Carige s project: history and results. The The Business Plan Plan. The adoption of IAS and 1H 2005 results. Carige share performance -1-

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1 Carige s project: history and results The The Business Plan Plan The adoption of IAS and 1H 2005 results Carige share performance -1-

2 Future evolution Independence through growth Capital base strengthening and opening to new shareholders: from savings bank to stock company Expansion and diversification: from a regional to a local network and from a bank to a financial conglomerate Rationalisation and profitability enhancement -2-

3 Our mission The strategic objective of Carige Group is to become a national financial conglomerate equipped to provide banking, financial, insurance and pension solutions establishing strong ties with local markets, able to differentiate in the quality of service through an integrated multi-channel distribution system and the quality of resources and structures. Conglomerate National Quality of service Quality of resources and structures Complete offer of banking, financial and insurance products and services Aggregation point for smaller banks Stronghold in Liguria Out of Liguria it distinguishes itself for the attention to the relationship with local communities Focus on retail Widespread and intensive use of technology Specialisation of distribution and production structures Unitary management of the Group s keyexpertises Professional development of human resources -3-

4 The core priorities of the Strategic Plan Strengthening of operating efficiency and profitability enhancement Profitability enhancement of each business area (lending, wealth management, payment system, insurance) Profitability enhancement of banking and insurance subsidiaries Cost Management Growth through productivity improvement Increase of volumes per employee: cross-selling, up-selling and retention in Liguria rising of market share outside Liguria, also in synergy with insurance agents Risk management Re-engineering of business processes Control of the economic impact of risks -4-

5 Expected results CAGR Total Intermediation ( bn) % Net profit ( mn) % Capital and reserves ( mn) 1,500 1, % CARIGE GROUP ROE 6.7% 10.7% Cost Income Ratio 65.1% 57.6% Tier 1 ratio 7.4% 8.8% Total capital ratio 9.6% 9.9% Capital in excess ( mn) % CARIGE BANK Total Intermediation ( bn) % Net profit ( mn) % Dividends 83,6 86,5 1.1% Capital and reserves ( mn) 1,622 1, % ROE 6.6% 10.0% Cost Income Ratio 61.6% 54.0% P/BV P/E EPS ( ) % Data PRE-IAS -5-

6 The Group s operating income 450 OPE RAT 800 Net operating income ING 600 INC OME C O S T S CAGR*: 7.4% , % *CAGR = compound annual growth rate Depreciations and amortisation of assets administrative costs personnel 400 CAGR*: 5,6 % CAGR*: 9,5 % CAGR*: 2.3% CAGR*: 2.7% CAGR*: 1, CAGR*07-04: 14.6% Net interest income non interest income CAGR*: % Cost income ratio % % -6-

7 New Openings In addition to the Strategic Plan, the Group has drawn up a plan to increase the number of its branches between 2005 and The new branches will be localised in the regions next to Liguria (Lombardia, Piemonte, Emilia Romagna, Toscana), in order to enforce the brand where it already exists. The Plan foresees 82 openings (59 with Carige brands and 23 with brands of the other banks of the Group). The localisation of the new branches responds to two main principles: - market attractiveness: client potential, competition. - achievement of a minimum market share: in the most attractive areas, we have selected those where the new openings allow us to achieve a market share of 5 p.c., which we consider to be the minimum (market share) to grant a sufficient presence to develop the business. -7-

8 Main Projects of Business Plan In order to achieve the goals of Business Plan Banca Carige has implemented these projects: Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -8-

9 Main Projects of Business Plan Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -9-

10 The new organisational structure Management / Auditing Planning and Control Public relations Internal Auditing Wealth Management Production Non life PM Life SGR Finance Payment systems PM Loans dept. (Private and Corporate) PM PM Distribution Marketing Liguria branches Outside Liguria branches Insurances network Support RESOURCES (Personnel and ICT) ADMINISTRATION PM : Product marketing -10-

11 The new organisation chart GENERAL MANAGER Planning control and organization Public relations Internal auditing Control and management of risks PLANNING & CONTROL DEPUTY GENERAL MANAGER ADMINISTRATION DEPUTY GENERAL MANAGER PRODUCTS DEPUTY GENERAL MANAGER NETWORK General and Legal secretary ICT Problematic credits Loans dept. Wealth management Corporate Retail Commercial support innovatory projects Liguria Payment systems Marketing Commercial planning... Accountancy Credits recovery North Italy Human resources Services centre South Italy SUPPORT PRODUCTION DISTRIBUTION -11-

