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1 2011 Social Responsibility Report of the BPM Group Summary punto a capo welcome back, future

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3 Banca Popolare di Milano independent, co-operative, Milanese, Italian.

4 Coordinated by the Corporate Social Responsibility Commission of the BPM Group Art direction and editorial planning Agema Rosso SpA Milan, Italy Printing Agema Grafiche SpA Milan, Italy Full or partial reproduction of texts and images is forbidden. For further information on this document, which is also available on BPM's website (www.bpm.it), contact the Corporate Social Responsibility and Social Report Department of Banca Popolare di Milano at

5 READY TO WRITE A NEW CHAPTER Certainly, these are not the easiest of times. But it is also true that it is from difficulties that new challenges come for a better future. A future that the BPM Group is ready to build alongside not only large enterprises, but also small business owners, professionals, households and individual investors. From 1865, the year of our foundation, to the present day we have known many hard times and have overcome all of them. With a joint effort and commitment and the ability to see a clear horizon beyond the clouds. The BPM Group has always been an important player wherever it operates. And it will continue to be so even in this difficult period. Which is why we said we were starting over. We're already writing a new chapter. In fact, we are working on a very important goal: our 150th anniversary. Welcome back, future.

6 From left to right standing: Giovanni Bianchini, Mario Benito Mazzoleni, Maria Luisa Mosconi, Umberto Bocchino, Filippo Annunziata, Stefania Chiaruttini, Giuseppe Coppini, Piero Lonardi, Fede From left to right seated: Francesco Giaretta, Enrico Castoldi, Maurizio Cavallari, Michele Zefferino, Carlo Dell'Aringa BPM'S SUPERVISORY BOARD Filippo Annunziata Chairman Umberto Bocchino Deputy Chairman Giuseppe Coppini Deputy Chairman Giovanni Bianchini Maurizio Cavallari Stefania Chiaruttini Carlo Dell'Aringa Federico Fornaro Enrico Castoldi Francesco Giaretta 4

7 rico Fornaro, Mauro Paoloni Piero Lonardi Ezio Simonelli Mario Benito Mazzoleni Jean-Jacques Tamburini Maria Luisa Mosconi Ulrich Weiss Mauro Paoloni Michele Zefferino Marcello Priori 5

8 From left to right: Alessandro Foti, Dante Razzano, Andrea C. Bonomi, Piero Luigi Montani, Davide Croff BPM'S MANAGEMENT BOARD Andrea C. Bonomi Chairman Piero Luigi Montani Managing Director and CEO Alessandro Foti Dante Razzano Davide Croff 6

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10 BPM'S SUPERVISORY BOARD Filippo Annunziata Chairman 8

11 2011 SOCIAL RESPONSIBILITY REPORT _ Letter from the Chairman of the Supervisory Board "...a bank that is able to stay close to households, businesses and local communities" Here we are at this important rendezvous of our first term of office with an ambitious project and a huge responsibility: to combine change and tradition in synergies that are able to relaunch the Bank and give it back its usual dynamism and vitality. This project is based on a concrete action plan, of which the change in the rules of governance made by the Members at the General Meeting on 22 October was merely the first tangible sign. This is a renewal that can be achieved with the contribution of all of the Bank's stakeholders, a renewal that will benefit everyone. Adoption of the two-tier system of governance, together with the increase in the number of proxies for Members, is a major innovation which has created favourable conditions for achieving a balanced cooperative model in line with the recommendations of the Supervisory Authorities. The Supervisory Board, which I have the honour to chair, will ensure that this model can develop in a balanced manner, respecting the interests of everyone. A pluralistic company able express a wide variety of needs and requests will allow us over time to achieve in full the results that we are looking for and to continue pursuing those lines of development that have always distinguished the BPM Group. The 2011 report that we are presenting here reflects the difficult economic climate in which we have been operating and the forecasts of recession for Our job is to look ahead and by the end of the first half of 2012 we intend to draw up a new business plan that will develop new lines of action and set goals based on efficiency, meritocracy and transparency. The business model that we will tend towards will revive the traditional values that made Banca Popolare di Milano great: a focus on its core business areas, its roots and proximity to BPM's local territory and customers, high levels of service, together with innovation, social awareness and respect for the environment. The vision that we would like to share with you all in this Social Responsibility Report of the BPM Group is not that of a bank that forgets its roots and which is indifferent to issues of sustainability, but rather of a bank with a strong identity, able to make important changes and to stay close to households, businesses and local communities. filippo annunziata _ CHAIRMAN OF THE SUPERVISORY BOARD 9

