2006 - Further development of Jyske Differences

2006

World premiere of Jyske Differences 2nd Generation

Bank and more. A library with various magazines. Product packages, coffee bar and a catfish on the wall. In September, Jyske Bank opens with its new design. It is a new bank that is pleasant for customers to visit. Customers can be inspired and obtain new knowledge in an unpretentious atmosphere.
Jyske Bank introduced 35 new product packages, which customers can scan and take a closer look at on the screen at the TryBar in the middle of the room.

The organisation was implified and made more efficient

Jyske Bank simplifies and makes its support organisation more efficient. The purpose is to ensure that colleagues in the branch network and the international units are given the best support and the best systems possible.

The achievements of this organisational change are:
• Unambiguous management – one leader per unit, with well-defined managerial responsibility
• More efficient utilisation of resources and a minimum of duplicate functions 
• Simplification of the principles of prioritisation – a more efficient decision-making process and increasing focus on optimisation of earnings and rationalisation.

2007

Jyske Bank's 40th anniversary and a year of record-breaking result

On 7 July, Jyske Bank celebrated its 40th anniversary. This was also the year when the bank published a record-breaking result for the fourth consecutive year. Thanks to these accounts, the Bank ranks among the best-performing companies in the sector. Since the introduction of "Jyske Differences 2nd Generation" in the autumn of 2006, the Bank's branch network has seen a net inflow of customers in excess of 15,000.

This was also the year when the number of Jyske Bank shareholders exceeded 250,000.

New structure of the branch network

As mentioned, Jyske Bank has seen a considerable inflow of customers not least in the wake of "Jyske Differences". The development is also racing ahead in other areas. The advisory services offered by Jyske Bank are becoming more and more complex and hence the competence on the part of the advisors must grow accordingly.
To maintain and expand the inflow of customers and the bank's opportunity of giving customers the desired advisory services, a new structure of the branch network was established with the following main elements:

• The branches were organised into 28 market-adapted networks
• To an increasing degree, relevant and competent employees will work in close contact with the customers
• The branches were divided into six new types

Private and corporate customer branches were set up in Copenhagen, Odense, Aarhus, Silkeborg, and Aalborg.

Jyske Bank approved as an advanced bank

The Danish Financial Supervisory Authority approved Jyske Bank as an advanced IRB bank (Advanced Internal Rating Based) according to the new capital adequacy rules. The approval took effect as of 1 January 2008.

In 2000, Jyske Bank made a strategic decision to take the Bank's internal risk management to an advanced level by integrating advanced solutions for the identification and management of the bank's risks and for the assessment of the internal capital requirement to cover risks.

Since 2003, the bank's financial management has been based on the RAROC (Risk Adjusted Return on Capital) principles. This type of management is integrated at all levels and in the handling of individual customers as well as customer portfolios at Jyske Bank.