Number one on the Reunionese market in the business customer service, The French Indian Ocean Commercial Bank (BFC) wished, in 2023, question their professional and entrepreneurs customers about their favorite bank. Businesses, indeed, mostly accounts in several banks in the place. This survey was anonymous, Directed by an independent institute. Nothing obliged the companies questioned to place the BFC first, And that's what they did. The BFC reiterates the exercise in 2025 with a result expected at the end of the year. The challenge, this time, will be to see not only if this result confirms the previous one, But if it incorporates the technological evolution of the bank completed this year. For three years, The BFC has undertaken to renew its computer system. "The best customer satisfaction with the best tools", résume Ludovic Cailly, Managing Director of the BFC since May 2022, BFC overall strategy pilot. Which also distinguishes the BFC, It is that this strategy makes CSR an engine of action. In the interview he gave us, Ludovic Cailly explains the reasons, The objectives and the vision of the banker's profession covered by this strategy associating modernization and environmental and societal responsibility. As the bank of the bank, next year, This evolution takes on an additional meaning. The French Indian Ocean Commercial Bank (BFC) is the heiress of a much older banking history, But it was in 1976 that his brand appeared in Reunion to meet the need to finance the development of the department. The first agency opened in Saint-Denis on April 1, 1976. His identity also is due to his two shareholders in equal parts, Société Générale and Mauritius Commercial Bank groups. A double culture of the bank which is not for nothing in the positive appreciation of its more than 90,000 customers and, more particularly, of its business business.
Meeting Leader : The last news of the BFC is within the framework of the system of the Reunion region. Since mid-February, A new version of I-Run by BFC allows independent professionals, TPEs and SMEs borrow from advantageous conditions. The first I-Run by BFC product was launched in 2018, How does the new version differ from the previous one ?
Ludovic Cailly : It is fairly equivalent to the principle, with two developments. A CSR aspect has been integrated into the device, which did not exist in the first version. Ensuite, Some eligibility modifications rendered-run by BFC more suited to the financing needs of TPEs in the territory, who do not always have access to bank loans as much as they would like, Unlike larger companies : The new version is accessible to those of less than 10 employees and companies under 3 years old. She assures that the funds of the Reunion and the ERDF region (European Regional Development Fund) go well to these companies.
The first I-Run by BFC offer had financed more than 500 projects ! How is the new offer of 2025 received ?
It is acclaimed, In any case at the BFC. I remind you that three banks have been retained by the Reunion region to implement the system. We were the first to distribute the product, from 2018. We record a lot of requests in our agencies. It’s a very nice start, demonstrating that the system is really well suited to the territory and that there was a real need for financing for individual professionals and very small businesses.
Do you see a teaching on the current situation of small businesses, that make up most of the Reunionese economic fabric ?
The Reunionese economic fabric is very dynamic. We see this dynamism in the number of business creations. On the other scale plateau, We see that more and more companies are in difficulty, According to figures from Iédom. Small businesses are created and developed in a very competitive market, Others are a little more in difficulty. The interest of the I-Run by BFC system is that it meets the two situations. It supports the economy in both directions, Creation and maintenance of companies.
More globally, What look at the Reunionese economy and its prospects ?
The territory has crossed several crises : yellow vests, Interest rate increase, inflation, Now the international context ... The 1920s and 2024 were disabling for the Reunion economy, As for the French and European economy. Since, There is a rate relaxation, So we are going in the right direction. What I see, It is the strong resilience of Reunionese companies that, in majority, are very well structured. This is mainly averages and large companies. What is the prospect ? It obviously depends on the international political-economic conjuncture, who will necessarily have impacts on us too. Until what extent ? It is too early to find out in view of the latest statements from across the Atlantic. What I can say, It is that we are very attentive to the BFC, to be able to react as quickly if necessary.
The BFC has 18 agencies in Reunion, 8 in Mayotte and 1 in Paris. To the right : The interior of the BFC headquarters agency. Left : The facade of the BFC agency in downtown Saint-Paul. Below : Mamoudzou BFC agency
The BFC develops a CSR commercial strategy focused not only on financing, but also on the advice and support of companies in their ecological transition. Is this the new positioning of the bank vis-à-vis companies ?
It's not new : We have been applying CSR orientation for a few years in our policy, For our own account and for that of our customers and our partners. But we actually strengthen this orientation, And we communicate more broadly on our CSR action. An internal, This reinforcement is reflected, especially, by a reduction of almost 40 % of greenhouse gas emissions over the last three years. We have structured a CSR cell, With a CSR expert, and a specific CSR committee in charge of an action plan within the bank. Our staff is aware of environmental issues thanks to the climate fresco workshops. These workshops are extremely interesting and enriching to understand all the ins and outs of global warming. All of our teams participate in these workshops. This awareness makes sense to our internal and external CSR strategy. For our customers, We offer advice and products related to green funding and green and responsible investments, what is called Isr investments, Socially responsible investment label.
Is your goal to become the most "green" bank in the Reunion square ?
