ANNUAL GENERAL MEETING, 19 MAY 2015 The Annual General Meeting, held on 19 May in La Défense and chaired by Frédéric Oudéa, was attended by 731 shareholders. Quorum was met at 54.66% (58.27% in 2014). To better meet the expectations of challenges facing the Group. Séverin our shareholders, 5,000 shareholders Cabannes, Deputy Chief Executive among them completed an online Officer, then presented the results. survey on issues that they wanted Anthony Wyand, Vice-Chairman of to see addressed as a priority, the Board of Directors, described namely: the level of risk exposure, the the new corporate governance: the Group’s financial solidity, its strategy position of Chief Executive Officer, and plans for growth. Chairman which remains entrusted to Frédéric and Chief Executive Officer Frédéric Oudéa, was separated from that Oudéa recognised these priorities of the Chairman of the Board of as he talked about the strategic Directors, which is now under the “Continuing the transformation of the Group” 4 | LETTER TO SHAREHOLDERS_JUNE 2015 responsibility of Lorenzo Bini Smaghi. Lastly, two new Directors, Barbara Dalibard and Gérard Mestrallet, were introduced to the General Meeting. All 14 proposed resolutions were adopted. The company will pay a cash dividend of €1.20 per share in 2014, up from €1.00 in 2013. The detachment of the dividend date was set at 26 May and it will be paid as from 28 May. 2014 was an important year for Societe Generale, marked by its 150 year anniversary and the presentation of its strategic plan defining the bases for its growth. In 2015, the macroeconomic and financial environment remains unpredictable with, in particular, a tense geopolitical climate in the Ukraine and in the Middle East, a fragile situation in Greece and an economic slowdown in the major emerging countries. At the same time, the monetary policy stance of the central banks is still very accommodating. In Europe, the falling euro, energy prices and interest rates are all stimulating factors for the economy. Yet, eight years after the onset of the financial crisis, the highly restrictive regulatory environment has rendered the banking business more complex. Lastly, advances in digital technology have altered the behaviour of our clients. Growth strategy In response to these profound and enduring transformations, we reaffirm our ambition to be THE relationship-focused bank, a reference on its markets, close to its clients and chosen for the quality and commitment of its teams. This demanding long-term ambition is underpinned by three strategic priorities, all of which are crucial for generating growth. This ambition first involves continuing to increase customer satisfaction; as a service company, this is a priority objective. This is primarily achieved through innovation, in which we are, and intend to remain, leaders. Our growth will also rely on developing our businesses and
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