which represented EUR 2,500 per capita and 11% of the
European gross domestic product (GDP). Between 1995 and
2000, local public expenditures increased by 1.5% in volume on a
yearly average, less than general economic growth (+ 2.5%) but
more than the rise in total public-sector expenditures (- 0.4% in
volume). This trend was due to the impact of lower interest rates
on financial expense and to the implementation of stability pacts
in several countries to involve local governments in efforts to
control public spending.
Slight rise in local public-sector investment
Local public-sector investment totaled EUR 122 billion in 2000,
i.e. EUR 320 per capita. Local investment represented 1.4%
of GDP and 63% of all public-sector investment. Between 1995
and 2000, the average annual increase was very moderate
(+ 0.4% in volume), less than total local expenditures, but
nevertheless more than overall public-sector investment
(- 0.2% in volume).
Local budget surpluses reinforced
Overall, the European Union moved from a budget deficit of
- 0.13% of GDP in 1995 to a budget surplus of + 0.15% in 2000.
In 2000, only four countries still reported a local budget deficit,
but the break-even point was almost attained by two of them.
Local public debt contained
In 2000, local public debt totaled EUR 478 billion, or EUR 1,250
per capita, down in volume between 1995 and 2000 (- 0.6% on a
yearly average), and its weight in GDP contracted, falling from
6.6% in 1995 to 5.6% in 2000.
> 2001: local finances only slightly affected by
the economic slowdown
Since the economic downturn occurred at the end of the year,
it had only a minimal impact on local finances in 2001. Local
governments might be affected to a greater extent in 2002,
in particular owing to a decline in tax revenues, a rise in certain
welfare benefits and budget readjustments at the central
government level.
Stable investment, but needs as great as ever
In 2001, local investment remained generally stable, especially
in Nordic countries, and even increased in some nations, such
as France (+ 4%).
Nevertheless, investment needs remained significant, in large
measure because they must ensure the compliance of public
facilities with European standards, especially with regard to
regional planning and sustainable development. For example,
the mandatory installation of waste water collection systems
by 2005 has not yet been completed. The investment required
has been estimated at EUR 150 billion for the period 1993-2005.
Further transfers of responsibility and
resources to local governments
In France, since January 2002, regional governments are
responsible for the management of regional passenger rail traffic,
and responsibility for sea ports and airports will also be
transferred. Spain continued to harmonize the responsibilities of
the country’s autonomous communities, all of which are now in
charge of healthcare. The autonomous communities also benefit
from the transfer of new tax revenues. In Italy, “administrative
and fiscal federalism” is gradually being established.
The constitutional law of October 2001 confirmed the principle
In Belgium
2,556
99
20
00
20
01
19
99
20
00
20
52,767
7,113
23,839
23,761
22,823
2,132
2,530
19
In France
6,935
6,441
01
19
99
20
00
20
01
52,166
51,919
19
99
20
00
20
01
New loans
Outstanding commitments
New loans
(EUR million)(1)
(EUR million)(2)
(EUR million)(1)
(EUR million)(1)
(1) Long-term balance sheet, excluding Artesia BC.
(2) Does not include Artesia BC’s outstanding loans, which totaled EUR 3.95 billion.
(1) Long-term balance sheet.
of subsidiarity and guaranteed the financial autonomy of local
governments. In the United Kingdom, studies are currently
under way to reform local government financing and create
regional governments in England. Concrete steps may be taken
beginning in 2003.
) Business review
The volume of long-term loans granted by Dexia in 2001
totaled EUR 30.5 billion (1), up 16.1% from the end of 2000.
Total outstanding long-term commitments amounted to
EUR 154.4 billion (2), representing an increase of 1.9%.
This result confirmed the Group’s commercial expertise
in a mature market characterized by slow growth, especially
in Belgium and France.
At EUR 25.6 million, there was a significant rise in income from
commissions on advisory and underwriting activities, revenues
which are not included in new loans and outstanding
commitments.
Belgium
> In
Dexia is a leader in the local public-sector market and to a lesser
degree helps finance the projects of large companies. The Group’s
strategy is to increase profitability while limiting exposure to the
risk involved in corporate financing.
Outstanding long-term loans totaled EUR 26.8 billion as of
December 31, 2001 (EUR 22.8 billion excluding Artesia BC),
representing an increase of 12.3% over the previous year. This
rise was due to two contrasting trends:
… on the one hand, a voluntary decrease in the large corporate
client segment in which Dexia continues to reduce its risk
exposure. Outstanding commitments in this sector declined
from EUR 3.4 billion to EUR 2.1 billion between the end of
2000 and the end of 2001 (excluding Artesia BC which
reported outstanding loans of EUR 3.0 billion as of
December 31, 2001);
… and on the other hand, outstanding loans to the public sector
increased by 5.8% to EUR 21.7 billion (EUR 20.7 billion
excluding Artesia BC) at the end of 2001.
At EUR 2.1 billion, the volume of new long-term loans
(excluding Artesia BC) decreased by 16.6% compared with 2000,
impacted by a voluntary reduction in loans to large
corporate clients (EUR 280 million paid out in 2001 versus
EUR 695 million in 2000).
In the local public sector, in addition to raising margins slightly,
Dexia Bank was able to maintain its market share at
approximately 82% of new tenders. This was mainly due to the
introduction of an active debt management policy which made it
possible to restructure EUR 839.5 million in public-sector debt.
In asset management activities in Belgium, Dexia managed assets
of EUR 13.1 billion, up 39.5% from December 31, 2000.
On a constant basis (excluding Artesia BC), the amount was
EUR 8.4 billion, representing a slight decrease.
Finally, strong growth was reported in disintermediated
financing arrangements for local governments. For Belgium’s
regions and communities, Dexia Bank organized a volume of
issues totaling EUR 12 billion in 2001, up almost 18% from the
year 2000.
> In France
Despite a lackluster environment, marked by municipal elections
in March 2001, business in France was satisfactory. In 2001,
new loans totaled EUR 6.9 billion, up 7.7% from the previous
year. All sectors contributed to this increase.
Loans to local governments increased by 7.8% to EUR 5.1 billion,
while loans to other local public-sector entities stood
at EUR 1.4 billion, up 6.4%.
New long-term structured financing loans totaled
EUR 518 million, representing an increase of 10.0% over 2000.
Dexia Crédit Local thus helped finance major projects in 2001
in the sectors of environmental protection, urban heating and
transport.
(1) Balance sheet and off-balance sheet, excluding Artesia BC.
(2) Balance sheet and off-balance sheet, excluding FSA’s credit enhancement activities and including Artesia BC.
40/41
In Germany
In North America
26,887
8,364
5,826
4,776
19
99
Dexia Crédit Local New York Agency
20
00
7,691
26,331
26,134
11,889
5,304
3,990
20
01
19
99
20
00
20
01
19
99
17,373
6,517
20
00
20
01
19
99
20
00
20
01
New loans
New loans
(EUR million)(1)
(EUR million)(1)
(EUR million)(1)
(EUR million)(1)
(1) Long-term balance sheet and off-balance sheet.
At EUR 52.8 billion, outstanding long-term commitments were
up slightly (+ 1.2%) from the end of 2000, in spite of the decrease
in the total indebtedness of local governments.
The year 2001 was also marked by a sustained level of debt
rescheduling (approximately EUR 5 billion) and by dynamic
diversification which demonstrates the potential for synergies
among the Group’s different business lines.
In the disintermediated financing market, through Dexia
Capital Markets, the Dexia Group was chosen as lead manager
for the joint issue by the City of Marseilles and the City of
Genoa. This EUR 80 million issue will take the form of private
bond placements launched simultaneously by the two cities,
at a fixed rate for Marseilles and a floating rate for Genoa.
The insurance premiums collected by Dexia Sofaxis, a broker
specialized in the insurance of employer risks for local
governments, increased by 52.8% to EUR 230 million.
Assets managed, in particular, for other local public-sector
organizations (social housing companies, joint public-private
companies, healthcare and welfare organizations, non-profit
organizations, etc.) increased by 20% over December 31, 2000.
At the end of 2001, they totaled EUR 2.1 billion.
> Strong growth in international business
New long-term loans outside of Belgium and France increased
by 30.3% to EUR 20.1 billion at the end of 20011. Outstanding
commitments totaled EUR 70.9 billion as of December 31, 2001(1),
up 17.6%. These good results were due to specific trends in
the different national markets in which the Group operates,
to the excellence of the Group’s teams, and to commercial
synergies which are propagating rapidly among the different
international subsidiaries and branches. For example,
financial engineering techniques applied to new loans and debt
management activities, which had first been developed
in the French and Belgian markets, were successfully exported
to Italy and Spain. In a similar fashion, cooperation between
(1) Excluding companies accounted for by the equity method.
FSA in the United States and different Group entities made it
possible to conduct many transactions in common in
the market for American municipal bond issues and US leases.
Germany
> In
Dexia Hypothekenbank Berlin reported excellent results in 2001.
New long-term loans totaled EUR 5.8 billion, up 22% from 2000,
and at EUR 26.9 billion, outstanding commitments rose 2.1%
in comparison with the previous year.
In addition, in line with its efforts to diversify its portfolio,
Dexia Hypothekenbank Berlin conducted several transactions
outside of Germany, in close cooperation with Dexia Capital
Markets. The Group’s German subsidiary helped arrange issues
for the Niederösterreich Land in Austria, the City of Montreal in
Canada and the City of Madrid in Spain.
North America
> In
Dexia operates in North America through Dexia Crédit Local
New York Agency, Financial Security Assurance (FSA), Astris
Finance (an investment advisory firm that works with local
authorities) and, since February 2002, Dexia Global Structured
Finance, which is specialized in advising and arranging
structured financing projects.
In 2001, subsequent tot the acquisition of FSA in 2000, North
America became the largest market for the Dexia Group in
terms of new long-term loans.
Dexia Crédit Local New York Agency is active in guarantees
for American municipal bonds, structured financing and direct
public-sector financing. New loans totaled EUR 7.7 billion
in 2001, up 45.0% from 2000. Total outstanding commitments
thus rose 46.1% to EUR 17.4 billion as of December 31, 2001.
In project finance, Dexia helped arrange many transactions
in the energy sector for a total of EUR 261 million.
In North America
In Austria
Dexia via Kommunalkredit Austria à 100%
790
508
1,086
255,788
2,745
1,419
363
20
00
20
01
20
00
20
01
19
Gross present value Net capital insured at
premiums
the end of the period
(EUR million)
(EUR million)
A Dexia subsidiary since the middle of 2000, Financial Security
Assurance (FSA) is active in the credit enhancement of
municipal bonds and asset-backed securities. The credit
enhancement of municipal bonds involves guaranteeing bond
issues by borrowers that are primarily municipalities. By enabling
them to take advantage of its excellent AAA rating, FSA allows
them, in exchange for a fee, to issue bonds under favorable
conditions.
The credit enhancement of asset-backed securities (ABS) concerns
guarantees for banks and companies which place their debt issues
directly on the market.
FSA reported a record level of new business in 2001, especially
in the credit enhancement of asset-backed securities. In 2001,
FSA collected EUR 790 million in gross present value premiums,
up 55% from 2000.
… The American
municipal bond market
Because of the low interest rates and the economic slowdown,
this market was very profitable in 2001. In this favorable
environment, FSA increased its market share significantly
to 27% of insured new issues. FSA insured municipal bonds
in the amount of EUR 41.4 billion, generating EUR 252 million
in gross present value premiums.
…
The American asset-backed securities market
FSA insured ABS totaling EUR 64.3 billion, thereby generating
EUR 402 million in gross present value premiums, representing
an increase of 77.9% in comparison with the end of 2000.
The structured financing sector was particularly dynamic,
in large measure owing to favorable credit spreads on arbitrage
transactions. FSA also confirmed its leadership as a guarantor
of automobile loan securitizations. In the mortgage loan market,
FSA insured a great number of triple A-rated tranches.
For example, FSA insured the securitization of a part of the Bank
of America’s home equity loan portfolio for EUR 11.8 billion.
4,031
1,365
341,664
99
20
00
20
01
19
99
20
00
20
01
New loans
(EUR million)(1)
(EUR million)(1)
…
International activities
In 2001, the gross par insured internationally totaled
EUR 23.9 billion versus EUR 15.0 billion in 2000. In
infrastructure financing in Europe, a market with strong growth
potential, FSA was awarded mandates and took part in major
transactions which are expected to have a significant impact in
2002. In Asia, FSA was among others selected to organize
consumer loan securitizations, as was the case for the first three
ABS issues in South Korea. In Australia, FSA guaranteed
refinancing in the amount of AUD 250 million for Envestra
Victoria Pty Limited, which operates one of the three gas
distribution networks privatized by the State of Victoria.
…
Synergies
In 2001, 56 transactions were conducted jointly by FSA and
other entities in the Dexia Group, mainly with Dexia Crédit
Local New York Agency, in both the municipal bond and ABS
market. Since 2000, FSA has insured EUR 32.2 billion through
joint operations – almost 10% of the total amount insured by
FSA – and generated EUR 158 million in premiums.
Austria
> In
Through its equity interest in Kommunalkredit Austria, which
was increased to 49.0% at the beginning of 2001, Dexia benefits
in Austria from the expertise of a specialist in local government
financing with experience in eastern European countries.
In 2001, new loans granted in Austria rose more than 25%
to EUR 1.4 billion. Outstanding commitments also increased
by more than 46% to EUR 4 billion.
16/17
42/43
In Italy
In the United Kingdom
14,693
14,609
3,110
2,133
968
13,906
1,728
19
99
2,702
773
425
20
00
20
01
19
99
20
00
20
01
19
99
20
00
20
01
2,460
19
99
2,595
20
00
20
01
New loans
New loans
(EUR million)(1)
(EUR million)(1)
(EUR million)(1)
(EUR million)(1)
(1) Long-term balance sheet and off-balance sheet
> In Spain
The Dexia Group is active in the Spanish market through Dexia
Sabadell Banco Local, a joint-venture with Banco Sabadell,
in which Dexia has a 60% interest and Banco Sabadell a 40%
stake.
Initial business at Dexia Sabadell Banco Local was excellent.
Outstanding commitments totaled EUR 2.3 billion at the end
of December 2001 after nine months of activity
(EUR 1.4 billion at the start of operations). For example, Dexia
Sabadell Banco Local contributed EUR 10 million to help
finance the acquisition of the company which operates a toll
highway between Bilbao and Saragossa.
Many intra-group synergies have already been implemented,
in particular with Dexia Finance (financial engineering and
structured products) and Dexia Capital Markets (co-lead
manager of the first bond issue in euro by the City of Madrid).
> In Israel
At the beginning of 2001, Dexia took over Otzar Hashilton
Hamekomi (OSM), the Israeli bank specialized in local
government financing. OSM reported very satisfactory results
in 2001. New loans totaled EUR 92 million and outstanding
commitments EUR 434 million as of December 31, 2001.
> In Italy
In a particularly difficult market environment due to strong
competition from a non-competitive public-sector rival,
Dexia Crediop had a very good year in terms of pay-outs
and outstanding commitments. At EUR 3.1 billion, new
loans were up 45.8% from the previous year. Outstanding
commitments totaled EUR 14.7 billion, representing a rise
of 0.6% in comparison with the end of 2000. In particular,
Dexia Crediop was chosen to finance the Campagna region
(EUR 142 million), the Marches region (EUR 232 million)
and the City of Genoa (EUR 58 million).
Dexia Crediop also reported a very good year with regard
to financial engineering operations for debt restructuring.
The volume of rescheduled debt totaled EUR 1.4 billion
versus a little more than EUR 0.6 billion in 2000. Finally,
structured financing totaled EUR 369 million, compared
with EUR 234 million in 2000.
Know-how a
In Slovakia
In Sweden
793
254
225
74
556
54
20
00
20
01
20
00
20
01
19
99
New loans Outstanding commitments
(EUR million)(1)
2,637
758
(EUR million)(1)
> In the United Kingdom
Since 1994, the British market for local government financing
has been almost exclusively in the hands of a public body,
the Public Works Loan Board. For this reason, Dexia has
concentrated on financing projects in the sectors of social
housing, healthcare and education. The Dexia Group also
participates in Private Finance Initiative projects, which provide
private financing for public-service facilities, an area that
has generated significant results.
