entity.node.canonical

Access Client Services

Follow us on LinkedIn (Opens in new window)

LinkedIn

Twitter

Follow us on Youtube (Opens in new window) 

YouTube

Governance and organisation of Crédit Agricole CIB

Discover Crédit Agricole CIB

Crédit Agricole CIB in the world

Financial security

FATCA-AEOI

Fight against corruption

Directive MiFID II

Client protection

Terms of business

Dodd Frank Disclosures and notices

Reliance on Foreign Derivatives Dealer Exemption – Canada Derivatives business

Reliance on International Dealer Exemption – Canada Securities business

Compliance rules

About Us

Offering structured finance solutions

Facilitating your commercial transactions

Supporting your financing needs

Distribution & Asset Rotation

Solutions to support your financing strategy

This business line is responsible for the origination, syndication and origination activities that enable our clients to cover their capital financing needs via the market.

Equity Capital Markets

Crédit Agricole CIB supports its clients in their capital transactions, disposals, acquisitions and strategic partnerships, in France and internationally.

Mergers & Acquisitions

The Structured Financial Solutions business line designs innovative bespoke financing solutions to meet the complex challenges of our clients.

Structured Financial Solutions

Offering investment banking advisory expertise

Flow products

Structured products

Debt Capital Markets & Syndication

Securitisation

Global Markets Research

Treasury

Providing Capital Markets solutions

Financing services for Midcaps

Financing services for Tech companies

Financing services for investment funds

Wealth management for family offices

Accompanying you with your specific financing needs

Expertise

Our CSR policy

Our climate commitments

Our sectoral policies

Equator principles

Crédit Agricole Group and Crédit Agricole CIB frameworks & reporting

Our sustainable financing policies

Our sustainable financing solutions

Solidarity and cultural patronage

Management of our daily environmental impacts

Our solidarity & sustainable actions

Social Responsibility & Sustainable Finance

Why join us?

Our commitments to diversity and inclusion

Our activities

Our optimised career management

Crédit Agricole CIB works with students and recent graduates to help them discover the Bank’s business lines and initiate their career paths.

Our offers for students and young graduates

Careers

News

Financial and Regulated information

Search

Access services

entity.webform.canonical

Contact us

null/_next/image?url=http%3A%2F%2Fbo-en-instit-cacib.adsi.credit-agricole.fr%2Fthemes%2Fcustom%2Fbs5_ca_cib%2Fimages%2Fsocial-default-image.png&w=1920&q=100

@type

title

twitter:image

twitter:title

twitter:card

Search Results

<body><img @alt="Visual created by Crédit Agricole CIB to promote the IFR Asia issue on the 2022 Outlook for Asian Credit" @src="https://www.ca-cib.com/sites/default/files/inline-images/Outlook-Asian-Credit-IFR-Asia-1000-300.jpg"></img>Since the start of the year, issuers and investors have been dealing with a lot of factors including rising US Treasury yield, China-centric events as well as a rise in cost of issuance.In IFR Asia's roundtable on Outlook for Asian Credit, Alan Roch, Head of Credit Asia-Pacific for Crédit Agricole CIB, shed light on the key elements to watch out in 2022: adapt issuance strategies to an uncertain market backdrop, understand the development of the Asia investor base and expect unstoppable momentum in ESG. <a @href="https://www.ifre.com/story/3291255/poor-visibility-webcast-highlights-qjftql09jm">Read the IFR Asia’s article “Poor visibility: webcast highlights” here</a>. [This roundtable took place on February 22, two days before the start of the conflict between Russia and Ukraine, worsening market conditions further.]</body>

<body>In IFR Asia's roundtable on Outlook for Asian Credit, Alan Roch, Head of Credit Asia-Pacific for Crédit Agricole CIB, shed light on the key elements to watch out in 2022</body>

Outlook for Asian Credit 2022 with IFR Asia &amp; Alan Roch, Head of Credit Asia-Pacific

