BBL launches a recovery plan, with the aim of restoring profits and reducing expenditure. The workforce is reduced, staff wages are cut and the level of equity is substantially increased. The relationship is being forged between the two banks, which at the start of the merger had to deal with a completely different corporate culture and different working conditions.
The transition to the 1980s is marked by the bank's spectacular development in IT, which soon becomes part of its image. By 1984, every branch is connected to the bank's teleprocessing network or teleprocessing office (TPK), the central system that manages transactions according to certain priorities.
During the merger process, Banque de Bruxelles and Banque Lambert, together with several other banks, agree to establish a common system, Bancontact. Electronic payments become an important asset for BBL. The bank develops a system whereby automatic payment orders can be forwarded to the bank via customers' computers. The system is called Telelink. In 1985, BBL starts to install Self'Banks, where customers can carry out all over-the-counter transactions themselves.
Keen to highlight its customer-focused thinking, the bank launches an advertising campaign “BBL is thinking of you”. It is a great success. BBL also expands its international presence with subsidiaries in Europe and beyond.
"}},{"title":"Did you know...","richBody":{"value":"The 100th Self'Bank was inaugurated in 1990, five years after Self'Bank was created.
"},"alignedImage":{"position":"left","transformBaseUrl":"https://assets.ing.com/transform/a2101a04-fca5-46bb-b450-0bf15eaaf867/About_DYK_1975_1986","altTextEN":"100th Selfbank","altTextNL":"100th Selfbank","altTextFR":"100th Selfbank","altTextDE":"100th Selfbank","original":"https://assets.ing.com/m/4b8acd9e9a1431f9/original/About_DYK_1975_1986.JPG","extension":"jpg"}}]},{"componentType":"sectionTitle","title":"1986-1990: Consolidation of strategy and BBL's 15th anniversary"},{"componentType":"paragraph","title":"BBL is keen to maintain its leading position in the field of IT and is also committed to the bank’s image. In 1990, BBL celebrates its 15th anniversary. The consolidation of the bank's leading position in IT is essential, but there is also a focus on advertising to support the commercial staff and portray BBL's dynamic image to the general public.","richBody":{"value":""},"alignedImage":{"position":"right","transformBaseUrl":"https://assets.ing.com/transform/0aec4178-6a3b-42cd-be52-15724079913a/About_1986_1990","original":"https://assets.ing.com/m/36170c3137fa04b7/original/About_1986_1990.JPG","extension":"jpg"}},{"componentType":"accordion","accordionList":[{"title":"I want to know more about the period 1986-1990","richBody":{"value":"In his speech, Chairman John Dils also highlights the humane side of the bank: “BBL today, both in Belgium and beyond our borders, is first and foremost the work of 16,000 people who together form one big family with big ambitions.”
"}}]},{"componentType":"sectionTitle","title":"1990-1992: The difficult 1990s"},{"componentType":"paragraph","title":"In the 1990s, BBL embarks on a comprehensive improvement plan and the bank's international network is fundamentally redrawn. In 1991, the Internationale Nederlanden Groep (ING) makes a joint venture proposal to the BBL Executive Board. Based on an improvement plan, the range of products and services offered by BBL is adapted to the needs of customers and organisational changes are also made. From 1992, Client Services becomes the sounding board for BBL's customers.","richBody":{"value":""},"alignedImage":{"position":"left","transformBaseUrl":"https://assets.ing.com/transform/cae52990-6967-4cb3-a94a-ab494d3ed074/About_1990_1922","original":"https://assets.ing.com/m/a3e514541a7a223/original/About_1990_1922.JPG","extension":"jpg"}},{"componentType":"accordion","accordionList":[{"title":"I want to know more about the period 1990-1992","richBody":{"value":"Despite all efforts, the early 1990s remain a difficult period. The difficulties in branches abroad are mounting and BBL’s international network is fundamentally redrawn.
In 1991, the Internationale Nederlanden Groep (ING) makes a joint venture proposal to the BBL Executive Board. “ING's strategy,” writes Trouw, “is to create a 'second home market' in Europe alongside the Netherlands.”
"}}]},{"componentType":"sectionTitle","title":"1992: Inauguration of the head office extension, with Marnix wing II and III"},{"componentType":"paragraph","title":"In 1992, the architectural firm of Skidmore, Owings & Merrill extends the Marnix building, based on plans from the 1960s. The bank also continues its exhibition policy and gradually expands its collection of contemporary artworks.","richBody":{"value":""},"alignedImage":{"position":"top","transformBaseUrl":"https://assets.ing.com/transform/aa9b2236-7e7c-4221-ae06-c4238de7ff03/About_1992_Marnix","altTextEN":"Marnix","altTextNL":"Marnix","altTextFR":"Marnix","altTextDE":"Marnix","original":"https://assets.ing.com/m/c78ae59b6d946e9/original/About_1992_Marnix.JPG","extension":"jpg"}},{"componentType":"accordion","accordionList":[{"title":"I want to know more about the period 1992","richBody":{"value":"The idea of making an exact copy of the original building for the extension of the Marnix building is perfectly executed by Skidmore, Owings & Merrill, who see the extension as the completion of the work started by the architect Gordon Bunshaft in the 1960s.
An asymmetrical H-shape with an esplanade and a square layout between the two wings is chosen. All this is accessible by car via a circular roundabout with trees in the middle. The difference between the two buildings is indistinguishable from the outside: mission accomplished.
"}}]},{"componentType":"sectionTitle","title":"1992-1995: Renewed confidence and recovery of the bank"},{"componentType":"paragraph","title":"In 1992, BBL draws up an action plan to meet the expectations of customers, staff and the wider community. The introduction of Home'Bank, Office'Bank and Phone'Bank allows banking via computer or telephone.","richBody":{"value":""},"alignedImage":{"position":"left","transformBaseUrl":"https://assets.ing.com/transform/6c90d27b-4128-418a-a942-1851cf909a2a/About_1992_1995","altTextEN":"New Selfbank","altTextNL":"New Selfbank","altTextFR":"New Selfbank","altTextDE":"New Selfbank","original":"https://assets.ing.com/m/1cdbbbc3c647bf94/original/About_1992_1995.JPG","extension":"jpg"}},{"componentType":"accordion","accordionList":[{"title":"I want to know more about the period 1992-1995","richBody":{"value":"A number of action plans are developed to enable the bank's recovery. Firstly, the distribution network is improved to meet the expectations of customers, be they private individuals, companies or institutional institutions. The staff are offered career opportunities that meet their aspirations and reward their efforts. Finally, the bank also meets general social expectations by supporting cultural works and charitable initiatives.
BBL quickly adapts to a changing reality. In addition to the 300 automatic Self'Bank branches, the bank develops two options for banking with a PC at home or at work: Home'Bank or Office'Bank. Phone'Bank, which enables simple transactions by telephone, also appears. At the end of 1994, BBL is the first bank to set up a My'Bank service with a team of portfolio management experts.
"}}]}]}}}