New loans by the London subsidiary totaled EUR 425 million
in 2001, down 60% from the previous year owing to the
sluggish environment in the social housing market and the lack
of opportunities that corresponded to Dexia’s profitability
objectives.
Outstanding commitments nonetheless rose 4.1%
to EUR 2.7 billion as of December 31, 2001.
In particular, Dexia London was chosen as lead arranger
in the education sector to help finance the reconstruction
of twelve schools in Essex for a total of GBP 15 million.
2,121
1,453
20
00
20
01
19
99
20
00
20
01
New loans
(EUR million)(1)
(EUR million)(1)
> In Slovakia
Dexia operates in Slovakia with Prvá Komunálna Banka (PKB),
a subsidiary of Dexia and Kommunalkredit Austria through
their joint venture Dexia Kommunalkredit Holding. PKB
is active in local government financing, structured financing
and also retail banking for individual and professional
customers.
In 2001, new long-term loans to public-sector clients totaled
EUR 54 million, down 26.7% from 2000, mainly owing to
a slowdown in the public-sector market in anticipation of
the elections scheduled for 2002 and to current decentralization
reforms. In this environment, outstanding commitments
nevertheless increased by 12.9% to EUR 254 million.
In structured financing, PKB was awarded significant mandates
in the energy sector to finance operations in the amount
of EUR 12 million.
Sweden
> In
New loans by Dexia Public Finance Norden for the year 2001
totaled EUR 758 million. Outstanding commitments rose
more than 24% to EUR 2.6 billion at the end of 2001. Dexia
Public Finance Norden now has a 7.5% share of the Swedish
public-sector facility financing market. Dexia’s Swedish
subsidiary acquired new clients, especially in Finland.
44/45
16/17
nd Expertise
Statement of income - Public / Project Finance EUR million
2000
2001
Change
Net banking income
- net interest and related income
- net commissions and other income
- insurance
Operating expense
Gross operating income
Write-downs and allowances for loan losses
and off-balance sheet items
Earnings from equity-accounted companies
Corporate income tax
Net income before minority interests
Minority interests
Net income
1,144
904
119
121
(419)
725
1,769
1,193
229
347
(693)
1,077
+ 54.7%
+ 32.1%
+ 91.8%
+ 186.5%
+ 65.1%
+ 48.6%
(65)
16
(235)
441
53
388
(116)
20
(262)
719
54
665
+ 78.6%
+ 22.7%
+ 11.3%
+ 63.1%
+ 0.9%
+ 71.6%
Cost/income ratio%
36.7
39.1
> Other geographic areas
This section includes operations conducted by teams at
the headquarters of Dexia Crédit Local
in countries in which Dexia has no base, as well as those
arranged with the support of its representative offices.
In 2001, new loans negotiated by the teams at headquarters and
the representative offices increased by 2% to EUR 1,396 million.
Up 43.5% from the end of 2000 outstanding commitments
totaled EUR 3.6 billion.
For example, in 2001 Dexia helped finance local governments
and arranged structured financing in Asia, western and eastern
Europe (Switzerland, Portugal, the Netherlands, Poland,
the Czech Republic, Hungary, Slovakia, etc.) particularly
in the sectors of transport, energy and telecommunications.
1) The additions to the scope of consolidation between the two periods compared
are: Artesia BC (12 months 2001), Dexia Sabadell Banco Local (12 months
2001), OSM in Israel (12 months 2001), and FSA (only for the first half of
2001).
(2)The main exceptional items concern the unwinding in 2001 of the distribution
agreement between Dexia Crediop and a joint venture partner (-EUR 10 million), and a EUR 56 million capital gain on sale of holdings in Spain.
) Financial analysis
Net income rose by a strong 71.6% to reach EUR 665 million for
the year 2001. This evolution came both from the changes in the
scope of consolidation(1) (for a total of EUR 197 million), from
exceptional items(2) (EUR 42 million) and from the organic
growth of the business at constant scope (EUR 39 million).
The revenues increased strongly in 2001 (+54.7%) to reach
EUR 1,769 million. This growth is linked to:
… the impact of the changes in scope of consolidation
(EUR 563 million of additional revenues) and exceptional
items (a negative EUR 10 million contribution in 2001);
… the underlying improvement of the business (EUR 72 million
or +6.3%). This came mainly from the very good
performances of FSA and the structured and project finance
activities. At FSA, revenues in the second half of the year 2001
increased by 20% over the same period of 2000 to reach
EUR 195 million. In structured and project finance, the
activity recorded a strong increase of 17.2% in underlying
revenues. This segment of activity now represents
EUR 150 million of revenues.
The costs have been contained to an underlying increase of 5.2%
to reach EUR 441 million (+ 65.1% or EUR 693 million globally).
This evolution, lower than that of the revenues led to an
improvement of the underlying cost/income ratio from 36.7%
in 2000 to 36.2% in 2001. Globally, the business’ cost/income ratio
went up, from 36.7% to 39.1%, due to the acquisition of Artesia
Banking Corporation whose cost/income ratio in this area of
activity is higher than that of the other entities in the business
line.
The gross operating income of the business experienced a strong
total growth of 48.6%. On an underlying basis (excluding
EUR 311 million of changes in scope of consolidation impact,
Know-how a
and - EUR 10 million of non-recurring items), the business’ gross
operating income grew by a very satisfying 7.0% to reach
EUR 775 million.
Write-downs for loan losses and allowances went up from
EUR 65 million in 2000 to EUR 116 million in 2001. This
stemmed partly from the contribution of the newly-consolidated
companies (EUR 53 million). For the rest, other than
the exceptional items listed in note 2 below, the increase is almost
fully explained by the impact of one single default, linked
to a fraud uncovered in the books of a Chicago hospital. This
occurred in the first half and caused an unprecedented provision
of EUR 51 million as well as high legal costs. Going in the other
direction, exceptional capital gains were made in Spain on the
unwinding of the former joint venture with BBVA in Banco de
Crédito Local, and the inception of the new subsidiary Dexia
Sabadell Banco Local (+ EUR 56 million).
The return on economic equity allocated to the business line
improved significantly over the year to reach 21.4%.
These results are particularly satisfying in a year of great turmoil
in the economic environment. They reflect the capacity of this
business, where Dexia is the global leader, to produce strong and
resilient profits. Even in a more difficult environment, the
business line succeeded in maintaining the cost of risk at a very
low level (around 0.11% of total long-term outstandings) despite
the impact of the Argentina crisis and the specific case in the US
healthcare sector.
46/47
16/17
nd Expertise
Innovat
Innovation is at the heart of the group’s commercial strategy. Through the development of new products and the expansion of its range of customized services,
Dexia develops its know-how in order to maintain its technological leadership in
ion
48/49
very competitive markets, which are constantly changing. At the European level,
Dexia has made considerable commitments as far as sustainable development is
concerned in order to reconcile economic growth and environmental protection.
Retail Financial Services
Availability and Service
The acquisition in 2001 of Artesia Banking
Corporation, which is composed of Artesia
Bank, BACOB Bank and DVV Insurance,
enabled Dexia to become the second largest
bancassurer in Belgium. Also offering retail
banking services in Luxembourg, the
Netherlands and Slovakia, Dexia advises its
individual customers, small businesses and the
self-employed on financing, investment, savings
and insurance products and services.
>
>
>
>
>
No. 2 in bancassurance in Belgium
with a market share of 24%
No. 3 in bancassurance in Luxembourg
with a market share of 13%
Deposits and investment products:
EUR 79.7 billion (+34,7%)
Outstanding customer loans:
EUR 20.7 billion (+45,5%)
Bancassurance:
EUR 1,927 million (+95,3%) (1)
(1) Premiums received.
) Strategy
The merger of the networks of Dexia Bank and BACOB Bank
under the Dexia masthead as of January 1, 2003, will make it
possible not only to broaden the Group’s customer base, but
also to adapt the distribution strategy to the new, expanded
network. Customers of the newly merged network will then
benefit from a single, broader range of products and services.
Negotiations with trade unions should result in the creation of
a joint network composed of 1,066 branches – 900 Dexia Bank
branches and 166 BACOB Bank branches.
With its network of 44 branches, Dexia BIL is a leading player
in Retail Financial Services in Luxembourg.
In order to meet ever greater demand for Internet and Mobile
Banking (WAP), call centers, etc., Dexia continues to diversify
its distribution networks.
Bancassurance activities also represent a development focus in
terms of risk coverage and investment solutions, particularly in
Belgium. Dexia Insurance, which coordinates the Group’s
insurance activities in different countries, and DVV Insurance,
Artesia BC’s insurance company, design and market a wide
range of life and non-life insurance products, mainly in
Belgium.
) Highlights
February 2001
Dexia Bank Belgium launched DexiaInvestors.net, a gateway site
that targets the segment of investors who track financial
information on the Internet.
Mars 2001
… Dexia announced the acquisition of Artesia Banking
Corporation in Belgium.
… Dexia created Dexia Epargne Pension in France, a life-insurance
and retirement savings company. This new entity aims to
develop its activities in asset management in cooperation with
the Dexia Banque Privée network and in the institutional sector
through the network of Dexia Crédit Local.
June 2001
In keeping with the agreement signed with SMAP, Dexia
Insurance and Dexia Life & Pensions took respective control
of 100% of the capital of Mega Life and Mega Life Lux.
July 2001
Dexia finalized the acquisition of Artesia Banking Corporation
to become the second largest bancassurer in Belgium.
April 2002
Merger of Dexia Bank Belgium and Artesia Banking
Corporation.
Artesia Banking
Corporation
In 2001, Dexia acquired the Artesia
Banking Corporation Group, which
is composed of three major companies active in the
Belgian financial services market. Artesia Bank is
specialized in financial management and engineering,
BACOB Bank in retail banking services and DVV
Insurance in insurance.
Artesia BC is also the reference shareholder of
Cordius Asset Management, Banque Vernes Artesia
(a French private bank), both specialized in wealth
management, Artesia Securities (a broker specialized
in small and medium-sized capitalizations and index
products) and subsidiaries specialized in leasing,
rental and factoring. Artesia BC has subsidiaries or
representative offices in Austria, Denmark, Ireland
and the United States.
50/51
Customer deposits and investments products
1999 2000(3) 2001(3)
Outstanding loans
(EUR billion)
Change
Deposits
Savings bonds
Dexia euro-bonds(1)
Mutual funds(2)
Cooperative shares
Life insurance (technical reserves)
19.9
19.3
4.6
11.7
1.8
19.9
18.1
5.6
13.1
2.4
29.2
18.8
7.0
17.8
1.2
5.7
+ 47.0%
+ 3.5%
+ 24.6%
+ 35.5%
+ 136.6%
Total
57.2
59.2
79.7
+ 34.7%
1999
Loans to individual customers
mortgage loans
consumer loans
Loans to small businesses
and the self-employed
Total
8.9
7.0
1.9
(EUR billion)
2000(1)
9.5
7.6
1.9
2001(1)(2) Change
14.5
12.3
2.2
+ 51.4%
+ 60.7%
+ 14.1%
3.9
4.7
6.3
+ 33.7%
12.8
14.2
20.7
+ 45.5%
(1) Excluding Slovakia
(2) Including Artesia BC
(1) Euro-bonds issued by the Dexia Group and marketed by the Belgian network of Dexia
(2) Mutual funds marketed by Dexia Bank Group network of agents
(3) Excluding Slovakia, including Artesia BC
) Business review
The year 2001 was marked by contrasting trends in product
performance reflecting the market environment and changes
in legislation and tax policies. They were also due to Dexia’s
continued efforts to increase the contribution of disintermediated
products (euro-bonds, mutual funds and life insurance
products). In this environment, excluding the impact of the
acquisition of Artesia BC, the Group maintained its market
share for its different products, except for savings bonds, for
which the relative decline in market share was deliberate.
The satisfactory trend in Dexia’s business results in Belgium
was concomitant with the first steps in the merger of Dexia
Bank and Artesia BC, in line with the plan presented when the
transaction was finalized. The work accomplished by the teams
of both banks in the different work groups has led the Group
to upgrade the objectives for synergies linked to the merger.
The first concrete result of the merger for customers of both
banks was the installation of ATMs at the end of 2001 for cash
withdrawals and account information. Work is also under way
to harmonize procedures, fees and characteristics of products
and services.
> Customer deposits and investment
products
Customer deposits and investment products (excluding
Artesia BC) totaled EUR 59.6 billion as of December 31, 2001,
representing a slight increase compared with the end of 2000.
Including Artesia BC, customer deposits and investment
products totaled EUR 79.7 billion at the end of 2001, up 1.6%
on a proforma basis. This slight rise was due to contrasting
trends in product performance. The percentage of disintermediated investments continued to grow, in line with the Group’s
voluntary policy in this regard and in spite of a relatively
unfavorable market environment for mutual funds in 2001.
At EUR 31.7 billion, disintermediated products represented
almost 40% of customer deposits and investment products at
the end of 2001 versus a little more than 37% a year earlier
(on a pro forma basis). In particular, at EUR 17.8 billion at
the end of 2001, investments in mutual funds (fonds communs
de placement and sicav) rose 3.8%, in spite of a lackluster
environment.
Reflecting the combined impact of a change in fiscal policies
in Europe and the high volatility of equity markets, Dexia eurobonds marketed by the Dexia Bank and Artesia BC networks
totaled EUR 7.0 billion, up 13.9%.
Investments in savings bonds were down 11.3% from the end
of 2000 to EUR 18.8 billion. The decrease was mainly the result
of the Group’s marketing strategy that aims to propose
alternative investment products. Conversely, deposits on the
balance sheet increased by 4.5% to EUR 29.2 billion as of
December 31, 2001, mainly owing to the decline in long-term
interest rates which occurred in the second half and to the
uncertain stock market environment which favored temporary
investments.
> Retail lending activities
Including Artesia BC (on a pro forma basis), outstanding loans
increased by 6.2% to EUR 20.7 billion as of December 31, 2001.
Outstanding loans to retail banking customers totaled EUR
14.5 billion, representing an increase of 3.4% (on a proforma
basis). In particular, outstanding mortgage loans, which
amounted to EUR 12.3 billion at the end of 2001, rose 5.9%.
At EUR 2.2 billion, consumer loans and overdrafts were down
8.8% from the end of 2000. This decline in short-term loans
was particularly due to the downturn in equity markets and
the decrease in advances against securities.
Loans to the self-employed and small businesses increased by
13.4% (on a proforma basis) to EUR 6.3 billion as of
December 31, 2001.
Loans to individual customers account for some 70%
of outstanding loans versus 65% excluding Artesia BC.
Availability
Bancassurance activities
1999
(EUR million)
2000
2001(1)
Change
Life insurance premiums
710
883
1,656
+ 87.5%
Non-life insurance premiums
101
104
271
+ 161.3%
811
987
1,927
Total
+ 95.3%
(1) Including Artesia BC
> Bancassurance
Dexia reported significant growth in new contracts and total
premiums from life and non-life insurance products in 2001.
The volume of premiums received totaled EUR 1,927 million,
representing an increase of 95.3% over 2000, and of 18.5%
on a constant basis. The rapid growth in the insurance business
mainly reflected the success of the line of life insurance
products marketed in Belgium, where revenues from newly
subscribed “branch 23” unit-linked products grew more than
51% to EUR 1,224 million (+ 38.1% on a constant basis).
This type of product now represents 63.6% of all premiums
collected and 73.9% of newly subscribed life insurance premiums.
Dexia also reported a significant increase in revenues from
non-life insurance activities, mainly due to the merger
of Artesia BC and its insurance subsidiary DVV Insurance.
At EUR 271 million, new contracts rose 161.3% compared with
the end of 2000. On a constant basis, non-life insurance
activities were down 9.4% (EUR 94 million), reflecting a
voluntary policy to improve margins and restructure the
portfolio in this regard.
In its insurance activities, Dexia operates as a broker for
EUR 147.7 million, with the remaining business corresponding
to products developed by Dexia Insurance or DVV Insurance.
The success encountered in marketing insurance products
and the merger of Artesia BC led to a significant increase in
technical reserves. At EUR 5.7 billion as of December 31, 2001,
they were up 17.3%. Their relative weight in total customer
deposits and investments was 7.2% versus 6.2% in 2000 (on a
pro forma basis).