Strategy

<body><img alt="Visual created by Crédit Agricole CIB to promote the IFR Asia issue on the 2022 Outlook for Asian Credit" src="https://www.ca-cib.com/sites/default/files/inline-images/Outlook-Asian-Credit-IFR-Asia-1000-300.jpg"></img>Since the start of the year, issuers and investors have been dealing with a lot of factors including rising US Treasury yield, China-centric events as well as a rise in cost of issuance.In IFR Asia's roundtable on Outlook for Asian Credit, Alan Roch, Head of Credit Asia-Pacific for Crédit Agricole CIB, shed light on the key elements to watch out in 2022: adapt issuance strategies to an uncertain market backdrop, understand the development of the Asia investor base and expect unstoppable momentum in ESG. <a href="https://www.ifre.com/story/3291255/poor-visibility-webcast-highlights-qjftql09jm">Read the IFR Asia’s article “Poor visibility: webcast highlights” here</a>. [This roundtable took place on February 22, two days before the start of the conflict between Russia and Ukraine, worsening market conditions further.]</body>

<body>In 2020, Crédit Agricole CIB joined the Hydrogen Council. Régis Leenhardt, Senior Banker, explains what the challenges around hydrogen are as part of the energy transition.</body>

<body>The role of hydrogen in the energy transition</body>

Green finance

The role of hydrogen in the energy transition

<body><img @alt="Photo de Marie Rakotopara" @class="align-left" @data-entity-type="file" @data-entity-uuid="437cb229-3064-48e9-acf7-08c568414270" @src="https://www.ca-cib.com/sites/default/files/inline-images/Marie-Rakotopara-349-462.png"></img>"Within the IT team in charge of Crédit Agricole CIB’s compliance tools, I manage innovative projects (Artificial Intelligence, Datavisualisation, chatbots, ...). My role is to ensure the projects move forward with the quality expected by the business. I interact on a daily basis with Compliance, development teams in Singapore, and with other IT teams who help us with our projects.I rely on the knowledge and experience of my compliance IT colleagues and my managers who are there to help me if necessary. I also play an advisory role by conveying to the project teams the views of IT on architecture, security and urbanisation.I participate in budget monitoring by following consumption as the project advances and by sending alerts if necessary."Can you describe the job of an IT innovation Project manager?Marie Rakotopara: Innovative projects cannot be conducted in the same way as classic projects. They are sometimes uncertain and unpredictable. Being creative, questioning and listening are therefore important to imagine the solutions best adapted to the needs of Compliance.My role is also to create a healthy and pleasant environment where team spirit can thrive. This is essential in general and even more so with innovative projects. I must also gain the trust of final users who will be the ambassadors of the new tool that will be created.In a multi-disciplinary and multi-cultural environment, it is important to understand the various profiles in order to adapt written and oral communication.What are the highlights of your job throughout the year?Marie R.: The year is governed by the scheduling of our projects. We are very busy when new projects are launched, when a new team needs to be set up, with members who do not necessarily know each other, and when we must imagine together a new target vision and organise our daily lives.Later, when the project is delivered, the final users see the materialisation of the needs they expressed several months beforehand, and their job or everyday life is improved by the new tool we built with them. We usually celebrate this launch by a friendly lunch or a drink with all the team members who were involved in the project.During the second part of the year, time is set aside with other project managers and the business line to define the list of issues for the next year, to quantify them and to schedule them in order to create the roadmap for the following year.Could you describe a typical day?Marie R.: According to the progress of each project I make sure that the whole project team has everything needed to conduct the ongoing work, I answer questions to resolve complicated situations, I run meetings to summarise the situation for management and take part in brainstorming workshops. I communicate daily with people on site, and remotely with development teams in Asia, and with users located in our subsidiaries, in London in particular.I don't spend all my time in meetings, and am sometimes on my own, working on the written and concrete formalisation of current ideas, for example by creating models or drafting project components. In an innovative environment, this helps to represent the project’s main ideas and to have them approved.A typical day is also defined by informal coordination meetings, over a coffee for instance. It makes it easier to talk freely with a smaller number of people and to debrief meetings and discuss complex issues. These are often the meetings that bring out new ideas. Each day is also full of constant interactions with the whole project team, during meetings, by phone or via internal chat tools.Can you tell us about your career? What are the requirements for a job like yours and what are its prospects?Marie R.: I was trained as an engineer and started out as a business analyst on smaller and more standard projects. I also have a three-year experience with development teams in Singapore. This experience gives me a varied technical and functional knowledge base. A simple project management training course completed this expertise with the methods and tools required for this position. There are many ways to reach a position like mine, as the main requirements are a wide-ranging knowledge, rigor and open mindedness. Previous experience in IT projects and project management in general is required.What messages would you like to convey to those who would like to work in a position like yours?Marie R.: To manage innovative IT projects, we must prioritise creativity over methods and standards. For this, commitment to the project and good communications are crucial to have the support of participants and management, and to make sure the project moves in the right direction. There is a widely held belief that large companies are not capable of innovation, yet several Crédit Agricole CIB business line processes now include AI components.By definition, an innovative project involves little-known technologies and therefore carries a greater risk of failure than a traditional project. It is therefore important to identify as soon as possible the project components that carry this risk so they can be prioritised.To stand out in this job, it is a good idea to be ahead of the curve by taking a step back and anticipating business line needs. By conducting a technology watch for instance, but also by brainstorming with the experts of the field and of course with the business line itself 
  See all employee testimonies on our <a @href="https://www.ca-cib.com/pressroom/news?filters%5Bcategories%5D=224" @target="_blank">Newsroom</a>.</body>