What is sure, It is that this strategy is not a fashion effect. It’s a real responsibility strategy, that I believe even more essential on an island like Reunion, where the preservation of the environment has crucial importance. Our desire is therefore not to be the greenest bank, But to be in line with our values and the needs of the territory on this subject.
Have you followed the climate fresco workshop yourself ?
I followed him, fin 2023, As part of Société Générale training for group managers. I came back delighted with this training. I thought I knew a lot about this question of the environment and climate change. In fact I learned a lot in this workshop. I told myself that it was absolutely necessary that all BFC staff could have access to this training.
Has this experience influenced the bank's CSR strategy ?
CSR is in the DNA of Société Générale. The fresco of the climate allowed me to better understand the reality of things, the urgency of the situation and the urgency to act. As a bank, We are at the center of the economy. This position gives us responsibility, It allows us to promote awareness of the importance of this subject with our customers.
Regarding your employees, How do you act on diversity commitments, of equality and inclusion ?
Last year, Our gender equality index was 99 out of 100. On this plane, We are close to perfection. On inclusion and diversity in general, We communicate a lot, internally in particular, on the acceptance of the other. Every year, We make a barometer with our employees, which takes up a certain number of themes related to working conditions and which incorporates the questions of diversity and inclusion. We have very good feedback from our employees. Inclusion is less difficult in Reunion, where living together is part of culture and habits. This subject of diversity and inclusion is closely viewed by the Société Générale group, notably through these barometers of employees who are carried out in all the subsidiaries of France and the world. The BFC is very well positioned in terms of diversity and inclusion within the group.
To hear the leaders of certain banks present in Reunion, The aim of a banking establishment should be to occupy first place on its market : Is it your vision ?
First place, It means a lot of things and not much at the same time. Do we talk about quantity or quality, of the largest market or the best customer satisfaction ? The largest market share is not our goal. Have the best customer satisfaction, oui. And we work very strongly to achieve this goal.
What are the strengths of the BFC for business customers ?
I will first remind you that these strengths were recognized by our business customers during a survey carried out at the end of 2023, whose results were known in early 2024. We were elected Best Bank Business in Reunion. This survey was carried out with our customers, and companies being multibancarized, They were able to compare. Nos points forts, I would say that these are relational quality, The quality of daily service, the ability to make decisions locally, the ability to intervene on any type of financing request and in all markets, medium -sized, large companies, multinational companies, communities. We operate 360 ° on all business typologies, in particular on the international commercial part and on the management of all types of flows. Our salespeople are organized, structured on a geographical basis, with experts who support them according to customer needs. We have very good expertise in the Trade areas, cash management, of the CSR, monetic, Structured funding, etc.
The BFC highlights its activity related to the trade. It offers tools accompanying import and export exchanges. What are these specialties and expertise ?
In international trade, We are talking about documentary delivery, documentary credit, The Warranty International Swift. Our specialization is also due to the tools made available to our customers. These are the tools of a large, secure international bank allowing several signatures, allowing remote access with high quality ease of use. The products in themselves are very classic, As for all other banks. Which makes the difference for our entrepreneurs customers, This is the quality of our advice, our responsiveness, the availability of our advisers. At the end of the year, We will also set up an additional remote management tool to provide total autonomy to our customers on all of their international operations.
A platform dedicated to import-export ?
Today our platform for companies allows dematerialized management of flows in a global way : cash flow, domestic flow, wages, Treatments of locks by package, etc. We add a independent management block of the Trade part which, to date, is done in dematerialized exchanges, But by email. We want to improve our penetration on this type of activity. This is one of the areas on which I believe that we are not yet entirely up to technologically. We will be shortly.
The BFC will be 50 years old next year. If you had to remember some key dates summarizing this half-century, which would you choose ?
I will start with the date of the creation of the BFC, 1976. Then 1992 and 2003, the dates of signing the partnership with our two shareholders, La Mauritius Commercial Bank and Société Générale. A historic partnership, fort, structure, proven. But 50 years, it's still young, It is the strength of age where you have experience while keeping dynamism.
How is it so important to celebrate this anniversary ?
We are not 50 years old every day ! This is important because we are one of the oldest banks in the territory. And our customers have an intergenerational base. We finance children after funding parents and grandparents. This affinity with our customers, and for our customers, is something essential for us. We want to continue to be close to them, Even in the digital age. This anniversary will be an opportunity to thank them for this longevity, And to underline what we have to do to be even better.
Has the profession of banker evolved a lot during its last 50 years or is it fundamentally the same ?
In our world, If we don't move forward, we end up disappearing. You have to adapt constantly, and more and more quickly. The profession of banker has evolved, if only with the regulations. Digital takes more and more the step on the physical. Our customers are more and more independent, via digital tools, on all of their operations. On the other hand, They need the physical bank for important moments in their lives, such as a mortgage, a placement, an acquisition, A business project, etc. Agencies are less visited than before, But remain necessary for all these expertise needs. So we evolve, We adapt our organization. The important thing is not to miss the turns.
In your opinion, The bank is currently tackling a new turn ?
We are rather on a fairly rapid evolution of the banking world in general towards more customer autonomy and more expertise in banks.