Merger of Artesia Banking Corporation
and Dexia Bank makes progress
Since the project was announced in March 2001,
the merger of Artesia BC and Dexia Bank has
moved forward rapidly. The trading rooms have
already been merged, the IT platform chosen and
asset management activities regrouped under the
masthead Dexia Asset Management. The legal
merger of the companies took place on April 1,
2002.
As far as the integration of the Dexia Bank and
BACOB Bank networks is concerned, negotiations
with the trade unions resulted in a decision to
maintain a double status – independent branch
managers for Dexia Bank and salaried positions at
BACOB Bank. Organizing the new network, which
will count 1,066 branches by 2005, involves applying
criteria of productivity, outstanding commitments,
geographic coverage and real estate considerations.
On January 1, 2003, the BACOB Bank name will be
replaced by that of Dexia Bank.
Synergies are expected to total between EUR 220 million and EUR 255 million as of 2005.
52/53
and service
Net income has increased by 38.9% to reach EUR 216 million.
The results of this business line have been greatly impacted
by the acquisition of Artesia Banking Corporation
(EUR 63 million of additional net income), the only material
change in scope of consolidation.
The organic growth of the net income was EUR 5 million,
3.5% more than in 2000. This underlying growth is satisfying
given the global economic environment and particularly the
downturn in the capital markets in the second part of the
year, which put a halt to the customers’ appetite for securityrelated services, and provoked a shift to more defensive
savings products. It is also a reflection of the intensive
integration activity which has put a heavy charge on
the business line’s costs. Revenues were up 58.1% to
EUR 1,762 million, the acquisition of Artesia BC bringing
EUR 634 million. Underlying revenues, at EUR 1,130 million,
grew by EUR 35 million, or 3.2%. This satisfying evolution
has been achieved despite a decline of 2.8% in the
commissions and other income linked with the bear stock
markets. On the contrary insurance results grew strongly
(+49.1% underlying revenues).
Total costs in 2001 amounted to EUR 1,443 million (+67.4%).
The integration of Artesia BC has brought an additional
EUR 545 million. Underlying costs grew by 5.3% and reached
EUR 896 million for the year. This evolution, although singledigited, is unfavorable if compared to that of the underlying
revenues. There are two reasons for this:
… 2001 was a year of intensive integration workload and all
the costs related to these tasks and projects have not always
been treated as exceptional items;
… the expense budgets for 2002 did not anticipate the
dramatic downturn of the economy and the markets in the
second half, and the corresponding reduction of the
revenues. Obviously budget revisions took place during
the 3rd and 4th quarters, which has led to cost savings
compared to what was budgeted in the first place. But this
was not enough to compensate the less favorable evolution
of the revenues.
The underlying gross operating income thus decreased by - 4.1%
to EUR 234 million, whilst the total gross operating income
increased by 26.3% to EUR 319 million.
The cost/income ratio of the business line now stands
at 81.9%. This high level must be understood in the light
of three essential facts:
… the business model which Dexia conducts in Belgium
principally, is one of retail deposit and financial asset
gathering. This means that the revenues include only
marginally earnings from corporate business, and by
the same token imply a very low level of the cost of risk.
This leads to a seemingly high cost/income ratio compared
to the other retail banks, whilst the profit margin may be
commensurate;
… the conditions prevailing in 2001 caused the revenues
to grow at a slower pace than the costs; and
… the cost/income ratio of the new consolidated entities
(Artesia BC essentially) stands at 86%; this obviously
distorts negatively the overall cost/income ratio of this
business line. But the very purpose of the acquisition and
of the integration of this new subsidiary is to release
substantial cost and revenue synergies, aimed at improving
the cost/revenue structure.
The decrease in the underlying provisions and taxation have
more than compensated the decrease of the gross operating
income, and led to an increase in the net income before
minority interests of the business line, both in total (+39.9%)
and underlying (+1.7%).
Availability
Statement of income - Retail Financial Services
Net banking income
- net interest and related income
- insurance
Operating expense
Write-downs and allowances
for loan losses and off-balance sheet items
Earnings from equity-accounted companies
Minority interests
Net income
Cost/income ratio%
EUR million
2000
2001
Change
1,114
756
316
1,762
1,131
391
+ 58.1%
+ 49.7%
+ 23.9%
43
(862)
253
239
(1,443)
319
+ 456.4%
+ 67.4%
+ 26.3%
(30)
25
(88)
160
4
156
(34)
27
(89)
223
7
216
+ 14.4%
+ 9.4%
+ 1.3%
+ 39.9%
+ 80.7%
+ 38.9%
77.3
81.9
Globally, the return on economic equity of the business line
stood at 12.4%, a level which is expected to be considerably
enhanced in the coming years through the release of cost and
revenue synergies accruing from the merger in Belgium of
Artesia BC and Dexia Bank. Yet it is today higher than the
cost of capital of the business line, which means that it is
creating value.
54/55
and service
Expertise
Expertise is a core value in Dexia’s business plan. The Group has developed
specific know-how to ensure excellence in its highly specialized activities.
Dexia’s expertise has gained worldwide recognition, particularly in financing
56/57
for local public-sector organizations and investment fund administration.
Dexia’s teams apply this expertise by developing synergies among the Group’s
different line (business lines).
Investment Management Services
Professionalism and Discer
Dexia has progressively affirmed its position as
a major participant in the market for Investment
Management Services in Europe. This status has
been achieved through the strategic acquisition of
specialized companies, a systematic search for
synergies as well as organic growth in business.
Dexia develops products and services adapted
to the needs of its customers in private banking,
asset management, investment fund administration and equity-related activities.
>
>
>
Assets under management:
EUR 82.8 billion (+ 48.1%)
Total private banking client assets:
EUR 37.5 billion (+ 22.2%)
Capital managed as a custodian bank:
EUR 99.7 billion (+ 1.8%) (1)
nment
) Strategy
In light of demographic trends in Europe and the expected
development of pension funds, Investment Management
Services show strong growth potential in the coming years.
Dexia has anticipated this trend and, in the last few years,
has made crucial acquisitions in this sector. Today, the Group
ranks among the main European players in the field.
Dexia has a strong position in Luxembourg in private banking.
The Group aims to strengthen its presence in other European
countries, especially Belgium, France and the Netherlands.
In this business line, the strategy is based on multi-channel
distribution, as is the case in Luxembourg and France, and
on targeting high net worth clients.
Coordinated by Dexia Asset Management, asset management
activities have significant growth potential as the Group works
to enhance fund performance.
Dexia is determined to remain a leader in Europe in investment
fund administration, a position it acquired through its
predominance in the Luxembourg market, Europe’s largest
financial center for this business line.
Under the name Dexia Securities, the Group is developing
equity-related activities involving advisory and brokerage
services in European equities.
) Highlights
January 2001
… Through Dexia BIL, Dexia acquired Bikuben Girobank
International S.A. Luxembourg, which became Dexia Nordic
Private Bank Luxembourg, a Luxembourg private bank
targeting Scandinavian clients.
… Banco Popular acquired a 25% equity interest in the
Iberagentes group, which belongs to the holding company
Fortior Holding, specialized in wealth management.
Subsequent to the transaction, the shareholders of Fortior
Holding are Banco Popular, Dexia BIL and the founding
shareholders. This agreement will enable the three Groups
to exploit synergies in private banking, financial advisory
services and asset management.
March 2001
Through Dexia BIL, Dexia acquired 100% of the Financière
Opale Group in France. Financière Opale is composed of several
companies, the largest being is ODB Equities. Now Dexia
Securities France, this firm offers its institutional clients equity
and derivative brokerage services, as well as equity research and
analysis services.
April 2001
Prigérance 2, a subsidiary of Dexia Banque Privée France,
became Dexia Fund Services France. An investment fund
administration company, it is specialized in the administrative,
legal and accounting management of mutual funds.
May 2001
Dexia announced its takeover bid, via Dexia BIL, of 100%
of the shares of Kempen&Co listed on the Euronext Amsterdam
exchange. Kempen&Co is a recognized player in asset
management, private banking, brokerage and commercial
banking in the Netherlands.
July 2001
Dexia’s takeover bid for Kempen&Co met with success.
Dexia now owns 99.98% of the capital of Kempen&Co.
August 2001
Through Dexia BIL, Dexia acquired Ely Fund Managers
in the United Kingdom. Ely Fund Managers manages assets
for high net worth individuals, family trusts, charities and
pension funds.
58/59
Breakdown of private banking activities
By type of product
26%
(as of December 31, 2001)(1)
By type of management
19%
Mutual funds
Dexia
45%
Discretionary
management
50%
Securities
29%
No
mandate
Cash
deposits
31%
Advisory
management
(1) Excluding Kempen&Co.
December 2001
Labouchere, acquired in 2000, and Kempen&Co, which became
part of Dexia in 2001, merged to become Dexia Bank Nederland,
which offers a wide range of investment products and services
for individuals, corporate clients and institutional investors.
January 2002
Dexia Asset Management and Cordius Asset Management,
an Artesia BC subsidiary, merged to become Dexia Asset
Management and to spearhead Dexia’s asset management
activities at the European level.
) Business review
Investment Management Services comprise different
complementary businesses – private banking, asset
management and investment fund administration, as well as
equity-related activities since 2001.
The significant downturn in the stock market in 2001 not only
reduced the value of the assets and funds managed for clients,
but also provoked a shift to investments with less exposure to
equity risks, such as bonds and money market products which
generate less income for the bank.
This trend was only partly corrected by the market upswing
that occurred in the last quarter of 2001.
> Private banking
Dexia is active in private banking in many European countries –
particularly in Luxembourg, Belgium, Denmark, Spain, France,
Italy, the Netherlands, the United Kingdom and Switzerland –
and in Singapore. The Group makes available to its affluent
individual and institutional clientele its expertise in wealth
management, including discretionary management and
(1) Before corrections for overlapping.
investment advisory services, and financial engineering.
Private banking activities concern assets managed for private
banking clients, but also share leasing products distributed in the
Netherlands by Dexia Bank Nederland.
Private banking client assets, excluding share leasing, totaled
EUR 37.5 billion at the end of 2001, up more than 22% from 2000,
owing to the consolidation of Artesia BC in Belgium, Kempen&Co
in the Netherlands and Dexia Nordic Private Bank Luxembourg.
On a constant basis, private banking client assets would have
totaled EUR 29.5 billion, down 3,8%, owing to the decrease in
the value of the assets.
In a breakdown, discretionary management mandates and
advisory management respectively declined 15.3% and 5%. In an
uncertain market environment, clients tended to opt for
temporary investments, such as bonds, cash deposits and shortterm mutual funds.
Share leasing products totaled EUR 4.1 billion, down
EUR 2.1 billion.
In an unfavorable environment, new loans in 2001 amounted to
EUR 0.7 billion, excluding renewals.
> Asset management
Most of the Group’s asset management activities are coordinated
by Dexia Asset Management.
These activities comprise fund management – via investment
funds – for mutual fund promoters and institutional investors,
and discretionary management and advisory services for private
banking clients. Dexia Asset Management, which employs
some 400 people, has commercial and management offices
in Luxembourg, Belgium, France, Singapore and Switzerland.
The Group is also active in this field through commercial
structures in Germany, Austria, Spain, Italy and Japan.
Assets under management by Dexia totaled EUR 82.8 billion(1) at
the end of 2001, representing an increase of more than 48% over
Assets under management
(EUR billion)
1999 2000 2001 Change
Fund management
Advisory management
Discretionary management
Institutional management
22.0
9.6
7.3
7.2
25.7
10.8
9.4
10.0
41.1
10.5
10.5
20.7
+ 60.1%
- 2.9%
+ 11.5%
+ 107.1%
Total assets under management
46.1
55.9
82.8
+ 48.1%
December 31, 2000, owing to the consolidation of new
acquisitions – Artesia BC and its subsidiary Cordius Asset
Management, Kempen&Co and Ely Fund Managers in the
United Kingdom. On a constant basis, assets under management
totaled EUR 54.3 billion as of December 31, 2001, down
EUR 1.6 billion from the end of the previous year. The decline was
primarily the result of the market downturn (- EUR 2.9 billion),
which was partly offset by organic growth (+ EUR 1.3 billion).
There was an increase in fund management, which now
represents 49.6% of total assets under management versus 45.9%
at the end of 2000. Rising from 17.8% at the end of 2000
to 25% at the end of 2001, institutional management was also
on the rise. These trends were mainly due to the consolidation
of the asset management activities of Cordius Asset Management
and Kempen&Co.
The number of transactions was up 17.9% and some 15 new fund
promoters came aboard in 2001.
…
The administrative and accounting management of investment
funds includes creating the funds, writing the articles
of association, keeping the accounts and calculating the net
asset value.
The volume of these funds, which totaled EUR 92.2 billion
as of December 31, 2001, declined 10.9%. This decrease,
a consequence of the decline in the value of securities,
does not properly reflect business volume, which was very
satisfactory, since the number of calculations of net asset
value increased by 15.4% and the total number of portfolios
administered rose from 944 at the end of 2000 to
1,067 at the end of 2001. In particular, Dexia Fund Services,
which is specialized in this field, is the leader in the
Luxembourg market with, at the end of 2001, a market share of
19% of the total volume administered and of almost 15% of the
number of funds.
> Investment fund administration
Investment fund administration comprises custodian bank,
central administration and transfer agent services. In this market,
Dexia has a prominent position in Luxembourg, Europe’s largest
financial center in terms of total capital managed and number
of funds administered. The Group is also active in this field
in Belgium, Spain, France, Ireland, Italy and Singapore. Two new
cities, Milan and Zurich were added to Dexia’s international fund
administration network in 2001.
Despite the downturn in the stock market in 2001, which had
a negative impact on business, fund administration activities
reported sustained growth.
… Custody
services
Acting as a custodian, the bank is responsible for the custody
of securities and cash which make up a third party’s assets.
The amount of these funds increased by 1.8% compared with
the end of 2000 to EUR 99.7 billion as of December 31, 2001.
Central administration services
…
Transfer agent services
Transfer agent services involve receiving and transmitting
investment fund purchase and sale orders. Capital administered
by Dexia in this segment increased by 15.1% in 2001, rising
from EUR 185.8 billion at the end of 2000 to EUR 213.8 billion
at the end of 2001, thus making Dexia the European leader in
this strong growth market. The number of accounts rose more
than 15% and the number of purchase and sale orders executed
was up almost 17% in 2001.
In this segment, in an unfavorable market environment, the
Group’s commercial results confirmed its strategy and the
excellence of its teams. This market still has strong growth
potential, linked to the development of the asset management
market in Europe and especially of pension funds.
60/61
Investment fund administration(1)
(EUR billion)
1999
2000
2001
Change
Capital administered
in custody
81.2
97.9
99.7
+ 1.8%
Capital under
central administration
87.1
103.5
92.2
- 10.9%
132.7
185.8
213.8
+ 15.1%
Capital managed
as a transfer agent
> Equity-related activities
In 2001, Dexia broadened its range of expertise by acquiring
companies active in the very profitable equity and derivative
brokerage market as well as in equity research and analysis.
Under the name Dexia Securities, Dexia can now offer its
individual and institutional clients high value added services
in France, the Netherlands, Italy, Spain, Belgium and Luxembourg.
In a very difficult market environment for this business,
characterized by a strong downturn in the stock markets over
the year and a more defensive attitude of the customers, the
net income of the business line stands at EUR 253 million, a
decrease of -17.9%. This evolution stems from:
… the change in the scope of consolidation(1), which have
brought in additional income of EUR 84 million;
… the exceptional items2, which had a negative impact of
EUR 31 million in 2001, as compared to a negative impact
of EUR 25 million in 2000;
… the underlying income which went down by -40.9%
(or -EUR 136 million).
Revenues increased overall by 30.6% (or EUR 279 million),
whilst underlying revenues went down by 13.6% (or -EUR
129 million). This came from:
… a slight decrease of the underlying net interest and related
income of EUR 6 million, (or -2.1%);
… a more significant fall in the underlying commissions and
other income (-EUR 123 million, or -18.7%). By contrast,
in 2000, this revenue line reflected a particularly buoyant
activity in the field of securities, wealth and asset
management, which generated new business as well as
an increase in the valuation of the assets managed, thus
enhancing the basis of commissions and the performance
fees.