12 Main Projects of Business Plan Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -12-

13 Analysis of the network Operating costs Millions of euro Areas Network s Cost/Income Number of branches 251 :: Gross operating income Millions of euro Cost/ income Rate 43% Liguria 33% 236 Branches Outside Liguria have levels of commercial performance that have to be increased North/ South Italia 50% The analysis does not include all Group branches. * Direct operating costs (personnel + rent + other direct costs) The Bank has immediately concentrated its attention on 91 branches by means of a shock therapy -13-

14 Aims of the project The commercial strengthening program of the network sets two macro-targets Ensure the attainment of the commercial plan targets, allowing both short term results and the achievement of system levels (cost/income of every branch of intervention <50%) Carry out the organisational conditions (structure, skills and systems) to permanently support the Network in further commercial development of the Group ( selling more and selling better ) -14-

15 Key themes of the project Commercial sighting machine Creation of a customer analysis system that, Customer analysis Commercial for homogeneous Enterprises/alliances customer clusters, identifies: - the financial needs of the target customers to be filled - the possible gaps between current and potential supply 1.2 Identification of commercial initiatives / alliances on the target customers (existing and new) to support and direct the commercial activity of the network through - creation of target customers lists - indication of the commercial approach to follow 2 Commercial planning 3 Introduction of 2 dedicated sale channels 3 Channels management - Branch commercial resources dedicated Developers Call Branch entirely to the center Comm. resources development of the existing customers A -> B -> -Developers dedicated 4 Monitoring system C -> to the activity of acquisition of new customers 4 - Supporting outbound call center Introduction of a tool that provides the branches with a structured method for the attainment of the targets and the work planning Construction of a commercial trend monitoring system with the target: - to help the network to analyse and to upgrade the effectiveness of the commercial action - to improve head office validation and tuning and commercial initiatives -15-

16 Identification of target customers Target customers Identifying the target customers Commercial approach Existing customers Through customer segmentation in homogeneous groups by financial needs / products in portfolio Sales activity structured by commercial initiatives developed by the central structures, identifying the products to boost / the supply package for the segments of target customers New customers Through the combination of 3 approaches: External targeted lists Internal referrals Alliances with third parties Sale activity highlighted on a limited set of attack products -16-

17 Phases and first results of the project The first 91 branches N. of branches Area Start C/I 2004 % C/I 2005E % Change Phase 1 Phase Lazio, Umbria, Puglia Lombardia, Piemonte, Emilia, Veneto 2004 Nov 2005 Jan Phase 3 29 Sicilia, Sardegna 2005 Mar Phase 4 29 Lazio, Umbria, Puglia, Sicilia, Sardegna 2005 May Phase 5 27 Lombardia, Veneto 2005 Jun Phase 6 Phase 7 42 Piemonte, 2005 Sept Emilia R. 33 Toscana (CR 2005 Oct Carrara) -17-

18 Steps/measures in the commercialisation of our products (1/2) Marketing Funnel Business Developers and Call Center 35,492 35,492 23,965 11,527 4,924 6,603 4,017 2,586 More than 2,500 new customers More than 30 appointments over 100 calls from call center activity Potential Customers Contacts Not interested Interested Still to visit Visits Unsuccess Success 100% 100% 68% 32% 14% 19% 11% 7% Data at 2005/09/02-18-

19 Steps/measures in the commercialisation of our products (2/2) Marketing Funnel Branch actions 186,411 73, ,740 64,192 Branches sold ~43,000 new products (more than 100% of period target) Potential Customers Still to contact Number of contacts Not interested to buy 5,098 Interested to buy 43,450 Customers developed (at least 1 product sold) About 1 contact out of 3 has positive result About 40% of potential customers must be still contacted 100% 40% 60% 34% 3% 23% 38% of contacts Data at 2005/09/02-19-

20 Summary of results Expected economic impact of first 91 branches at the end of 2005 Revenues: +6 M (+11%); +30 M at the end of 2007 Cost/income: - 4 p.p. (from 70% to 66%) Volumes: million (+17%) Qualitative results A more effective way of doing which will be extended throughout the Group over the next two years so giving a base for sustainable and continual growth -20-