12 BPM'S MANAGEMENT BOARD Andrea C. Bonomi Chairman 10

13 2011 SOCIAL RESPONSIBILITY REPORT _ LETTER FROM THE CHAIRMAN OF THE MANAGEMENT BOARD "Our goal: the revival of BPM" 2011 was a difficult year of major changes, not only for ourselves, but for the economy as a whole. Our goal is to lay the foundations for the revival of BPM, by giving it solid bases on which to create gradual, steady growth for the benefit of all stakeholders. On this occasion, I would like to inform you of the steps that we are taking together to build the future of Banca Popolare di Milano and the entire Group. We have opted for full transparency in relations with the Supervisory Authority, clearly reflecting the Bank's desire to undertake a complete reorganization that will ensure a clear division of tasks and responsibilities. We have completed the increase in capital, significantly strengthening the Bank's capital base. We have appointed Piero Luigi Montani, a high profile, experienced manager, as Managing Director and Chief Executive Officer. We have approved a budget that takes account of the stagnant economic environment in which we operate. We have chosen to take a very prudent approach to the valuation of goodwill, investments and asset quality. This prudence explains why the Group's net result was a loss of 614 million euro, which once normalized, excluding 438 million euro of non-recurring items, falls to 176 million euro. We are now drafting a new strategic business plan based on realism, attention to costs and, if you'll permit me, a certain dose of "Milanese spirit", understood as efficiency and reliability. We are restructuring the Bank's organization chart and, as part of a sweeping reorganization, we are strengthening the management team, demonstrating our ability to attract the most skilled people on the market. We are convinced that the incoming managers, together with the talent already in the Bank, will be the pillars on which to build our new growth strategy. The signposts that we have to follow are the best practices of the banking system, focusing on a traditional, local approach to banking and customer service. We will also have to work towards a higher level of operating efficiency and cost containment, developing meritocratic policies and management accountability. These are not easy goals to achieve, but we will succeed with the help of all those stakeholders who are giving us their support in advancing this ambitious plan to revive the Group. We are convinced that BPM is one of the best banks in Italy, but it needs to recover the unity, dialogue and cohesion necessary to implement change and to overcome this difficult moment that is affecting the entire banking system. All of you know better than us that we are not only a banking group of national importance, but also, indeed above all, a community of people who feel proud to share a sense of belonging. We are confident that a further strengthening this bond that unites us and the spirit of our history will be the cornerstones on which to rebuild the foundations of our future and restore BPM to the prestige it deserves. WELCOME BACK, FUTURE! Andrea C. bonomi _ CHAIRMAN OF THE MANAGEMENT BOARD 11

14 2011 SOCIAL RESPONSIBILITY REPORT _ governance BPM's New System of Corporate Governance. United in change. During 2011 we substantially revamped our system of Corporate Governance, adopting the so-called "two-tier" model instead of the "traditional" one that was applied in the past. Throughout our history, at key moments our members have always been united on important issues: at the General Meeting on 22 October 2011, 98% of the members present voted in favour of the new two-tier system, a sign of considerable openness to change, without forgetting our cooperative origins. A clear separation of duties within the Bank and complete autonomy on the part of management are the main characteristics of the two-tier system that we have adopted, which was also recommended by the Bank of Italy. STARTING OVER Having completed its inspection in March 2011, the Bank of Italy raised a number of critical issues related, in particular, to the Group's technical and organizational structures, the oversight of its internal control systems, its governance and the overall Group structure. In this context, the Bank has taken appropriate steps (some of which are still ongoing) to overcome the issues that were raised. The measures still in progress or still to be implemented will go to integrate the lines of action of the new Business Plan due to be presented by the end of the first half of This will reflect BPM's desire to get going once again (hence "Starting over") based on a "traditional banking" model at the service of customers and the local territory, inspired by greater efficiency, attention to costs and value creation for all stakeholders. 22 October 2011: Starting over. 98% of the members approved the new two-tier system of corporate governance. General Meeting of Members Every three years elects Supervisory Board Control and oversight functions Appoints Management Board Business Management functions Delegates Managing Director Chief Executive Officer 12