Total costs went up by 63.2%. Excluding the changes in
the scope of consolidation (which added EUR 233 million
to the cost base), and the exceptional items (which added
EUR 4 million), the underlying costs amounted to
EUR 495 million, an increase of EUR 46 million (or 10.3%)
which has its origins in two main factors. First, the acquisitions
made during 2001 by the business line have generated a very
high level of activity, both in the acquisition phase and in the
integration process, creating vast amounts of effort and
expense. These have weighted heavily on the general expense,
whilst none of them were treated as exceptional. Secondly, the
momentum of revenues in 2000 in all the business segments
of Investment Management Services, led the Group to approve
the 2001 budgets for expense and capital expenditure which
reflected the expectation that the revenue trend in 2001
would be commensurate with what it was in 2000.
This assumption was defeated by the sudden change in trends
and market environment, and then by the consequences
of the September 11 events. Naturally, the cost budgets were
quickly revisited in this new environment, but this was not
enough to make up for the curbing of the revenues.
The cost/income ratio of the business line as a whole was up,
and stood at 61.5%. This increase can be explained by the
very adverse market conditions, which provoked a scissor’s
effect between costs and revenues and led to a decrease in
the gross operating income of the business of EUR 9 million
or - 1.0% globally. On an underlying basis, the gross operating
income went down by 34.8% (or - EUR 175 million). The
Statement of income - Investment Management Service
Net banking income
- net interest + related income
- net commissions
- insurance
Coperating expense
Operating income before allowances
Income from companies accounted
for by the equity method
Minority interests
Net income
Operating efficiency ratio %
EUR million
2000
2001
Change
911
294
617
0
(449)
462
1,190
397
793
0
(732)
458
+ 30.6 %
+ 34.8 %
+ 28.6 %
n.s.
+ 63.2 %
- 1.0 %
(4)
(78)
n.s.
0
(143)
316
8
308
0
(124)
256
3
253
n.s.
- 13.3 %
- 18.9 %
- 60.9 %
- 17.9 %
49.2
61.5
different activities composing this business line had various
performances over the year, some of them showing a
remarkable resilience in the very difficult market
environment which characterized the year 2001.
The increase in the level of write-downs (+EUR 74 million)
is linked mainly to:
… exceptional capital losses made on the divestment of some
subsidiaries of Dexia BIL; and
… a provision of EUR 25 million set against the credit risks
in the share leasing portfolio.
Private banking achieved a gross operating income of
EUR 248 million in 2001, against EUR 197 million in 2000,
an increase of 25.9% of which EUR 84 million are due
to the change in the scope of consolidation and EUR 39 million
to exceptional items. Thus, the underlying gross operating
income was down EUR 72 million (or -30.4%).
The asset management business recorded a gross operating
income of EUR 107 million for the year 2001 compared with
EUR 153 million in 2000 (or a 30.1% decrease). In this global
2001 gross operating income figure, EUR 22 million are due
to the change in the scope of consolidation, and a decrease
of EUR 4 million comes from the exceptional items. Thus, the
underlying decrease of the gross operating income was 41.8%.
The fund administration business achieved a gross operating
income of EUR 79 million in 2001, against EUR 82 million in
2000. This stability in fact hides a very satisfactory increase in
revenues (11.7%), while the costs went up by a greater
percentage (+ 28.8%). This is due to restructuring the resources
of the business to meet the growth in demand.
The equity-related activities had a very difficult year given the
market environment. The activity recorded a gross operating
income of EUR 25 million, of which EUR 21 million stem from
the change in the scope of consolidation, and EUR 3 million
are due to exceptional items.
Overall, despite the very difficult market conditions and the
circumstances in which the business line operated, the return
on economic equity of the business line stood at a high 47.2%,
much above the Group’s objective as a whole, thus continuing
to create value.
16/17
62/63
(1) The additions to the scope of consolidation of the business line come from Kempen&Co and Ely Fund Managers (second half of 2001), Financière Opale
Group, Dexia P-H Bank Denmark, Dexia Nordic Private Bank and Artesia BC (12 months) and Labouchere (1st half).
(2) The main exceptional items concerned: EUR 40 million deferred acquisition costs (pre tax) at Labouchere treated as an exceptional charge in 2000; loss
on sale of holdings (-EUR 38 million); restructuring costs at Dexia BIL London, Dexiam (-EUR 2.8 million) in 2001.
Perfor
Dexia’s regular growth in income and the quality of its high value added
products and services define the Group’s performance. Earnings per share have
risen an average of 10% per year over the last 13 years. Day in and day out,
mance
64/65
Dexia’s 25,800 employees in 25 countries enable the Group’s increasingly
demanding client base to benefit from their expertise and creativity.
Mastery and creativity
Dexia is a recognized player in the international
capital markets thanks to its expertise in money
market operations, which is profitable both for
the Group and its customers.
Under the heading “Capital Markets and Treasury Activities”,
Dexia conducts a number of activities either relating to
the central treasury functions of the Group and/or giving
the necessary support to the first three business lines so as to
supply the most efficient services to their respective clienteles.
The aims of this business line are:
… to secure the long and short-term funding of the Group,
and to manage its liquidity;
… to provide financial expertise and added-value products
and services to the Group’s first three business lines;
… to be instrumental in the Group’s assets and liabilities
management process;
… to contribute to the net income of the Group as a profit
center.
These functions are conducted in accordance with the Group’s
risk management policy – maintaining a low risk profile,
and ensuring that the revenue streams provide stable cash flow.
There are seven segments of activity, each with a specific mission:
… Long-term funding;
… Credit spread portfolio;
… Money market;
… Fixed income;
… Financial engineering and derivatives;
… Foreign exchange;
… Proprietary management.
In 2001, some organizational changes occurred within
the business line:
As of July 1, the ABS related credit enhancement activities
of FSA, previously reported as part of “Capital Markets and
Treasury Activities”, became part of the “Public/Project Finance
and Credit Enhancement” business line. Following this change,
all of FSA’s activities are now reported under the same
management line, and are no longer split into two.
The equity brokerage activities which were one of
the sub-segments of the business line prior to the acquisitions
of Financière Opale Group, Kempen&Co and Artesia BC,
are now under the management and the scope of the “Investment
Management Services” business.
The capital markets activities of Artesia BC have been merged
with those of Dexia Bank. A business of proprietary market
strategies, which existed within Artesia BC, has been maintained,
albeit with much reduced limits. It constitutes a new segment
of activity.
Overall, 2001 was a very good year for the Group in these
activities despite volatile and difficult market conditions.
It generated a total revenue stream of EUR 636 million, despite
the exposure to market risks being kept at a very low level
(Average VaR of EUR 28 million including Artesia BC activities –
see Risk Management section). This reflects the very nature
of the business handled here. The division is intensively
associated to the business sourced from the Group’s customers,
and from the management of the Dexia balance sheet;
it is scarcely involved in pure proprietary trading.
> Long-term funding
This activity is the only one within the business line which
has no set profit objectives. Its sole objective is to fund the longterm needs of the Group, at the best possible conditions.
In 2001, it was successful in this, in a difficult market
environment characterized by widening credit spreads.
This goal was achieved in the first place through Dexia Municipal
Agency (DMA) in particular by issuing AAA-rated bonds
(Pfandbriefe or Obligations foncières) and further completed by a
number of “tailor-made issues”.
The volume of the new issues in 2001 reached EUR 23.8 billion
with an average life of slightly above 6 years.
Dexia Municipal Agency is the largest issuer within the Group
and has become one of the leading European issuers
of collateralized bonds. DMA’s jumbo issues cover most
of maturity curve from 3 to 10 years.
66/67
New issues in 2001
(EUR billion)
Amounts issued
Dexia Municipal Agency
Dexia Crédit Local
Dexia Bank Belgium(1)
Dexia BIL
Dexia Crediop
Dexia Hypothekenbank Berlin
Total
9.0
3.3
2.5
0.4
2.5
6.1
23.8
(1) Artesia BC included.
> Credit spread portfolio
This profit center represents about one half of the earnings
stream of the whole business line and its contribution
to the operating profit has been very stable over the years.
The integration of Artesia BC has substantially increased the size
of this portfolio but also its average quality. The Group is now
looking at downsizing and streamlining, in order to reduce
the use of capital, and to optimize the liquidity and the risk
profile of the portfolio.
The operating result of this activity was very good in 2001
notwithstanding the fact that it was materially impaired by
the fraud detected in the early part of 2001. The restructuring
and coverage of the corresponding portfolio Credit Linked Notes
(CLN) resulted in substantial provisions and costs.
The average quality of this EUR 53 billion portfolio (excluding
CLN) shows an average rating of A and an average life
of 4.5 years.
> Money market
All the major entities of the Group have a money market desk
whose role is to monitor liquidity and to ensure short-term
funding. These divisions are coordinated through daily reports
(including the calculation of a daily VaR), weekly conference calls
and monthly steering committees. Artesia BC has joined
this coordinated organization. It is now taking part in the effort
to rationalize access to the markets and the intra-group flows
with the objective to optimize the Group’s cost of funding
(through, among other things, an intra-group money market).
The desk is active in all instruments (commercial paper
programs, CDs, interbank deposits, repos…) and operates on
all major currencies, the main ones being the EUR, USD and
GBP.
This activity realized very good results in 2001. The money
market teams have successfully handled the liquidity crisis
that occurred in the US because of the US Banking markets’
disruption in the aftermath of the September 11 events.
> Fixed income
This activity line was extremely strong in 2001 due mainly to
the demand from retail customers who favored fixed-income
instruments, in the context of a difficult stock market and owing
to the announced harmonization of taxes on euro-bonds at
the European level.
The origination and syndication’s teams lead-managed 25 issues
(17 of them being Dexia Group’s issues) for a total par amount
of EUR 2.5 billion.
Dexia is one of the leading players in the Belgian Government
bonds market.
> Financial engineering and derivatives
This activity was also very successful in 2001. Its performance
is mainly linked to the revenues on structured products and
to synergies with FSA in the field of ABS transactions. The high
level of cooperation with FSA allowed intermediation on Credit
Default Swaps, which generates revenues without impairing
the risk profile of the Group.
Structured products are developed for customers and for retail
distribution products that are marketed through the retail
networks and through Dexia Asset Management.
In the field of option plans, the Group acquired three mandates
from Belgian corporate customers to set up employee
shareholding schemes or stock option plans.
exchange
> Foreign
The Group has become a significant player in this market thanks
to a regular flow of orders from institutional customers and
from the fund administration activities of Dexia Banque
Internationale à Luxembourg.
Because of its strong involvement in this market, Dexia has been
invited by the European Central Bank to become an active
member of the Forex Working Committee.
The contribution of this business was very good in 2001, despite
the fact that a sizeable portion of the revenues generated
by intra-group flows (fund administration, asset management,
private banking…), is credited to the business line which
originates the transaction.
Statement of income - Capital Markets
Net banking income
- net interest + related income
- insurance
Operating expense
Earnings from equity-accounted
companies
Minority interests
Net income
Cost/Income ratio
(EUR million)
2000
2001
Change
295
308
(14)
0
(118)
177
636
628
8
0
(184)
452
+ 115.8 %
+ 103.6 %
n.s.
n.s.
+ 56.2 %
+ 155.6 %
1
(21)
0
(39)
139
2
137
0
(135)
295
1
295
40.0
29.0
> Proprietary management
This activity, which was brought to the Dexia Group through
the acquisition of Artesia BC, consists of building market strategies
taking advantage of arbitrage opportunities both in equity and
interest rate environments. The time horizon is short to medium
term and results are recognized in a most conservative way.
In view of Dexia’s risk policy, the VaR limits, allocated to this
activity have been lowered (see Risk Management section
for details). Nonetheless, this activity contributed positively to
the business line’s results in 2001.
The net income, at EUR 295 million, has more than doubled over
the year 2000 (+114.5%). This is the result of:
… a strong organic growth of the different activities, explained
partly by the poor results that were recorded in 2000 (notably
in the credit spread portfolio and the money market
activities);
… the changes that occurred in the scope of consolidation,
principally the inclusion of the market activities of Artesia BC.
Revenues have more than doubled in 2001, amounting
to EUR 636 million. Beside the effect of the changes in the scope
of consolidation (a EUR 220 million impact), and of
the exceptional items (a -EUR 10 million contribution),
the organic growth amounted to EUR 131 million, an increase of
40.4% over the underlying revenues of 2000. This very strong
rise is due to both the good performances of certain business
units in 2001 (fixed income, money market, credit spread
portfolio), and to the relatively weak performance, in 2000, of
the main contributors to this activity line (credit spread portfolio
and money market). In 2001 those two units contributed jointly
to almost 60% of the business line’s total revenues and
experienced growth of 88% and 66% respectively in
their underlying revenues.
n.s.
n.s.
+ 246.6 %
+ 112.1 %
- 60.6 %
+ 114.5 %
On the costs side, the global increase was +56.2%, total costs
in 2001 amounting to EUR 184 million. Without the impact
of the changes in the consolidation (which amounted to
EUR 156 million) and exceptional items of +EUR 8 million,
the organic costs have increased by EUR 9 million or 8.3%.
This lower growth of the costs compared to the revenues, both
global and underlying, led to a strong rise in the gross operating
income. It now stands at EUR 452 million (a total 155.6%
increase). Without any effect of consolidation or exceptional
items, the increase was a very healthy +56.7%.
The cost/income ratio of the business line now stands at 29.0% in
total (as compared to 40.0% over the year 2000).
On an underlying basis, the cost/income ratio stands at 26.0%,
compared to 34.0% in 2000.
Despite the increase in the provision level (+EUR 22 million over
the year), mainly due to the Enron’s bankruptcy, the underlying
net income before minority interests of the activity jumped to
EUR 221 million, a strong 36.3% increase over the previous year.
Overall, the business line has brought its return on economic
equity to 23.7%, above the Group’s objective, and a strong
improvement over the previous year’s level (16.9%).
68/69
Risk management
Anticipation and control
The year’s major event was the acquisition of Artesia Banking
Corporation. Special attention was paid to controlling risks
in the merger process. Two major issues were carefully
addressed:
… in assessing Artesia BC’s impact on Dexia’s risk profile, it was
necessary to assess the type and level of risks (loans, ALM,
capital markets) of Artesia BC. Dexia’s Management Board
then adjusted the risk limits and policies applying to Artesia
BC’s activities in order to keep Dexia’s low risk profile;
… in terms of organization and methods of the control
framework, Artesia BC’s merger required substantial
consolidation of data and computer system adjustments.
This process concerned mainly Dexia Bank and is not
completely finished. In certain cases, in particular for
the Capital Markets and Treasury business line, it was also
necessary to adapt risk guidelines by rewriting rules and
procedures and overhauling the Market Committees.
The other major project pursued in 2001 consisted in tightening
liquidity risk control.
This section on risk management consists of five parts: one
for each type of risk (credits, markets, ALM including liquidity,
insurance, operational) plus a section devoted to Economic
Equity and a summary of the proposed new Basel capital accord.
) Credit risks
> Organization
Credit risk management within the Dexia Group is organized
as follows.
The Group Risk Management (GRM) oversees Dexia’s Risk
Policy under the guidance of Dexia’s Management Board or
specialized risk committees. It sets Group guidelines on limits
and delegations, it sets and manages the risk surveillance
function and the decision processes and it implements groupwide risk assessment methods for each of the bank’s activities
and operational entities (Dexia Crédit Local, Dexia Bank
Belgium, Dexia Banque Internationale à Luxembourg).
Three specialized risk committees have been set up at
the Group’s level in the field of credit risk management:
… the Credit Risk Policy Committee defines the Group’s risk
profile and the risk measurement rule;
… the Limits Committee sets the limits for each type of
counterpart and/or sector and their allocation between
the entities;
… the Dexia Credit Committee rules on questions that are
beyond the scope of the delegations granted to the entities.
As far as the ’Capital Markets and Treasury Activities’ business line is
concerned, a delegation is also given to a specific committee
to oversee the Credit Spread Portfolio.
> The major projects in 2001
In 2001, one of Dexia’s major risk management projects was
the merger of Artesia BC with the rest of the Dexia Group.
