Contact

Are you a client? You should contact your private banker. 
You are not a client but would like to have more information about Societe Generale Private Banking ? Please fill in the form below.

Local contacts

France : +33 (0) 1 42 14 20 00 (9am - 5pm)
Luxembourg : +352 47 93 11 1 (8:30am - 6pm)
Monaco : +377 97 97 58 00 (9/12am - 2/5pm)
Switzerland : Geneva +41 22 819 02 02
& Zurich +41 44 218 56 11 (8:30am - 5:30pm)

You would like to contact about the protection of your personal data ?

Please contact the Data Protection Officer of Societe Generale Private Banking France by sending an email to the following address : protectiondesdonnees@societegenerale.fr.

Please contact Bieneke Russon, the Data Protection Officer of Societe Generale Bank & Trust Luxembourg by phone : +352-47.93.93.11.5046 or by sending an email to the following address : lux.dpooffice@socgen.com.

Please contact Céline Pastor, the Data Protection Officer of Societe Generale Private Banking Monaco by sending an email to the following address : list.mon-privmonaco-dpo@socgen.com

Please contact Omar Otmani, the Data Protection Officer of Societe Generale Private Banking Switzerland by sending an email to the following address : sgpb-gdpr.ch@socgen.com.

You need to make a claim ?

 Any claim addressed to Societe Generale Private Banking France should be sent by e-mail to the following address : FR-SGPB-Relations-Clients@socgen.com or by mail to : 

Société Générale Private Banking France
Direction Commerciale
29 boulevard Haussmann CS 614
75421 Paris Cedex 9

The Bank will acknowledge your request within 10 days after receipt and provide a response to your claim within 60 days of receipt. If your request requires additional processing time (e.g. if it involves complex researches…), the Bank will inform you by mail. 

In the event that the response you receive does not meet your expectations, we suggest to contact : 

 

The Societe Generale Group’s Ombudsman

The Societe Generale Group’s Ombudsman can be contacted by the following website : mediateur.societegenerale.fr  or by mail :

Le Médiateur auprès de Société Générale
17 Cours Valmy 
92987 PARIS LA DEFENSE CEDEX 7
France

In reviewing any matter, the Ombudsman undertakes the consideration of both the client’s and the bank’s point of view, evaluates arguments from each of the parties and makes a decision in all fairness.

The Group’s Ombudsman will respond to you directly within two months of receipt of the written submissions of the parties relating to the claim.

 

The Ombudsman of the AMF

The Ombudsman of the Autorité des Marchés Financiers (AMF) can be contacted at the following address :

Médiateur de l'AMF, Autorité des Marchés Financier
17 place de la Bourse
75082 PARIS CEDEX 02
FRANCE


The Insurance Ombudsman

Please contact the Insurance Ombudsman : contact details must be mentioned in your insurance contract.

To ensure that your requests are handled effectively, any claim addressed to Societe Generale Bank & Trust should be sent to:

Private banking Claims department
11, Avenue Emile Reuter
L-2420 Luxembourg

The Bank will acknowledge your request within 10 days and provide a response to your claim within 30 days of receipt. If your request requires additional processing time (e.g. if it involves complex research), the Bank will inform you of this situation within the same 30-day timeframe.

In the event that the response you receive does not meet your expectations, we suggest the following :

Initially, you may wish to contact the SGBT Division responsible for handling claims, at the following address:

Corporate Secretariat of Societe Generale Bank & Trust
11, Avenue Emile Reuter
L-2420 Luxembourg

If the response from the Division responsible for claims does not resolve the claim, you may wish to contact Societe Generale Bank & Trust's supervisory authority, the Commission de Surveillance du Secteur Financier (Financial Sector Supervisory Commission) :

By mail: 283, Route d’Arlon L-1150 Luxembourg
By e-mail:direction@cssf.lu

 Any claim addressed to Societe Generale Private Banking Monaco should be sent by e-mail to the following address : reclamation.privmonaco@socgen.com or by mail to our dedicated department : 

Societe Generale Private Banking Monaco
Middle Office – Service Réclamation 
11 avenue de Grande Bretagne
98000 Monaco

The Bank will acknowledge your request within 2 days after receipt and provide a response to your claim within 10 days of receipt. If your request requires additional processing time (e.g. if it involves complex researches…), the Bank will inform you of this situation within the same 30-day timeframe. 