<body>Marie Rakotopara, IT Innovation Project manager within the IT team in charge of Crédit Agricole CIB’s compliance tools, explain her background and her job.</body>

<body>Employee Portraits - Marie Rakotopara, IT Innovation Project manager</body>

Employees’ voices

<body><img alt="Photo de Marie Rakotopara" class="align-left" data-entity-type="file" data-entity-uuid="437cb229-3064-48e9-acf7-08c568414270" src="https://www.ca-cib.com/sites/default/files/inline-images/Marie-Rakotopara-349-462.png"></img>"Within the IT team in charge of Crédit Agricole CIB’s compliance tools, I manage innovative projects (Artificial Intelligence, Datavisualisation, chatbots, ...). My role is to ensure the projects move forward with the quality expected by the business. I interact on a daily basis with Compliance, development teams in Singapore, and with other IT teams who help us with our projects.I rely on the knowledge and experience of my compliance IT colleagues and my managers who are there to help me if necessary. I also play an advisory role by conveying to the project teams the views of IT on architecture, security and urbanisation.I participate in budget monitoring by following consumption as the project advances and by sending alerts if necessary."Can you describe the job of an IT innovation Project manager?Marie Rakotopara: Innovative projects cannot be conducted in the same way as classic projects. They are sometimes uncertain and unpredictable. Being creative, questioning and listening are therefore important to imagine the solutions best adapted to the needs of Compliance.My role is also to create a healthy and pleasant environment where team spirit can thrive. This is essential in general and even more so with innovative projects. I must also gain the trust of final users who will be the ambassadors of the new tool that will be created.In a multi-disciplinary and multi-cultural environment, it is important to understand the various profiles in order to adapt written and oral communication.What are the highlights of your job throughout the year?Marie R.: The year is governed by the scheduling of our projects. We are very busy when new projects are launched, when a new team needs to be set up, with members who do not necessarily know each other, and when we must imagine together a new target vision and organise our daily lives.Later, when the project is delivered, the final users see the materialisation of the needs they expressed several months beforehand, and their job or everyday life is improved by the new tool we built with them. We usually celebrate this launch by a friendly lunch or a drink with all the team members who were involved in the project.During the second part of the year, time is set aside with other project managers and the business line to define the list of issues for the next year, to quantify them and to schedule them in order to create the roadmap for the following year.Could you describe a typical day?Marie R.: According to the progress of each project I make sure that the whole project team has everything needed to conduct the ongoing work, I answer questions to resolve complicated situations, I run meetings to summarise the situation for management and take part in brainstorming workshops. I communicate daily with people on site, and remotely with development teams in Asia, and with users located in our subsidiaries, in London in particular.I don't spend all my time in meetings, and am sometimes on my own, working on the written and concrete formalisation of current ideas, for example by creating models or drafting project components. In an innovative environment, this helps to represent the project’s main ideas and to have them approved.A typical day is also defined by informal coordination meetings, over a coffee for instance. It makes it easier to talk freely with a smaller number of people and to debrief meetings and discuss complex issues. These are often the meetings that bring out new ideas. Each day is also full of constant interactions with the whole project team, during meetings, by phone or via internal chat tools.Can you tell us about your career? What are the requirements for a job like yours and what are its prospects?Marie R.: I was trained as an engineer and started out as a business analyst on smaller and more standard projects. I also have a three-year experience with development teams in Singapore. This experience gives me a varied technical and functional knowledge base. A simple project management training course completed this expertise with the methods and tools required for this position. There are many ways to reach a position like mine, as the main requirements are a wide-ranging knowledge, rigor and open mindedness. Previous experience in IT projects and project management in general is required.What messages would you like to convey to those who would like to work in a position like yours?Marie R.: To manage innovative IT projects, we must prioritise creativity over methods and standards. For this, commitment to the project and good communications are crucial to have the support of participants and management, and to make sure the project moves in the right direction. There is a widely held belief that large companies are not capable of innovation, yet several Crédit Agricole CIB business line processes now include AI components.By definition, an innovative project involves little-known technologies and therefore carries a greater risk of failure than a traditional project. It is therefore important to identify as soon as possible the project components that carry this risk so they can be prioritised.To stand out in this job, it is a good idea to be ahead of the curve by taking a step back and anticipating business line needs. By conducting a technology watch for instance, but also by brainstorming with the experts of the field and of course with the business line itself 
  See all employee testimonies on our <a href="https://www.ca-cib.com/pressroom/news?filters%5Bcategories%5D=224" target="_blank">Newsroom</a>.</body>