The financial statements were consolidated in July 2001 with
retroactive effect to January 1. Consolidation had limited impact
on total exposure (16%) and on the breakdown in terms of
geographic region and business sector. Total exposure in Belgium
increased while there was a decrease in exposure to the local
public sector.
Consolidation was also an opportunity for putting into place
new risk management tools by drawing on Artesia BC’s advanced
methods, particularly in the area of corporate finance.
The risk guidelines already applied at Dexia were also adjusted
to adapt to the size of the new combined Dexia Bank-Artesia BC
entity while maintaining Dexia’s low risk profile.
In 2001, GRM also formalized the delegation given to FSA
by laying down new guidelines defining:
… the types of transactions that FSA is authorized to carry out
and their maximum amounts;
… procedures ensuring strict control of the Group’s consolidated
exposures including FSA’s credit exposures.
Breakdown of the Dexia Group’s
exposure category of counterparts
Breakdown of Dexia exposure
by geographical region (as of Dec. 31, 2001)
(as of Dec. 31, 2001)
Other
12.6%
0.8%
Financial
Institutions
Southeast Asia
0.3%
Central and Latin
America
0.2%
Japan
3.6%
Other
0.8%
42.3%
0.7%
Project
finance
Local public
sector
12.6%
42.8%
France
United States
and Canada
17.4%
23.4%
ABS/MBS
1.4%
Monoline
6.0%
Corporate
4.4%
8.4%
Central
governments
PPEI (Individuals,
professionals,
self-employed,
SME)
analyses
> Industry
In 2001, GRM conducted thematic reviews of specific industries
such as the telecommunications and aeronautics industries
which resulted in the implementation of specific limits and
commitments policies reflecting the Group’s conservative risk
policy.
After a review of the Group global exposures to the corporate
sector, the Group narrowed its target customer segments,
focusing exclusively on companies involved in project finance
and on companies having a strong presence in Belgium
or Luxembourg.
>
Dexia’s consolidated exposure
as of December 31, 2001
Exposure by category of counterparts
The Group’s total exposure rose 18% to EUR 610 billion
compared with December 31, 2000.
Loans to the local public sector stood at approximately
EUR 260 billion, making them the bulk of total loans (42.2%)
although there was a slight decrease over the previous year in
relative terms. Dexia’s exposure to central governments was
also significant. At EUR 51 billion, it accounted for 8.4% of
total exposure.
Dexia’s exposure to ABS rose to 23% of assets from 17%
the previous year owing to the increase in FSA’s business.
These exposures have excellent quality with nearly 50% of
the Group’s ABS exposure being rated AAA (before any
enhancement by Dexia or FSA).
Exposure by geographical region
As of December 31, 2001, the Group’s exposure is concentrated
mostly in Western Europe (52%) and North America (43%).
Belgium (17%) and France (13%) are the two biggest country
exposures within Western Europe.
Only 0.7% of total exposure is in Eastern Europe, Southeast Asia
and South and Central America i.e. a negligible percentage and
even a slight decrease compared to the previous year.
Total exposure in emerging countries i.e., classified as “non-
Belgium
0.6%
5.6%
Rest of Europe
Germany
0.2%
Eastern
Europe
9.1%
Other EU
countries
5.5%
1.3%
Italy
Luxembourg
investment grade” by the rating agencies stood at
EUR 275 million. Exposures in the riskiest Latin American
countries are tightly contained. As a result, exposure subject
to provisions for country risk in Argentina amounted to
EUR 40 million, corresponding mostly to loans or bonds
granted to local governments. Fifty percent of these have
already been written down, even though most of these loans
and bonds are still performing.
) The proposed new Basel capital
accord
The new capital accord proposed by the Basel committee
is intended to make comprehensive changes to the way credit
institutions are controlled by their regulators.
The reform comprises three major components called “pillars”.
Pillar 1 redefines minimal requirements for regulatory capital
that better reflects banking risks and their economic reality.
Credit risks will be better assessed with different capital
requirements depending on the quality of the counterparts.
In addition the new rules will impose capital requirements for
operational risks. A general objective is to make the concepts of
economic capital converge with regulatory capital. Pillar 2
emphasizes risk control and strengthens prudential monitoring
by national regulators. Pillar 3 defines market discipline and
new rules for financial communication and disclosure.
> Credit risks
The new Basel capital accord proposes a gradual approach with
three options for calculating capital requirements for credit risks.
For credit portfolios of average and high quality, capital
requirements should be more favorable for banks being more
advanced in their risk management techniques.
This will obviously encourage banks to adopt better practices.
A standardized approach will define the requirements for
regulatory capital in relation to the external rating of
the counterparts. Two other approaches are based on banks’ own
internal credit rating systems to determine the regulatory capital
70/71
requirements, subject to an overall validation and supervision
by the regulators; The second of these approaches, the “advanced”
one, leaves more to the bank’s own estimates but at the price
of greater requirements. The internal rating used in
this advanced approach is called bi-dimensional in that it aims
to measure both the borrower’s default risk and the specific risk
of the transaction at the same time.
The effects of the proposed reform on capital requirements
for credit risks vary considerably from one bank to another
depending on its risk profile. When compared to the current
situation, high quality risks get a clear benefit whilst more
mediocre risks should be covered by significantly higher capital.
The Dexia Group’s healthy risk profile, notably thanks to
its strong presence in the local public sector, should enable it
to benefit over time from a substantial reduction of its regulatory
capital requirement.
Preparing for this reform will take a natural part in Dexia’s
permanent effort to improve and enhance its risk management
tools. It is indeed expected that the Group will draw important
synergies from this effort with the work already being undertaken
to achieve internal objectives in upgrading economic capital allocation and in implementing “RAROC” type approaches (pricing
of individual transactions adjusted to account for the risk).
> Operational risks
Operational risks are defined as “risks of losses resulting from
the inadequacy or the lack of internal procedures, humans and
systems or external events”. The regulatory capital requirements
for equity in respect of operational risk will represent
approximately 12% of total requirements.
Three approaches will be proposed: the “basic” approach, the
“standard” approach and the “sophisticated” approach. The choice
can be differentiated depending on the Group’s business lines
(the Group may choose the more sophisticated approaches
for business lines where traditionally the operational risk is
strongest, market activities or asset management for example).
Banks will, in any case, have to set up an efficient organization
to manage operational risks, for instance by collecting
operational risk events and losses.
carried out and action plan
> Diagnosis
launched
Being ready for an optimal implementation of the new Basel
capital accord is a strategic priority for Dexia. In 2001, as soon as
the proposed reform was known with a certain degree of
precision, a preparatory project was carried out throughout
the Group with the support of a team of specialized external
consultants. It included a diagnosis on the necessary preparation
for the Group and the drawing up of an action plan.
As regards credit risks, all business units and the main divisions
in the Group were reviewed within all aspects of the project:
the fundamental methodologies as well as the information
systems, going through all the procedures and internal credit
scoring systems. A detailed action plan has been drawn up to
bring all these aspects up to the high level of requirements
needed for the internal rating methods as soon as possible.
Under the supervision of a steering group set up at the highest
level of the Group, four teams corresponding to the four main
types of counterparts will bring together specialists from Dexia
Crédit Local, Dexia Bank Belgium and Dexia Banque
Internationale à Luxembourg and will work together in 2002 and
2003 on the specific implementation of the project. Dexia has
the advantage of having a strong mix of skills in its three major
businesses that will drive this project forward for the benefit of
the whole Group.
As for operational risks, the design of the new capital accord is
less advanced and still somewhat imprecise. A management unit
for operational risks was created at the Group level with sub-units
in the three principal entities (Dexia Bank Belgium, Dexia Crédit
Local, Dexia Banque Internationale à Luxembourg). Its task
working with management in some operating segments
(information systems, human resources, back-office…) is to
develop plans for operational risk management in line with
the new reforms and best practice. This risk management plan
will be regularly reviewed by the internal audit department.
Today, even if regulatory capital does not account for operational
risks, Dexia’s internal valuation and allocation of economic
equity are already taking into consideration operational risks,
as they do for all other types of risks to which Dexia is exposed.
VAR 10 days – 99%
EUR million
Total
First 9 months
(without Artesia BC)
Last quarter
(with Artesia BC)
Average
Maximum
Average
Maximum
14.9
29.6
27.8
36.4
) Market risks
Market risks are all the risks linked to the fluctuation of market
prices (interest rates, exchange rates, share prices...) that result
from the Group’s capital market activities. The market risks
generated by the other businesses are generally hedged and
residual risks are handled by the Asset and Liability Management
function (or ALM).
Dexia’s market risk exposure is mainly to European interest rates.
The risks in equities remain much smaller although they
increased in 2001 with the integration of Artesia BC. Foreign
Exchange risks are very small.
The main risk indicator within the Group is the Value at Risk
(VaR). The VaR calculated by Dexia is a measure of the potential
loss that can be experienced with a level of confidence of 99%
and for a holding period of 10 days. It can be roughly compared
to a VaR with a level of confidence of 99% and a holding period
of 1 day trough the division by 3.16. For most positions,
the “parametric” method is applied. For some optional positions,
a “historical” VaR, or a specific VaR on the “vega” (sensitivity to
market volatilities) is computed.
Besides the VaR, the risk level is also constrained by nominal
volume limits, limits on basis point interest rate sensitivity and
spread sensitivity, limits on option sensitivities (delta, gamma,
vega, theta, rho). The main decisions for the Market Risk
Management (overall risk limits, choice of the risk indicators,
organization of the reporting and of the decision processes)
are taken by Dexia’s Management Board, advised by the Group
Risk Management (GRM).
It is then the task of the GRM, in collaboration with the Risk
Management teams of the entities, to translate these decisions
into precise and detailed limits and procedures. The GRM is also
in charge of defining the calculation methods that are to be
applied within the Group for the computation of the P&L as well
as for measuring the risks.
The day-to-day operational control (computation of the risk
indicators, control of the limits...) is first carried out by the entities.
The work is coordinated by the GRM responsible for ensuring
the coherence and the quality of risk control within the Group.
The risk indicators are further consolidated by activity line in
the entity where the line is the most important and are finally
consolidated at the Group level by the GRM.
The reporting process ensures that the Group’s management
is closely involved. The main risk exposures are monitored
in a weekly committee meeting composed of the Management
Board of the entity concerned as well as the head of Capital
Markets at Group’s level (member of the Management Board)
and the GRM. The Management Board of the Group is informed
by the GRM of any change in the risk profile at least every
three months, more frequently if necessary.
> Risk exposure
The integration of Artesia BC, in mid 2001, has had a noticeable
impact on the Group’s market risk exposure. Artesia BC
was indeed more involved than Dexia on market activities.
As it has been decided to maintain Dexia’s low risk exposure,
the market limits of Artesia BC were reduced in order to preserve
a stable ratio between the Group’s overall VaR limit and its capital.
From an operational point of view, Artesia BC was quickly and
efficiently integrated within the risk control framework of Dexia
and from the third quarter of the year, it was possible to compute
a VaR integrating Artesia BC at Group level. Hence, we show
below two series of VaR statistics, figures for Dexia without
Artesia BC for the first three quarters of the year and figures with
Artesia BC for the last quarter. Notice that Artesia BC has
brought in a new activity line, “Proprietary Management”,
which operates both in the interest rates and equities markets
(see section on Capital Markets and Treasury Activities).
The above figures show an increase of the risks levels with the
arrival of Artesia BC, which is not surprising. Nevertheless,
Dexia’s market risk exposure still remains low. The “average VaR
to Tier1 Capital ratio” for the last quarter is indeed, at 0.29%,
lower than what it was in 1999 for Dexia alone (0.36%), though
higher than in 2000 (0.18%) when the risk exposure was very
low. Finally, it should be noted that the market limits, especially
of the Proprietary Management, were further reduced at
the beginning of 2002.
72/73
In 2001, Dexia also purchased Kempen&Co in the Netherlands.
The process of integrating the positions of Kempen&Co, mostly
in equities, into Dexia’s risk control framework is still under way.
The positions are small and will have little effect on the final
results. Notice that this new acquisition led to a global
reorganization of the equity line within Dexia. In particular,
the small trading activity that existed in Kempen&Co was closed.
) Asset and liability management
(ALM) risks
Measurement of the balance-sheet risks is harmonized among
the Group’s various entities. A calculation of “Value at Risk”
(VaR) – with a confidence level of 99% and a holding period
of 20 days – and of the sensitivity of the Net Present Value of the
ALM positions (sensitivity of the NPV) are used. The risk
exposure is primarily to long-term interest rates in Europe and
results from the difference between the amortization profiles of
the fixed-rate assets and liabilities.
Even though the operational asset and liability management
remains decentralized in Dexia’s three major subsidiaries,
two regular monitoring processes allow Dexia’s ALM risks to be
supervised globally:
… A monthly meeting of the ALM managers where they share
their views on the evolution of the markets and the details of
the hedging policy contemplated for the coming month.
This meeting gives rise to a proposal which is formally
validated by the Dexia Management Board.
… The Dexia ALM committee, which meets quarterly and
includes the members of the Management Board, monitors
the overall consistency of the Group’s asset/liability
management. The ALM committee also decides on
the methodologies and the risk measurement guidelines,
notably on the investment of shareholders’ equity and
on internal transfer pricing mechanisms.
In addition, a monthly report on the positions is made to
the Management Board.
As part of its general policy of prudence the Dexia Group has
continued its policy of low exposure to ALM risks in 2001.
Artesia BC’s arrival has not changed this situation. Artesia BC’s
ALM risk profile was in fact lower proportionally than Dexia’s
and the monitoring methods (VaR and sensitivity of the Net
Present Value were the same. The ALM management division of
Dexia Bank and Artesia BC has been unified and it has naturally
taken its place in the existing organization.
> Liquidity management
Given the size of Dexia’s balance sheet, the balance between
its resources and their use is carefully managed. In practice,
attention is paid to two main concerns:
… the adequacy of expected new lending (in maturity and
amount) with the available resources;
… ensuring the Group’s liquidity needs, even in troubled times.
The first question is addressed in the annual planning process.
Each year, the forecasts for new lending are compared with
the funding capacity. The purpose is to preserve an acceptable
liquidity gap profile for the Group (i.e. the evolution over
the years of the cash shortages/surplusses resulting from
the difference between the repayments dates of the assets and
of the liabilities). Besides, the Group has decided to improve
its analytical accounting process, in order to reflect more
accurately the funding cost of the transactions originated
by the business lines, whether they require funding or bring
funding. The purpose of this sort of “internal market” for
liquidity is to provide the right incentive to the business lines to
achieve a natural match between lending and funding capacity.
The second question is addressed by way of various scenarios
representing highly-stressed situations. These scenarios are then
translated into a set of limits and ratios. They are designed so
that Dexia can withstand for several months, thanks to
its liquidity reserve, a total shortage of funding and stress on
deposits while maintaining its lending activity. The liquidity
position is monitored and controlled from one day up to several
months. Hence, great care is given to the forecast of the expected
liquidity needs in the main currencies as well as to the estimate
of the liquidity reserve. Special attention is also paid to
off-balance sheet liquidity commitments of the Group.
Given their importance, all the main issues regarding
the liquidity of the Group are directly controlled by the Group’s
ALM committee which includes all the members of
the Management Board.
) Insurance risks (excluding credit
insurance of FSA)
The main risks to which the insurance businesses are exposed
(DVV Insurance and Dexia Insurance) are risks related to
their investment portfolio and to technical risks such as correct
pricing and adequate technical provisions.
The Dexia Group’s insurance companies have put in place
a certain number of rules and procedures to comply
with regulations and internal management goals.
> Risks related to the investment portfolio
DVV Insurance’s investment portfolio is managed by DVV’s
Finance Division, and audited by its middle office which is
independent and part of DVV’s Risk Management Department.
Dexia Insurance’s investment portfolio is managed by Dexia
Asset Management under a discretionary asset management
mandate.
The portfolio’s investment policies in terms of credit risk are very
conservative. Only investments with a rating higher than BBB are
authorized. Only 25% of the portfolio’s assets may have ratings
of A or lower. Currently, the portfolio’s average rating is AA-.
Other rules are in place to ensure that the portfolio is diversified.
Market risks such as interest rate risk are closely tracked.
> Technical risks
The acceptance and rate policy is set and updated by
continuously tracking the underwriting results of the insurance
divisions and systematically monitoring competitor’s rates.