21 Main Projects of Business Plan Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -21-

22 Potential of the collaboration n. of customers [ 000] 1,750 Customers of the Group 1,719 n. of customers [ 000] 1,750 Shared customers 1,500 1,500 1,250 1, ,250 1, Total customers 635 Banks customers Insurances customers Extra Liguria Liguria Shared customers Extra Liguria Liguria There is a high potential to swap customers. -22-

23 How collaboration works Insurance headquarters Prepare insurance customers lists Insurance agent contacts his customers and schedules the appointments with the local Branch manager SALE OF BANKING AND FINANCIAL PRODUCTS TO INSURANCE CUSTOMERS: ASSURBANCA CUSTOMERS Bank headquarters Prepare bank customers lists Branch manager contacts his customers and schedules the appointments with the local Insurance agent SALE OF INSURANCE PRODUCTS TO BANK CUSTOMERS: BANCASSURANCE Exploitation of the respective customer relationships and product skills -23-

24 Commercial results of the project (Assurbanca) Marketing Funnel Assurbanca Project (Banking services sold by bank branches to insurance customers; 165 insurance agents and 185 branches) 55,988 41,716 Potential Customers Still to contact 14,272 8,578 5,694 1,444 4,250 Contacts Not Interested Still to Visits interested visit 2,286 Unsuccess 1,964 Success (Contracts signed) 100% 75% 25% 15% 10% 3% 8% 4% 4% a 14 % hit rate is very high, if compared to the average levels of any other sales campaign (2-5%) About 75% of potential customers have still to be contacted. 14% of contacts Data at 2005/09/02-24-

25 Commercial results of the project (Bancassurance) Marketing Funnel Bancassurance Project (Insurance services sold by insurance agents to bank customers) 32,325 17,733 Rate of success: 19% 14,592 5,611 8,981 3,753 5, ,792 55% of potential customers have still to be contacted. Potential Customers Still to contact Contacts Not Interested Still to Visits Unsuccess Success interested visit (Contracts signed) 100% 55% 45% 17% 28% 12% 16% 8% 9% 19% of contacts Data at 2005/09/02-25-

26 Commercial strengthening program and Insieme di Più : the expected revenues From the projects Commercial strengthening program and the collaboration with the insurance agents ( Insieme di Più ) we expect revenues for 100M, half of which coming from new customers -26-

27 Main Projects of Business Plan Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -27-

28 The actions planned for Ligurian network Carige is defining a set of interventions all over the client lifecycle process. A further phase of segmentation of customers is being implemented and consultants dedicated to affluent and small business segments have been created in addition to the ones dedicated to private, large corporate and SME segments. consultants Private Affluent Large corporate SME Small Business Customer lifecycle Acquiring new customers Developing existing customers Retaining existing customers Mass Market -28-

29 Cross selling opportunities N clients Liguria Extra Liguria N products More than 300,000 clients (40% of the total) have only a product. This potential of growth can be exploited also in Liguria, where, though the historical presence, the cross-selling index is still low. -29-

30 Affluent and small business: the beginnings Affluent Small business Start: July 2005 Sept Customers: 34,000 20,000 Consultants: Branches:

31 Main Projects of Business Plan Re-definition of the organisational structure Commercial strengthening program The enforcement of the collaboration branches - insurance agents Liguria project Cost management program -31-

32 Rationale New functions at a Group level Key activities Centralisation of the purchasing office Cost Management Management of deals and purchases Inside and outside benchmarking prices service Price/volume analysis Zero based costing Control of expense levels Support to short and medium term planning Identification of areas where savings are needed and possible Total Cost of Ownership Process Reengineering Two organisational units were created to manage the Group s operating costs -32-

33 Cost Management Program: results for area of intervention Eur/000 11,000 10,000 9,000 8,000 7,000 6,000 2, ,4 0,2 0,1 7,4 1,0 0,5 8,8 1,2 0,2 0,2 0,4 10,8 M 2,5 0,6 8,3 5,000 4,000 0,9 3,000 2,000 1,6 0,8 1,000 0,6 INFOPROVIDER SECURITY TLC IT (PdL) SAVINGS HR SAVINGS POS MOTORVEHICLES TOTAL IMPACT ON OPERATING COSTS MAIL ECONOMATO MARKETING ENERGY TLC SAVING (contracts already signed) IMPACT ON COMMUNICATIONS OPERATING COSTS (31Dec 2004) IT (Maintenance) Still To do Work in progress Already implemented -33-

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