Employee Portraits - Marie Rakotopara, IT Innovation Project manager

Webpages

Crédit Agricole CIB is one of the major foreign banks in Germany. It provides financial services to large German and Austrian corporations, financial institutions and institutional investors.

Our network in Germany

Crédit Agricole CIB in France offers a full range of products and services to its clients in the whole French territory, thanks to the Bank’s thirteen local offices.

Our network in France

Our network in france

Crédit Agricole CIB Representative Office in Argentina offers a broad range of banking solutions to Argentine corporations and Multinational corporations.

Our Network in Argentina

Documents

东方汇理银行（中国）有限公司业务收费标准 2025 年 12 月 1 日实行

China tariff change notification - Effective 1st Deccember 2025 (EN)

Annual Information on Complaints 2024-2025

Activity Reports & URD

Financial publications

Regulatory documents

Compliance documents

CSR publications

Americas

Argentina

China

Asia-Pacific

Hong Kong SAR

India

Indonesia

Japan

Singapore

South Korea

Taiwan

Europe

Austria

Brazil

Belgium

Finland

France

Germany

Greece

Italy

Luxembourg

Monaco

Netherlands

Norway

Canada

Portugal

Russia

Spain

Sweden

Switzerland

United Kingdom

Middle East & Africa

Qatar

Saudi Arabia

United Arab Emirates

Chile

Colombia

Mexico

United States

Australia

Search Results

How can we help?

620 results News

Outlook for Asian Credit 2022 with IFR Asia & Alan Roch, Head of Credit Asia-Pacific

The role of hydrogen in the energy transition

Employee Portraits - Marie Rakotopara, IT Innovation Project manager

146 results Webpages

1200 results Documents

Search Results

How can we help?

620 results News

Outlook for Asian Credit 2022 with IFR Asia &amp; Alan Roch, Head of Credit Asia-Pacific

The role of hydrogen in the energy transition

Employee Portraits - Marie Rakotopara, IT Innovation Project manager

146 results Webpages

1200 results Documents

Outlook for Asian Credit 2022 with IFR Asia & Alan Roch, Head of Credit Asia-Pacific