An efficient acceptance and rates system has been put in place for
ordinary risks on the retail market (auto insurance, fire
insurance, etc.). There are specific delegation rules and certain
files must be sent to the head office for acceptance. A team of
managers handles the acceptance process for non-standardized
risks.
The insurance businesses also use reinsurance in order to curtail
certain risks and to improve solvency ratios.
> Claims management
A quality claims handling system has been implemented to raise
sales staff’s awareness and encourage a professional and ethically
correct approach to processing claims.
of technical reserves
> Level
The rules for calculating technical reserves are very conservative.
The adequacy of these reserves is checked systematically.
If the amount is deemed inadequate, the businesses may decide
to allocate additional provisions and/or change the rates and risk
acceptance policies.
) Economic equity
The Group implemented a risk-based equity allocation system
at the end of June 1998. The aim is to provide each business line
with the capital required to cover its maximum potential losses
under a worst case scenario and thus to measure the economic
profitability. The economic equity allocated to the Group’s
business lines covers all types of risks (credit risk, market risk,
operational risk, business risk…).
During the year 2001, economic equity was adjusted to take
account of changes in Dexia’s businesses, the expansion of
the Group and the ongoing drive to control risks.
As of the end of December 2001, total economic equity amounted
to EUR 7.93 billion (EUR 6.96 billion as of the end of the year
2000), before the “portfolio effect”. After diversification between
the Group’s business lines, this figure was EUR 6.65 billion
(EUR 5.98 billion as of the end of the year 2000). This difference
74/75
of EUR 1.28 billion (EUR 0.98 billion as of the end of 2000)
corresponds to the portfolio effect due to the presence of different
business lines within the Dexia Group which are subject to
partially independent risks. This portfolio effect is estimated
through a very conservative “top-down” approach.
The amounts allocated by business lines at year-end 2001 are
the following:
… Public/Project Finance and Credit Enhancement:
EUR 3.52 billion (EUR 3.34 billion as of the end of 2000). This
increase is a result of the integration of Artesia BC’s corporate
lending business. FSA’s credit enhancement activities (municipal
and asset-backed securities) represent EUR 1.43 billion.
… Retail Financial Services: EUR 1.73 billion (EUR 1.35 billion
as of the end of 2000). This increase is explained by
the integration of Artesia BC’s retail (BACOB Bank) and
insurance (DVV Insurance) businesses.
… Investment Management Services: EUR 0.59 billion
(EUR 0.60 billion as of the end of 2000).
… Capital Markets and Treasury Activities: EUR 1.33 billion
(EUR 0.99 billion as of the end of 2000). This increase is due
to the integration of Artesia BC’s capital market activities.
The new limits of Dexia Bank were reduced in the process of
integrating Artesia BC and Dexia Bank.
… Equity not allocated to the business lines: EUR 0.76 billion
(EUR 0.68 billion as of the end of 2000).
Economic equity takes into account all the risks faced by
the Group under catastrophic scenarios. The difference between
this amount and the shareholders’ equity is thus an indication of
the equity funds available. The difference represents 20% of
the shareholders’ equity as of the end of 2001 (8% as of the end
of 2000). It should be noted that the general banking risks
reserve is still an additional reserve fund.
) Capital adequacy and
risk-weighted assets
> Capital adequacy
The Group’s Tier 1 capital and total regulatory capital increased
in 2001, by 40% and 64% respectively, owing mainly
to the inclusion of Artesia BC into the Dexia Group and,
to a lesser extent, thanks to retained earnings.
The equity and capital adequacy ratios remain high and
are slightly ahead of the Group’s goals: 9.3% for the Tier 1
equity ratio and 11.5% for the capital adequacy ratio.
> Risk-weighted assets
The Dexia Group’s total risk-weighted assets remain modest
because a sizable portion of the assets are low or zero-weighted
assets. As of December 31, 2001, they amounted to EUR 103.6
billion, a rise of 40% over the end of 2000.
The main reason for the sharp rise of the 100%-weighted
counterparts was the inclusion of Artesia BC into the Dexia
Group in 2001 which brought EUR 27.3 billion in risk-weighted
assets.
) Asset quality
The rise in provisions as from June 2001 is due mainly on
the one hand to the merging of Artesia BC into the Dexia Group
and on the other hand to the deterioration of economic and
business conditions. Despite this increase, asset quality remains
high and the coverage ratio of doubtful and non-performing
loans amounts to 58.3%, a conservative level though decreasing
compared to the previous year. At 0.53%, the bad debt ratio
is still very small as a percentage of total outstanding loans.
At the beginning of 2002 a major loan transaction was settled,
which will have a positive impact on the level of doubtful and
non-performing loans as from March 31, 2002. Excluding this
transaction, the coverage ratio would amount to 62%.
) Ratings
The high rating levels reflect Dexia Group’s solidity. In june 2001,
Moody’s ratings of Dexia Bank Belgium and Dexia Crédit Local
were changed to Aa2 from Aa1 following the acquisition of
Artesia BC. During 2001 last quarter, Fitch confirmed its AA+
rating.
The rating of FSA and Dexia Municipal Agency are the best
financial ratings that could be given to a counterpart
(Aaa/AAA/AAA by Moody’s, Standard & Poor’s and Fitch).
76/77
Financial performance
Consolidated balance sheet (1) (in EUR million)
Balance-sheet total
1998
1999
2000
2001
198,996
245,096
257,847
351,355
Change
+ 36.3%
Liabilities
Shareholders’ equity
Customer deposits
Debt securities
4,749
5,499
6,537
8,337
+ 27.5%
39,463
46,924
52,356
84,007
+ 60.5%
104,360
132,266
134,446
140,861
+ 4.8%
106,032
128,531
134,370
156,379
+ 16.4%
45,440
63,667
70,684
116,780
+ 65.2%
Assets
Customer loans
Bonds, equities and other securities
(1) Pro forma for 1998, 1999 and 2000
Consolidated statement of income(1) (in EUR million)
1998
1999
2000
2001
Change
Net banking income
2,593
3,143
3,735
5,665
+ 51.7%
Operating expense
(1,455)
(1,694)
(2,057)
(3,371)
+ 63.9%
Gross operating income before allowances
1,138
1,449
1,678
2,294
+ 36.7%
(195)
(134)
(233)
(283)
+ 21.5%
(334)
(524)
(411)
(534)
+ 30.0%
Income from companies accounted
for by the equity method
54
23
29
48
+ 64.4%
Income before minority interests
663
814
1,063
1,525
+ 43.5%
58
53
62
99
+ 59.6%
305
761
1,001
1,426
+ 42.5%
Minority interests
Net income
(1) Pro forma for 1998, 1999 and 2000
) Changes in the scope
of consolidation
The Dexia Group’s consolidated financial statements as of
December 31, 2001 include more than 100 companies.
The scope of consolidation changed in 2000 mainly due to
the acquisitions of FSA and Labouchere, both fully consolidated
as of July 1, 2000. The scope of consolidation for 2001 changed
primarily following the:
… acquisition of 100% of Artesia Banking Corporation, fully
consolidated as of January 1, 2001;
… acquisition of 100% of the capital of the Financière Opale
Group in France, fully consolidated as of January 1, 2001;
… deconsolidation of Banco de Crédito Local in Spain, as of
January 1, 2001;
… full consolidation of Dexia Sabadell Banco Local in Spain,
as of the date of creation in the first half of 2001(1);
… acquisition of 100% of Dexia Nordic Private Bank, fully
consolidated as of January 1, 2001;
… consolidation of Petersen-Henrichsen Holding and
its subsidiary Dexia P-H Bank in Denmark (79.71%),
as of January 1, 2001;
… full consolidation of Otzar Hashilton Hamekomi (OSM),
an Israeli bank, owned by Dexia for 45.3%, fully
consolidated as of January 1, 2001, as 60.7% of voting rights
are controlled by Dexia;
… acquisition of 100% of Kempen&Co in the Netherlands,
fully consolidated as of July 1, 2001, and merged with
Labouchere in December 2001 to form Dexia Bank
Nederland;
… acquisition of 100% of Ely Fund Managers, fully
consolidated as of July 1, 2001;
… increase of Dexia’s interest in Dexia Crediop from 60%
to 70% in December 2001;
… increase of Dexia’s interest in Kommunalkredit
Austria from 26.7% to 49%; the consolidation by
the equity method has been maintained; decrease of Dexia’s
interest in Dexia Kommunalkredit Holding from 60%
to 51%;
(1) 60% in july 2001 as 40% stake was taken by Sabadell
… decrease of Dexia’s interest in Fortior, a Spanish holding
company, from 34% to 25%;
… deconsolidation of ZeBank (20%), which was accounted for
by the equity method, as of January 1, 2002.
) Changes in the methods
of consolidation
Financial statements were restated for 2000 and 1999 as
depositors’ guarantee premiums and some product-linked taxes
are now deducted from the net banking income.
They were previously counted as operating expense.
) Changes in the presentation
of segment’s financial data
> Rationale
In order to provide the market with a more useful and
understandable information, it has been decided to change
the conventions leading to the presentation of the financial data
of the business lines. This change has been made effective as of
January 1, 2002 and applied to the financial statements of 2000
and 2001.
> Nature of the changes
Central costs
Past conventions were set on the idea that almost all of
the costs incurred centrally, and not identified as having
a direct link with a particular business line (“central costs”),
had to be eventually shared among the 4 business lines.
In order to do so, an arbitrary allocation key was applied,
made of the 2 following ingredients:
… 50% on the “central costs” base were allocated in the same
proportions as the economic equity allocated to the business
line;
… the balance, i.e. 50%, was allocated in the same proportions as
the net earnings of the business lines.
78/79
This convention has proven to be inadequate and even
misleading, for three reasons:
… The amount of the “central costs” which were re-allocated
under this convention were fairly substantial (approximately
15% of the total cost base of the Group), and this had
therefore a material impact on the business line’s profitability.
The Group’s Management Board and the management of
the business lines regard this convention as ill-suited,
as it is more preferable to let the operating management track
down the costs directly related to their business and act on
them, rather than having them pay their share of a large lump
sum of central costs over which they have no direct control.
… The ability of each individual business line to directly manage
its consumption of economic capital differs greatly: Management
of Public Finance, Capital Markets and Treasury for instance
have a very direct action on the level of capital employed;
this is less the case in Retail Financial Services, and almost
irrelevant in Investment Management Services which uses
a very limited amount of economic capital. Consequently,
a voluntary reduction of capital employed in the Capital
Markets and Treasury line for instance, would immediately
raise the share of the central costs borne by the other lines,
and adversely affect their profitability.
… Considering that the “Central Assets/Unallocated” segment
was left with some economic capital, it still bore its share
of the central costs, which was self defeating considering
the ruling principle of sharing all the central costs among
the business units.
For these reasons, the new conventions which will be applied
from now on consist in identifying, as closely as possible,
the various items making up the “central costs”, and charge them
to the business lines accordingly. As for the balance, it will be
kept in the “Central Assets/Unallocated” segment and will not be
re-allocated. Following the review made in 2001, the amount of
cost that cannot be allocated to any business line should not
represent more than around 7% of the whole Group’s cost base.
Revenues
The management, through the central ALM Committee, of
the Belgian Government bonds portfolio (OLOs), generates
revenues (capital gains) which have up to now been both
sizeable and uneven, year after year, and throughout the year.
In the past conventions, these revenues were allocated to
the business lines, there again according to quite arbitrary
allocation keys.
This convention proved to be inadequate, for two reasons:
… given the nature of the transactions creating those revenues,
and their irregular timing, this caused volatility in the revenue
streams of the business lines, and had constantly to be isolated
– although they were not reported as “exceptional items” –
so as to have a correct reading of the underlying trends;
… as the crystallization of these capital gains was not at
the discretion of the individual business line’s management
but rather a decision of the Group’s Asset and Liability
Management Committee, it was not appropriate to credit
the business lines when in fact the revenues accrue
to the entire Group across all of its business lines.
Consequently, under the new convention, the capital gains
on the OLOs will remain in the “Central Assets/Unallocated”
segment, and be treated as non-recurring items.
Implementation of the changes
These new conventions are being introduced for the first time
in this publication for the presentation of the 2001 results by
business line. In order to allow a full comparison year on year,
the 2000 full year results of the businesses were restated
according to these new conventions.
) Consolidated balance sheet
The total of the consolidated balance sheet as of December 31,
2001 amounted to EUR 351.4 billion. Compared to December 31, 2000, when a total of EUR 257.9 billion was posted,
the rate of growth was 36.3%, due to the growth in business
and the changes in the scope of consolidation (mainly Artesia
BC but also Kempen&Co).
The balance sheet is shown in the new bancassurance scheme and
the details from previous years have been restated pro forma.
> Debts
Customer deposits and debt securities (savings bonds, certificates
and bonds) amounted to EUR 224.9 billion in 2001, i.e. an increase
of 20.4% since the end of 2000. Their relative part in the total
of the balance sheet decreased: they represented 64.0% against
72.5% at the end of 2000.
An increase of 60.5% posted for customer deposits brings
this figure to EUR 84.0 billion: savings deposit accounts
increased by 79.7%, sight deposits and time deposits increased
by 22.3% and 82.5% respectively. The rises are mainly explained
by the integration of Artesia BC in the financial statements.
Savings deposit accounts in the total deposits grew from 19.8%
at the end of 2000 to 22.2% at the end of 2001.
Debt securities increased to EUR 140.9 billion, i.e. an increase
of 4.8%.
> Customer loans
The growth of the customer loans was 16.4% compared to
the end of 2000, standing now at EUR 156.4 billion.
> Securities
The total amount of investments in government securities, bonds
and other fixed-income securities as well as variable-income
securities amounted to EUR 124.4 billion, i.e. an increase of
62.3% compared to December 31, 2000.
Bonds and other fixed-income securities increased by 65.1%,
reaching EUR 110.4 billion, as the rise in the banking activity
and the insurance activity was 62.1% and 129.1% respectively,
mainly explained by the impact of Artesia BC.
> Equity
Shareholders’ equity in the Dexia Group (capital, additional
paid-in capital, reserves, profit for the year before allocation,
goodwill deducted and GBRR not included) amounted to
EUR 8,337 million as of December 31, 2001 against
EUR 6,537 million at the end of 2000, i.e. a growth of 27.5%.
This development is mainly explained by the increase in capital
carried out for an amount of EUR 3.3 billion for the acquisition
of Artesia BC and by the deduction of goodwill for the last
acquisitions, mainly Artesia BC and Kempen&Co for respectively
EUR 1.7 billion and EUR 896 million.
) Consolidated statement of income
Year 2001 net income before minority interests rose 43.5%
to EUR 1,525 million and net income increased by 42.5%
to EUR 1,426 million, compared to 2000. At constant
scope of consolidation the increase in net income would
have been +5.1%.
> Revenues
Net banking income amounted to EUR 5,665 million against
EUR 3,735 million in 2000, representing an increase of 51.7%, or
EUR 1,930 million. Excluding the effects of changes in the scope
of consolidation (a positive variance amounting to EUR 1,745
million), and exceptional items (a variance of -EUR 2 million),
the rise would have been 5.3% or EUR 187 million. This growth
stands out when seen in the general context of the pressure on
revenues in the banking industry in 2001, and it clearly reflects
the sustainability of Dexia’s revenue streams. It stems from
contrasted trends in its different components.
Net interest and related income stood at EUR 3,496 million,
an increase of EUR 941 million (+ 36.9%) arising from
the following factors:
80/81
… changes in the scope of consolidation account for
EUR 850 million to this change (net of funding costs);
… gains on the OLO (Belgian Government bonds) portfolio
were EUR 88 million in 2001, compared to EUR 182 million
in 2000, thus explaining a variance of -EUR 94 million
included as exceptional item;
… exceptional items stood at EUR 66 million in 2001, against
EUR 96 million in 2000, thus accounting for a decrease
of EUR 30 million in the evolution (itemized in note 1);
… the balance increased by EUR 216 million, or +9.5%.