What will be the role of a banking agency in the future ?
There are ten, fifteen, We considered that opening a new agency, It was opening a new customer recruitment center. Today, There are fewer and fewer direct contacts with agency customers, But the agencies remain necessary for the subjects of expertise. I think there will be fewer agencies tomorrow, But greater agencies, where private and professionals can have access to all expertise.
What distinguishes BFC today on the Reunion banking market ?
As I said, Our goal is to be the best on customer service. We owe our excellent image capacities to our expertise in the business market. We are developing this asset very strongly on the market for professionals, smaller companies, tradespeople, artisans, Liberal professions and, in individuals, on the mid and high -end market, with a clientele of a higher level of requirement in terms of specialized funding and placement. Our difference is also due to our partner, The French Mutualist Bank, that allows us to serve, with specific products and conditions, All agents in the territory's public sector.
Have a French shareholder, Société Générale, and the other Mauritian, la Mauritius Commercial Bank, Does he mean that you combine two banking crops, one French, The other more Anglo-Saxon ?
We benefit from the double experience of a very structured French group, Société Générale, and a very pragmatic Mauritian group, in the Anglo-Saxon manner. It is an excellent association and a great chance to have these two visions that do not oppose, which are complementary and allow us to go and draw from the two shareholders of development ideas. Exchanges with our shareholders are always extremely constructive, on the board of directors or outside. Our shareholders respect each other a lot, They appreciate each other and know how to work together.
How do you see the future of the BFC, with what ambition ?
The BFC had lagged behind in its technological modernization. We have filled this delay by changing our whole computer system. It mobilized us for three years. Ambition now, It is to go beyond other players in the banking market in the fields of excellence that we are targeting, We want to be a recognized bank both for the quality of its service and for the quality of its tools. We will continue to invest a lot this year and in the following years to strengthen our priority areas of expertise and to ensure the autonomy of our customers in remote and remote sales acts.
In 1976, The BFC was the first bank to set up in Mayotte. She stayed the only one. How do you see the future of Mayotte ?
In Mayotte too, A very strong relationship binds us to our customers. We are the historic bank of the island. We keep first place with just over 35 % market share. In Mayotte, We must reason on the horizon of ten to twenty years. This territory is an economic Eldorado. Its development capacity is extremely important : in tourism, in services ... there are many projects, There are funds available, But you still have to be able to use them. What is missing, these are the skills. Lack of education infrastructure, that we are currently talking about, already existed before Chido. There are not enough schools, post-baccalaureate. However, the development of a territory involves education. Money does not do everything. The BFC has invested a lot on the island and will continue to do so. It is strategically interesting to have a territory with so much potential in our bag.
The climate fresco in the culture of the company
There are four of them composing the CSR cell, one of the most significant actions of which is to organize workshops in the climate fresco for the BFC teams : 80 % of staff have already followed them, The remaining 20 % will follow them by the end of the year, as well as the Mahorase teams. And so it will also be new arrivals. Marie COUTEILLER, HR development manager, Hélène Harcaut, Responsible for general means and purchases, Chanaz Banian, CSR expert, Florelle Bruniquet, communication manager, events and CSR, were the first to train in the climate fresco, in order to be able to run internal workshops. An approach initiated following the decision of the Managing Director, Ludovic Cailly, to extend this training to all BFC staff. Based on scientific knowledge and IPCC work, The climate fresco is a game using cards which consists in looking for the causes of the effects of climate change. Apparently, He makes you think and become aware of the cause and effect relationships and, over there, the responsibility of each and each in these processes. The decision to make the climate fresco a full action of the BFC CSR policy was taken in 2024 by the company's CSR committee. "These workshops make us live various emotions, But these are enriching moments and which, Ultimately, do good. We learn a lot of things. Furthermore, They fuel a team spirit by allowing you to talk to each other otherwise. This emerges a positive energy which reflects on the other CSR actions that we carry out and on professional activity. Even the most reluctant to participate are often enthusiastic ”, explain the "frescoes" of the BFC. Success is such that, in a second time, The idea would be to deploy them to business customers. Because how to speak CSR with its customers ? This question feeds Société Générale training. The climate fresco could help. It is thus becoming an integral part of the BFC company culture. A unique case so far in Reunion.
Ludovic Cailly, traveler
Of studies in Wales in Reunion, via Albania, Tunisia, The South and the North of France, We can conclude that Ludovic Cailly likes discovery and travel.
What he confirms : "What interests me, It is to meet other cultures. Société Générale has an international network, And that's why I chose it. For its opening values too. Banking activity is a profession that allows you to enrich different cultures. Reunion is a French department, But with a specific culture. I really appreciate living together that reigns here. I appreciate it all the more when I compare it to the reality of other regions. »»
Ludovic Cailly began his career in Société Générale in Albania, as deputy director general of a new subsidiary. He then joined the UIB, Tunisian subsidiary of Société Générale, as business director, Development Manager. Crossing the Mediterranean, He became sales manager of Société Générale in Marseille. He then held two regional director positions in Hauts-de-France, Until his arrival in Reunion in May 2022.