In the event that the response you receive does not meet your expectations, we suggest to contact the Societe Generale Private Banking Direction that handles the claims by mail at the following address : 

Secrétariat Général de Societe Generale Private Banking Monaco 
11 avenue de Grande Bretagne 
98000 Monaco

Any claim addressed to the Bank can be sent by email to: sgpb-reclamations.ch@socgen.com
Clients may also contact the Swiss Banking Ombudsman : www.bankingombudsman.ch

Heritage Reflections

Wealth engineering very often allows the definition of a wealth strategy for clients on their short- or medium-term wealth objectives. This is a privileged moment that requires time to set out their ideas and listening on the part of our engineering teams. This equation, time and listening, comes up according to the events and moments in their lives.

Frédéric Valentin, Head of Wealth Structuring & Planning for Societe Generale Private Banking Luxembourg, Monaco and Switzerland

Pierre-Frédéric Stein, Head of Development and Wealth Planning, Societe Generale Private Banking Luxembourg

A privileged moment

Listening is an essential element in the relationship with clients. It is essential to fully understand their objectives and philosophies. It enables them to implement, with full knowledge of the facts and in a successful manner, the wealth strategy that they have chosen with their advice.

Wealth strategy

A true "bedside book", it represents the fruit of the clients' exchanges with their advisors and usual contacts within the bank, charting the course for the coming years.

Depending on the objectives they expressed, it is articulated around several strategic axes such as, for example, the comfort of life, transmission (possibly transgenerational), capital preservation, support for generations, governance of the family group, geographical location, diversification of assets (including art), philanthropy, matrimonial regimes, international successions..

Each of these areas shall be approached by taking into account the regulations in force.
We propose to address here some typical strategic axes.

Living standards

Let us take the example of a manager, who owns his business, which he sells. After the sale, his income will decrease, he will receive neither salaries nor dividends. In order to maintain a comfortable life, one or more additional income will be necessary.

Several possibilities are open, including the investment of the proceeds in a life insurance package or capitalisation contract. Successive surrenders could make it possible to generate additional income and thus maintain the comfort of life. The collection of property income, such as rental income, or even a trade-off between property income and interest from a life insurance policy may also make it possible to create the additional income sought.

But the sale of the company, in the presence of children, may also be an opportunity to begin the transfer of its assets by transferring the company's shares before they are sold.

Preservation of family cohesion

The preservation of family cohesion is a recurring theme when developing a heritage strategy.
Family governance addresses a number of issues such as the organisation of the assets of future generations, with or without the involvement of the shareholders in the management and development of the company and its group. It is not uncommon for the suggestion of setting up a holding company called a family branch wealth management company to be adopted in order to preserve the legal independence and distribution policy of the group.
This organisation makes it possible to reflect, in a second stage, on the wealth strategies of each branch, which are financially independent of each other.
Specialized family governance consultants assist clients in their reflections.

Considering foreign elements

The possible current international dimension of the client and their family must be taken into account in order to come up with a strategy that is adapted and sustainable, that stands the test of time and life changes.

Does the manager selling their company envisage redeployment in different countries? The geographical location of the country or countries to be chosen, as well as their legislative and regulatory framework, will have to be included in the analysis.

Do family members reside in different countries, or do some of them not rule out changing their country of residence in the long run?
Such a situation will have to be integrated into the criteria for selecting a suitable vehicle for the implementation of effective family governance. For example, the choice of vehicles of Anglo-Saxon (common law) inspiration may prove to be a delicate application in countries with other legal bases.

In another register, the choice of a “Société Civile Immobilière” to conduct real estate investments is a simple solution in a French environment, but may prove unsuitable when certain family members live or plan to settle in a country where this regime is not recognized.

French tax resident clients wishing to begin the transmission of their assets to their non-resident children will have to ask themselves the question of the treatment in their children's state of tax residence of the shared gift under French law that they wish to make. This option of giving and sharing, in the same notarial deed, is a suggestion to be used with caution in the presence of foreign elements.

Similarly for married children who have changed tax residence, the question of the matrimonial property regime will have to be addressed and integrated into the analysis, particularly in the light of the EU Regulation EU 2016/1103.

Asset diversification

The wealth strategy chosen by the client will condition the choice of financial envelopes and asset allocation, a choice to which the bank can contribute through its wealth engineering department with a private banker and/or a manager.