This largely reflects the evolution of the Group’s main balance
sheet and off-balance sheet drivers, at constant scope
Net commissions and other income rose by 52.2% to EUR 1,470 million. This occurred largely because of the changes in the scope
of consolidation (EUR 450 million), and also because of
the variations of the exceptional items (+EUR 122 million;
see note 2). Excluding those two factors, the commissions and
other income dropped by 6.4% to EUR 1,001 million. This
essentially reflects the downturn in the capital markets and its
influence on customers’ appetite for products that generate
commissions for the bank, in contrast with the previous year,
which was exceptionally good.
Technical and financial margin on insurance increased by a hefty
EUR 484 million and stood at EUR 699 million in 2001.
This was by and large due to the changes in the consolidation
scope (notably that concerning FSA and Artesia BC’s subsidiary
DVV Insurance) but without this element, the growth was
nevertheless very high at +18.4%, or EUR 40 million, reflecting
the continued strong performance of Dexia Insurance.
> Costs
General operating expense in 2001 amounted to EUR 3,371 million, up by EUR 1,314 million or 63.9%. This rise naturally
stems, to a very large extent, from the effect of changes in
the scope of consolidation of EUR 1,124 million. The exceptional
costs were high again in 2001 (EUR 98 million), but
EUR 10 million less than those of 2000 (see detail in note 3).
One of the main components of these exceptional costs is
a EUR 119.5 million provision for future integration costs of
Artesia BC. In addition to the burden of the exceptional costs,
Dexia also incurred integration costs on the same project in
the course of 2001, amounting to EUR 8 million.
Consequently the increase in general operating expense
without these items was 9.8%.
Staff costs amounted to EUR 1,600 million against
EUR 847 million in 2000, representing an increase of 88.9%.
The changes in the scope of consolidation explain
EUR 593 million of this increase, and the variation of
the exceptional items account for +EUR 78 million of it.
Therefore, without these factors, the underlying growth of staff
costs was 9.8%.
Network commissions, representing the commissions paid
by the Group to its networks of independent agents and
business introducers, rose by 36.5% (or +EUR 93 million)
to EUR 348 million. The increase was largely due
(+EUR 89 million) to the changes in the scope of consolidation,
and in the other direction, to a negative variation of
the exceptional items (-EUR 10 million). Without these elements,
the growth was 5.6%.
Other operating expense climbed by 61.8%, or EUR 390 million,
to EUR 1,021 million. Of this increase, EUR 332 million
stemmed from changes in the scope of consolidation, and EUR 1 million are explained by the variations of the exceptional
items. Without these two factors, the underlying growth was
9.6%.
Depreciation and amortization expanded by 17.1% to
EUR 356 million. The increase of EUR 52 million arose from
changes in the scope of consolidation (EUR 88 million), and
also to the variation of exceptional costs between 2000 and 2001
(-EUR 70 million). Without these two factors, the underlying
growth was 14.5%.
Deferred acquistion costs in the amount of EUR 46 million
correspond to the business of FSA.
The cost/income ratio (ratio between operating expense and net
banking income) stood at 59.5%, compared with the ratio of
55.1% for the whole year in 2000. Excluding exceptional income
and expense generated by the large number of significant
external growth transactions carried out during the period,
the cost/income ratios would have been 57.3% in 2001 and
54.7% in 2000 respectively.
Accounting treatment of Artesia BC
integration costs
The total integration costs to be incurred from 2002
onwards amount to EUR 246.8 million. Provisions have
been set aside in the 2001 consolidated financial
statements for that amount. Those provisions are
shared by the three banks which will be merged in
2002: Dexia Bank Belgium (EUR 119.5 million); BACOB
Bank (EUR 74.3 million) and Artesia BC (EUR 53.0 million). The fiscal effect attached to these charges
total respectively EUR 48.0 million for Dexia Bank,
EUR 29.8 million for BACOB Bank, and EUR 21.3 million for Artesia BC. The accounting treatment will be
different in the three merging banks: at Dexia Bank,
the impact is on the statement of income, whereas at
Artesia BC and BACOB Bank the charges are written
off on the reserves, resulting on consolidation to a net
increase of goodwill of EUR 76.1 million.
The impact of the EUR 246.8 million provision on
the consolidated net income in 2001 is thus a net
charge of only EUR 71.5 million. It is treated as
an exceptional item.
> Gross operating income
The gross operating income before allowances amounted to
EUR 2,294 million in 2001, up 36.7% from EUR 1,678 million
in 2000. Without the changes in scope of consolidation,
the exceptional items and the integration costs borne on
the Artesia BC project, the gross operating income would have
been roughly stable (-0.3%).
The leveling of the underlying gross operating income has
its origins in two main factors. First, the acquisitions made by
the Group have generated a very high level of activity, both
in the acquisition and in the integration stages, creating a vast
amount of effort and expense, which have added to the general
expense, in addition to the costs specifically identified as
“integration costs”. Secondly, the momentum of revenues in 2000,
particularly in the booming business of Investment Management
Services at that time, led the Group to approve a 2001 budget for
expense and capital expenditure which reflected the expectation
that the revenue trend in 2001 would be commensurate to what
it was in 2000. This assumption was contradicted by the rapid
change in the market environment of 2001, and then by
the consequences of the September 11 events. Naturally, the cost
budgets were revisited in the second half in consideration of
these evolutions, and the 4th quarter figures reflect the effects of
the actions undertaken, as there was no increase in
the underlying costs of the Group, compared to the 3rd quarter.
> Write-downs and allowances
Write-downs and allowances including the net allocation to
the general banking risks reserve and the amortization of
goodwill, rose by 21.5% to EUR 283 million in 2001. It was
EUR 233 million in 2000. Its components evolved as follows.
Write-downs and allowances for loan losses and off-balance sheet
items came to EUR 281 million in 2001, up EUR 167 million,
partly under the effect of the changes in scope of consolidation
(EUR 69 million). The main one of these was Artesia BC, whose
contribution to net charge in the 2001 P&L was EUR 63 million.
The increase is also explained by several factors impacting
the various business segments, and linked to five specific
situations:
… a provision of EUR 51 million was written on a single debtor
(a hospital in Chicago) which is in default following
the uncovering of a fraud perpetrated against the US
healthcare agencies; this risk is now almost fully covered;
… it was decided to raise the level of existing provisions to 50%
of the country risk exposure on Argentina, requiring a charge
of EUR 6 million on the 2001 financial statements;
… a provision of EUR 22 million was made to cover exposure on
Enron;
82/83
… a provision of EUR 25 million was set aside against the risks
of default on the loan book of Labouchere’s share leasing
contracts;
… provisions of EUR 16 million were set against a Belgian airline
company default.
However, the Dexia Group’s level of risk remains very low
compared to the rest of the banking industry. The net charge
represents 14 basis points of the total customer loans and
off-balance sheet commitments outstanding, about one third
of the average peer group ratio.
Net gains or write-downs on long-term investments totaled
+EUR 13 million in 2001 compared with +EUR 31 million in
2000. This -EUR 18 million decrease stems from the changes in
scope of consolidation (-EUR 2 million), and for -EUR 9 million
to gains and losses on the sale of holdings, or unwinding of
business ventures (see note 4).
A write-back of the general banking risks reserve has taken place in
2001, in the amount of EUR 41 million, whereas
EUR 101 million was allocated to it in 2000. This reflects various
events incurred in 2001, particularly the charges generated
by integration and restructuration of Artesia BC.
Amortization of goodwill stood at EUR 56 million, up
EUR 7 million from the charge for 2000 (EUR 49 million).
items
> Other
Corporate income tax, comprising both current and deferred
taxes, increased by EUR 123 million (or 30.0%) to
EUR 534 million. This change is due to the changes in scope
of consolidation (adding +EUR 142 million to the tax charge)
on the one hand, and to the fiscal effect of the various
exceptional items referred to above on the other hand
(+EUR 81 million; see note 5). Without these elements, the
underlying tax charge was EUR 380 million in 2001, against
EUR 480 million a year before.
Net income from companies accounted for by the equity method,
net of goodwill amortization, rose by 64.4% (or EUR 19 million)
to EUR 48 million. The increase largely stems from the changes
in scope of consolidation (EUR 30 million). The balance of the
variation is negative (-EUR 11 million), mainly as a result of the
sale of the 40% holding in Banco de Crédito Local in the early
part of 2001.
income
> Net
Net income before minority interests totaled EUR 1,525 million,
up 43.5% year on year. Without the changes in the scope
of consolidation, the progression would have been +4.3%.
Minority interests came to EUR 99 million against
EUR 62 million in 2000. The variation of EUR 37 million
is largely explained by the changes in scope of consolidation
(EUR 43 million).
Net income for the period amounted to EUR 1,426 million,
representing an increase of 42.5%. Without the changes in
the scope of consolidation, the progression would have been
+5.1%.
Return on equity (ROE), representing the ratio between net
income for the period and average shareholders’ equity
(excluding the general banking risks reserve and after income
appropriation), stood at 18.7% in 2001. It was 17.7% in 2000.
Earnings per share (EPS) have progressed by 9.1%, to EUR 1.25
per share, against EUR 1.15 in 2000.
Main items reported as exceptional (other than OLOs) in 2000 and 2001
Note 1: net interest and related income
In 2000: provision for swap cancellation following
Dexint and DCL merger (-EUR 42.6 million);
gains on sale of equity holding participations
(+EUR 139.7 million); gains on convertible bonds
Dexia (+EUR 11.4 million); changes in accounting
methods (+EUR 60.2 million); impairment of
a credit-linked note portfolio (CLN) following
a fraud (-EUR 75.3 million); write-back exceptional
provisions (+EUR 2.9 million).
In 2001: unwinding of the Crediop/SP IMI
distribution agreement (-EUR 10.0 million);
gains on sale of equity participations
(+EUR 28 7 million); gains on convertible bonds
Dexia (+EUR 77.9 million); impairment CLN
portfolio (-EUR 28.5 million).
Note 2: net commissions and other income
In 2000: Insurance CLN portfolio (-EUR 17.0 million); interests on payment of acquisition
of Labouchere (-EUR 11.8 million); provision for
litigation with EEC (-EUR 15.0 million); provision
for the direct bank project (-EUR 20.0 million);
accounting treament of Labouchere’s deferred
acquisition costs (-EUR 39.8 million).
In 2001: Insurance CLN portfolio (-EUR 9.6 million);
write-back provision direct bank project
(+EUR 10.0 million); write-back provision for
litigation EEC (+EUR 15.0 million). The reversal
of the exceptional accounting treatment in 2000
of Labouchere’s deferred acquisition costs
(+EUR 39.8 million) is treated in 2001 in
the change of the consolidation scope.
Note 3: costs
In 2000: adjustment to BIL pension fund
(-EUR 10.0 million); provision for change to the
euro (-EUR 8.4 million); commission to the network
for Dexia capital increase (-EUR 10.6 million); costs
of the capital increase (-EUR 70.3 million);
legal costs CLN portfolio (-EUR 9.5 million).
In 2001: write-back provision euro (+EUR 5.4 million); fees Artesia BC (-EUR 10.0 million); provision
for future integration costs Artesia BC
(-EUR 119.5 million); commission to the network
for change to the euro (-EUR 1.4 million); writeback provision for litigation on VAT (+EUR 38.9
million); restructuring costs Dexiam, BIL London
and Dexia Crediop (-EUR 7.3 million); provision for
shift to IAS and Basel 2 (-EUR 2.3 million); legal
costs CLN portfolio (-EUR 2.1 million).
Note 4: provisions
In 2000: gain on sale of holding in MBIA
(+EUR 22.3 million); gain on sale of other holdings
(+EUR 6.9 million).
In 2001: gain on Banco de Crédito Local (+EUR 49.0
million); gain on Fortior (+EUR 3.6 million); sale of
Swiss subsidiaries of Artesia BC and Rekord
(-EUR 37.6 million); sale of holding in ZeBank
(-EUR 5.7 million); other gains (+EUR 11.0 million).
Note 5: taxes
All the items above are before tax. The amount
of corresponding taxes, at appropriate rates,
is treated as an exceptional item in the total
amount of taxation.
84/85
Where to find Dexia
Dexia
Square de Meeûs 1
B-1000 Brussels
Tel.: (32) 2 213 57 00
Fax: (32) 2 213 57 01
In Paris
7-11, quai André Citroën
BP 1002
F-75901 Paris Cedex 15
Tel.: (33) 1 43 92 77 77
Fax: (33) 1 43 92 70 00
www.dexia.com
AMCC
N.W. Juniper St. 710 – Suite 202
USA - Issaquah, WA 98027
Telephone: (1) 425 313 4600
Fax: (1) 425 313 1005
www.artesiamortgage.com
Artesia BC representative office
Austria
Kärtnerstrasse 45
A-1010 Vienna
Telephone: (43) 1 512 26 12
Fax: (43) 1 512 26 13 80
Artesia Leasing & Renting and Artesia
Lease
Avenue Livingstone 6
B-1000 Brussels
Telephone: (32) 2 285 29 29
Fax: (32) 2 285 39 99
Assureco
F-75015 Paris
Telephone: (33) 1 43 92 77 49
Fax: (33) 1 43 92 78 99
Astris Finance
1730 K Street, NW
Suite 900
Washington, DC 20006
Telephone: (1) 202 223 94 20
AusBIL Dexia
Veritas House – Level 23
207 Kent Street
Sydney NSW 2000
Australia
Telephone: (61) 2 925 90 200
Fax: (61) 2 925 90 222
www.ausbil.com.au
Bancoval
20 Fernando el Santo
E-28010 Madrid
Telephone: (34) 91 360 99 00
Fax: (34) 91 360 99 95
www.bancoval.es
Banque Artesia Nederland
Herengracht 539-543
NL-1017 BW Amsterdam
P.O. Box 274
NL-1000 AG Amsterdam
Telephone: (31) 20 520 49 11
Fax: (31) 20 624 75 02
www.artesia.nl
Banque Vernes Artesia
15, rue des Pyramides - BP 451
Telephone: (33) 1 44 86 80 00
Fax: (33) 1 44 86 82 82
www.banque-vernes.fr
Belstar
Riverside Business Park
Avenue Internationale 55 - B37
B-1070 Brussels
Telephone: (32) 2 556 01 75
Fax: (32) 2 524 01 88
BILIAM
P.O. Box 1427
2-6 Church Street
St Helier, Jersey JE4 2YN
Telephone: (44) 1534 83 44 83
Fax: (44) 1534 83 44 99
Cevi
Bisdomplein 3
B-9000 Ghent
Telephone: (32) 9 225 48 60
Fax: (32) 9 233 05 24
Ciger
Rue de Néverlée 12
B-5020 Namur
Telephone: (32) 81 55 45 11
Fax: (32) 81 55 45 06
Corona
Avenue de la Métrologie 2
B-1130 Brussels
Telephone: (32) 2 244 22 11
Fax: (32) 2 216 15 15
www.corona.be
Créatis
34, rue Nicolas Leblanc BP 5911
F-59011 Lille
Telephone: (33) 3 20 40 51 32
Fax: (33) 3 20 30 16 15
Crédit associatif
75, rue Saint-Lazare
F-75009 Paris
Telephone: (33) 1 42 80 42 24
Fax: (33) 1 42 81 42 98
Dexia Asset Management
Headquarters
Rue Royale 180
B-1000 Brussels
Telephone: (32) 2 222 52 42
Fax: (32) 2 222 91 48
Fukoku Seimei Building 12F
2-2-2, Uchisaiwa-cho, Chiyoda-ku
Tokyo 100-0011
Telephone: (81) 3 5251 3560
Fax: (81) 3 5251 3561
9 Raffles Place #42-01
Republic Plaza
Singapore 048619
Telephone: (65) 62 36 24 25
Fax: (65) 65 36 96 34
Route d’Arlon 283
L-1150 Luxembourg
Telephone: (352) 25 43 43 1
Fax: (352) 25 43 43 4940
Washington Plaza
40, rue Washington
Telephone (33) 1 53 93 40 00
Fax: (33) 1 45 63 31 04
www.dexia-am.com
Dexia Banque Internationale
à Luxembourg
Route d’Esch 69
L-2953 Luxembourg
Telephone: (352) 45 90 1
Fax: (352) 45 90 20 10
www.dexia-bil.com
Luxembourg, Geneva Branch
2, rue de Jargonnant
CH-1207 Geneva
Telephone: (41) 22 707 90 00
Fax: (41) 22 707 90 90
Dexia Bank Nederland
Beethovenstraat 300
PO Box 75666
NL-1070 AR Amsterdam
Telephone: (31) 20 348 50 00
Fax: (31) 20 348 55 55
www.dexiabank.nl
www.alex.nl
Dexia Auto Lease
B-1000 Brussels
Telephone: (32) 2 285 35 88
Fax: (32) 32 2 282 66 01
www.artesia-auto-lease.be
Dexia Bank Belgium
Boulevard Pachéco 44
B-1000 Brussels
Telephone: (32) 2 222 11 11
Fax: (32) 2 222 40 32
www.dexia.be
www.axionweb.be
Dexia Bank Belgium
Copenhagen
Bredgade 75, 2. floor
P.O.B. 9046
DK-1260 Copenhagen K
Telephone: (45) 33 74 51 00
Fax: (45) 33 91 50 02
Dexia Bank New York Branch
445 Park Avenue
New York -NY 10022
Telephone: (1) 212 705 0700
Fax: (1) 212 705 0701
Dexia Banque Privée
37-39, rue d’Anjou
F-75383 Paris
Telephone: (33) 1 40 06 60 00
Fax: (33) 1 42 65 00 98
www.dexiaplus.fr
Dexia BIL Asia Singapore
Republic Plaza
Singapore 048619
Telephone: (65) 62 22 76 22
Fax: (65) 65 36 02 01
86/87
Dexia BIL Dublin Branch
George’s Quay House
43 Townsend Street
IRL - Dublin 2
Telephone: (353) 1 613 04 44
Fax.: (353) 1 613 04 45
Dexia BIL London Branch
Shackleton House
Hay’s Galleria
Battle Bridge Lane 4
London SE1 2GZ
Telephone: (44) 207 556 30 00
Fax: (44) 207 556 30 55
Dexia BIL Milan Branch
Procaccini Center
38 via Messina
Torre B, Piano 5
I-20154 Milan
Telephone: (39) 2 336 232 01
Fax: (39) 2 336 232 30
Dexia BIL Singapore Branch
Republic Plaza
Singapore 048619
Telephone: (65) 62 22 76 22
Fax: (65) 65 36 02 01
Dexia CLF Banque
BP 546
Telephone: (33) 1 44 37 45 02
Fax: (33) 1 44 37 45 07
www.dexia-clf.fr
Dexia CLF Lease Services
F-75015 Paris
Telephone: (33) 1 41 14 57 78
Fax: (33) 1 46 90 10 89
Dexia Crediop
Via Venti Settembre 30
I-00187 Rome
Telephone (39) 06 47 71 29 05
Fax: (39) 06 47 71 59 59
www.dexia-crediop.it
Dexia Crédit Local
BP 1002
Telephone: (33) 1 43 92 77 77
Fax: (33) 1 43 92 70 00
www.dexia-clf.fr
www.dexia-creditlocal.com
Dexia Crédit Local Dublin Branch
West Black Building
IRL - Dublin
Telephone: (353) 1 670 27 00
Fax: (353) 1 670 27 05
445 Park Avenue
New York, NY 10022
Telephone: (1) 212 515 7000
Fax: (1) 212 753 5522
www.dexia-americas.com
Dexia Crédit Local Portugal
Estrella Office
Rua Domingos Sequeira 27-5G
P-1350-119 Lisboa
Telephone: (351) 21 395 15 16
Fax: (351) 21 397 77 33
Dexia Crédit Local Singapore
9 Raffles Place
# 43-01 Republic Plaza
Singapore 048619
Telephone: (65) 62 36 01 25
Fax: (65) 65 32 12 31
Dexia Crédits Logement
Headquarters
B-1000 Brussels
Operations
• Chaussée de Dinant 1033
B-5100 Wépion
Telephone: (32) 81 46 82 11
Fax.: (32) 81 46 05 55
• H. Consciencestraat 6
B-8800 Roeselare
Telephone: (32) 51 23 21 11
Fax.: (32) 51 23 21 45
Dexia Editions
F-75015 Paris
Telephone: (33) 1 43 92 79 13
Fax: (33) 1 43 92 76 72
Dexia Epargne Pension
62, rue de la Chaussée d’Antin
F-75009 Paris
Telephone: (33) 1 43 92 77 02
Fax: (33) 1 45 26 34 20
www.dexia-ep.com
Dexia Factors
B-1000 Brussels
Telephone: (32) 2 282 66 33
Fax: (32) 2 282 66 99
www.artesia-factors.be
Dexia Finance
F-75015 Paris
Telephone: (33) 1 43 92 75 28
Fax: (33) 1 43 92 75 35
Dexia Flobail
F-75015 Paris
Telephone: (33) 1 43 92 73 89
Fax: (33) 1 45 75 34 59
Dexia Fund Services Belgium
Rue Royale 180
B-1000 Brussels
Telephone: (32) 2 222 5898
Fax: (32) 2 222 3425
Dexia Fund Services Cayman
Ugland House
P.O. Box 309
George Town
BWI Grand Cayman
Telephone: (1345) 945 85 00
Fax: (1345) 945 85 01
Dexia Fund Services Dublin
George’s Quay House
43 Townsend Street
IRL - Dublin 2
Telephone: (353) 1 613 0400
Fax: (353) 1 613 0401
Dexia Fund Services France
39, rue d’Anjou
F-75008 Paris
Telephone: (33) 1 49 35 68 01
Fax: (33) 1 49 35 68 97
Dexia Fund Services Italia
Procaccini Center
38, via Messina
Torre B, Piano 5
I-20154 Milan
Telephone: (39) 02 3362 3203
Fax: (39) 02 3362 3230
Dexia investments Ireland Belgium
International House
Harbourmaster Place 3
IRL-IFSC Dublin 1
Telephone: (353) 1 829 1566
Fax: (353) 1 829 1577
www.artesia.ie
Dexia Fund Services Singapore
9 Raffles Place # 42-01
Republic Plaza
Singapore 048619
Telephone: (65) 64 35 33 36
Fax: (65) 65 36 02 19
Dexia Lease Belgium
Headquarters
B-1000 Brussels
Operations
Rue de la Charité 15/7
B-1210 Brussels
Telephone: (32) 2 222 37 08
Fax: (32) 2 222 37 13
Dexia Fund Services Switzerland
Beethovenstrasse 48
Case Postale 970
CH-8039 Zurich
Telephone: (41) 1 286 9701
Fax: (41) 1 286 9750
Dexia Hypothekenbank Berlin
Charlottenstrasse 82
D-10969 Berlin
Telephone: (49) 30 25 59 8-0
Fax: (49) 30 25 59 8-2 00
www.dexia.de
Dexia Insurance
Avenue des Arts 23
B-1000 Brussels
Telephone: (32) 2 237 15 11
Fax: (32) 2 237 16 99
Dexia Lease France
F-75015 Paris
Telephone: (33) 1 43 92 75 13
Fax: (33) 1 47 75 34 59
Dexia Life & Pensions
2, rue Nicolas Bové
L-1253 Luxembourg
Telephone: (352) 262 54 41
Fax: (352) 262 54 45 480
www.dexia-life.com
Dexia London
55 Tufton Street – Westminster
UK - London SW1P 3QF
Telephone: (44) 207 799 3322
Fax: (44) 207 799 2117
www.uk-dexia.com
88/89
Dexia Municipal Agency
F-75015 Paris
Telephone: (33) 1 43 92 77 77
Fax: (33) 1 43 92 70 00
www.dexia-ma.com
Dexia Private Bank Jersey
P.O. Box 12
2-6, Church Street
St Helier, Jersey JE4 9NE
Telephone: (44) 1534 83 44 00
Fax: (44) 1534 83 44 11
Dexia Nordic Private Bank
Luxembourg
18-20, avenue Marie-Thérèse
L-2015 Luxembourg
Telephone: (352) 45 78 68 1
Fax: (352) 45 78 60
Dexia Public Finance Norden
Box 7573
Engelbrektsplan 2
S-103 93 Stockholm
Telephone: (46) 8 407 57 00
Fax: (46) 8 407 57 01
Dexia Partenaires France
2, rue de Messine
F-75008 Paris
Telephone: (33) 1 40 76 03 74
Fax: (33) 1 40 76 03 71
Dexia Sabadell Banco Local
Paseo de las Doce Estrellas, 4
E-28042 Madrid
Telephone: (34) 91 721 33 10
Fax: (34) 91 721 33 20
Dexia P-H Private Bank Denmark
Gronningen 17
DK-1270 Copenhagen
Telephone: (45) 33 46 11 00
Fax: (45) 33 32 42 01
www.phbank.dk
Dexia Santé
40, rue Sadi Carnot
F-78120 Rambouillet
Telephone: (33) 1 61 08 66 00
Fax: (33) 1 61 08 66 11
Dexia Prévoyance
Site BRGM-BP 6009
F-45060 Orléans Cedex 2
Telephone: (33) 2 38 64 39 80
Fax: (33) 2 38 64 33 68
Dexia Private Bank (Switzerland)
Beethovenstrasse 48
Case postale 970
CH-8039 Zürich
Telephone: (41) 1 286 92 92
Fax: (41) 1 201 14 71
www.dexia.ch
Dexia Securities
W.T.C. Tour 1
Boulevard du Roi Albert II 30 – B18
B-1000 Brussels
Telephone: (32) 2 204 41 11
Fax: (32) 2 204 49 25
www.artesiasecurities.be
Dexia Securities France
112, Avenue Kléber
F-75116 Paris
Telephone: (33) 1 56 28 52 06
Fax: (33) 1 56 28 52 90
www.dexia-securities.fr
Dexia Securities USA
747 Third Avenue, 22nd floor
US - New York, NY 10017
Telephone: (1) 212 3760 130
Fax: (1) 212 3760 139
Dexia SIM Italia
12 via Rovello
I-20121 Milan
Telephone: (39) 02 80284 1
Fax: (39) 02 80284 284
Dexia SIM Italia, Turin Branch
Via Principessa Felicita di Savoia 8/12
I-10131 Torino
Telephone: (39) 011 63 06 701
Fax: (39) 011 63 06 700
Dexia Société de Crédit
Headquarters and operations
Rue des Clarisses 38
B-4000 Liège
Telephone: (32) 4 232 45 45
Fax: (32) 4 232 45 01
Operations
Boulevard Saint-Michel 50
B-1040 Brussels
Telephone: (32) 2 732 12 12
Fax: (32) 2 737 29 27
Dexia Sofaxis
Route de Créton
F- 18100 Vasselay
Telephone (33) 2 48 48 10 10
Fax: (33) 2 48 48 10 11
www.sofaxis.com
www.sofcah.com
www.sofcap.com
Dexia Trust Services Jersey
P.O. Box 300
2-6 Church Street
St Helier, Jersey JE4 8YL
Telephone: (44) 1534 83 44 44
Fax: (44) 1534 83 44 55
Dexia Trust Services Singapore PTE
9 Raffles Place # 42-01
Republic Plaza
Singapore 048619
Telephone: (65) 64 35 33 36
Fax: (65) 65 36 02 19
Dexia Ventures
B-1000 Brussels
Telephone: (32) 2 222 82 98/83 06
Fax: (32) 2 222 83 08
DVV Insurance
B-1000 Brussels
Telephone: (32) 2 286 61 11
Fax: (32) 2 286 15 15
www.dvvlap.be
Ely Fund Managers (Holdings)
Audrey House
Ely Place
UK - London EC1N 6SN
Telephone: (44) 20 7404 5333
Fax: (44) 20 7404 5747
www.ely.uk.com
Eural
W.T.C. Tour 1
Boulevard du Roi Albert II 30 - B 37
B-1000 Brussels
Téléphone: (32) 2 204 39 99
Téléfax: (32) 2 204 38 00
www.eural.be
Fidexis
Rue de la Charité 13-17
B-1210 Brussels
Telephone: (32) 2 209 02 30
Fax: (32) 2 209 02 37
350 Park Avenue
USA-New York, NY 10022
Telephone: (1) 212 826 0100
Fax: (1) 212 688 3101
www.fsa.com
First European Transfer Agent
11, bd Grande-Duchesse Charlotte
L-1331 Luxembourg
Telephone: (352) 25 47 01 1
Fax: (352) 25 47 01 9500
Floral
F-75015 Paris
Telephone: (33) 1 45 77 33 93
Fax: (33) 1 43 92 70 57
Fortior Holding
Iberagentes Activos/Iberagentes Gestion
Colectiva
Edificio Torre Europa
95 P. de la Castellana - 4
E-28046 Madrid
Telephone: (34) 914 18 93 26
Fax: (34) 914 18 93 28
www.iberagentes.es
Kempen Capital Management
Beethovenstraat 300
PO Box 75666
NL-1070 AR Amsterdam
Telephone: (31) 20 348 8800
Fax: (31) 20 348 8850
www.kempen.nl
Dorpsstraat 1
PO Box 44
NL-5260 AA Vught
Telephone: (31) 73 6580 490
Fax: (31) 73 6580 499
www.kempen.nl
Kempen Capital Management Belgium
Frankrijklei 103
B-2000 Antwerpen
Telephone: (32) 3 224 82 00
Fax: (32) 3 224 82 26
Switzerland
49 rue de Villereuse
CH-1207 Geneva
Telephone: (41) 22 5929141
Fax: (41) 22 5929142
90/91
Kempen Capital Management (UK)
41 Melville Street
UK-EH3 7JF Edinburgh
Telephone: (44) 131 2266 985
Fax: (44) 131 2266 984
Luxstar
Boulevard Prince-Henri 47
L-1724 Luxembourg
Telephone: (352) 46 34 401
Fax: (352) 46 34 49
www.luxstar.lu
Société Luxembourgeoise de Leasing
BIL-Lease
14-16, avenue Pasteur
L-2310 Luxembourg
Telephone: (352) 22 77 33 1
Fax: (352) 22 77 44
Kommunalkredit Austria
Türkenstrasse 9
A-1092 Vienna
Telephone: (43) 1 316 31 0
Fax: (43) 1 316 31 503
www.kommunalkredit.at
Otzar Hashilton Hamekomi
3 Heftman Street
64737 Tel-Aviv
Telephone: (972) 3 695 7211 5
Fax: (972) 3 691 9503
Société Monégasque de Banque Privée
9, boulevard d’Italie
MC-98000 Monaco
Telephone: (377) 93 15 23 23
Fax: (377) 93 15 23 32
Linde Partners Asset Management
134, route d’Arlon
L-8008 Strassen
Telephone: (352) 31 51 55
Fax: (352) 31 51 55 31
www.lindepartners.com
Parfibank
Boulevard du Régent 40
B-1000 Brussels
Telephone: (32) 2 513 90 20
Fax: (32) 2 512 73 20
www.parfibank.be
Van Lieshout & Partners
Maliebaan 45
PO Box 13224
NL-3507 LE Utrecht
Telephone: (31) 30 2345 432
Fax: (31) 30 2345 400
Prvá Komunálna Banka
Hodzova 11
01011 Zilina
Slovak Republic
Telephone: (421) 89 51 11 517
www.pkb.sk
W.G.H. Informatique
Avenue de l’Expansion 7
B-4432 Ans
Telephone: (32) 4 246 10 46
Fax: (32) 4 246 03 03
Dexia’s Annual Report is published by the Group’s
corporate communications division in cooperation with the corporate
communications departments of Dexia Bank Belgium,
Dexia Crédit Local and Dexia Banque Internationale à Luxembourg.
The Annual Report is also available in French,
Dutch and German. A copy may be obtained on request
from Dexia headquarters in Brussels or Paris.
Dexia S.A.
Square de Meeûs, 1
B-1000 Brussels
Paris
7-11 quai André Citroën
F-75015 Paris
Photographs
David Carr, Bruno Boissonnet, Michel Labelle, Bios: N. Peka / Okapia, H. Stichtinger / Zefa, Getty Images,
Archipress: Michel Denancé / Architecte: Renzo Piano Building Workshop, Claudie Aubriac: Grandeur Nature /
Parc Arboretum de Kalmthout, Jean-Marc Pettina, Crampon.
Design
TERRE DE SIENNE
Lay-out
NORD COMPO - Tel. 33 (3) 20 41 40 01
Printing
Snoeck-Ducaju & Zoon, B-9000 Ghent
92/93

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