15 2011 SOCIAL RESPONSIBILITY REPORT _ governance In compliance with the cooperative nature of BPM, the new governance system is characterised by the presence of three governing bodies, each with a distinct role, which fosters healthy and prudent management through three fundamental principles: clear separation between ownership and management a clear division of duties between the governing bodies total independence on the part of the Management Board. For us, change does not mean denying the past, but restarting from our roots to rebuild the Bank's future and to give it back the momentum and vitality that has always distinguished it. Starting over: we have already taken a new path which, step by step, will allow us to lay the foundations for a new phase of growth for the BPM Group, based on daily commitment, dialogue and attention to people, as well as the ability to maintain a transparent relationship with customers and the media and one of collaboration and utmost respect for local institutions, the Government and the Supervisory Authority, trade associations and civil society. GENERAL MEETING OF MEMBERS This is the heart of the co-operative system as it represents all of the members taken as a whole. It is the sovereign body that elects the Supervisory Board based on a voting list mechanism and has the power to dismiss its members. The General Meeting, which can be either ordinary or extraordinary, is called at least once a year for the presentation of the separate and consolidated financial statements, for the resolutions regarding the result for the year and to hear the Supervisory Board's annual report. At an extraordinary meeting it can resolve on amendments to the articles of association, changes in share capital, mergers or demergers. General Meeting of BPM's Members at FieraMilanoCity 13

16 2011 SOCIAL RESPONSIBILITY REPORT _ governance SUPERVISORY BOARD It currently consists of 19 directors elected by the General Meeting of Members: 11 from the list that obtained the highest number of votes 4 from the lists presented by minority shareholders 2 from lists submitted by institutional investors 2 designated by the Bank's strategic partners (Fondazione Cassa di Risparmio di Alessandria and Crédit Industriel et Commercial). It exercises the Bank's control functions. It appoints and dismisses the members of the Management Board, determines their compensation and approves the financial statements. THE MEMBERS OF THE SUPERVISORY BOARD ELECTED BY THE GENERAL MEETING OF 22 OCTOBER 2011 ARE: Filippo Annunziata (Chairman) Umberto Bocchino (Deputy Chairman) Giuseppe Coppini (Deputy Chairman) Giovanni Bianchini, Enrico Castoldi, Maurizio Cavallari, Stefania Chiaruttini, Carlo Dell Aringa, Federico Fornaro, Francesco Giaretta, Piero Lonardi, Mario Benito Mazzoleni, Maria Luisa Mosconi, Mauro Paoloni, Marcello Priori, Ezio Simonelli, Jean-Jacques Tamburini, Ulrich Weiss, Michele Zefferino. SUMMARY OF REQUIREMENTS TO BE MEMBERS OF THE SUPERVISORY BOARD. ART. 47 OF THE ARTICLES OF ASSOCIATION Registration in the Members' Register. Integrity, professionalism and independence At least three years' experience in business administration, management and control in financial institutions or acting as a director in other large companies. In the absence of such experience, university professors of law or economics may be appointed. Registration in the Register of Auditors with at least three members having practised as auditors for not less than three years. Independence requirement as per Borsa Italiana's Code of Conduct for at least five members. MANAGEMENT BOARD The Management Board is elected by the Supervisory Board and consists of 5 members. It is responsible for running the business, including strategic oversight. The independence and authoritativeness of Management Board members is guaranteed by very selective requirements prescribed by the Articles of Association and by qualified majorities required for their appointment. THE CURRENT MEMBERS OF THE MANAGEMENT BOARD ARE: Andrea C. Bonomi (Chairman) Piero Luigi Montani 1 (Managing Director and CEO) Davide Croff, Alessandro Foti, Dante Razzano SUMMARY OF REQUIREMENTS TO BE MEMBERS OF THE MANAGEMENT BOARD. ART. 32 OF THE ARTICLES OF ASSOCIATION Integrity and professionalism and, for at least one of its members, independence. At least five years' experience in managing the activities of financial intermediaries or in other companies with shares traded on a regulated market. Absence of any incompatibility provided by law or by the Articles of Association. QUALIFIED MAJORITIES REQUIRED FOR THE SUPERVISORY BOARD TO APPOINT AND DISMISS THE MANAGEMENT BOARD. ART. 49 OF THE ARTICLES OF ASSOCIATION At least three quarters of the votes of the directors currently in office, including at least one representing UCITS and at least one representing the strategic partners. After three sessions in which this quorum is not reached, straight majorities of the directors 2, including at least one representing UCITS and at least one representing the strategic partners. (1) Appointed in January 2012 (2) With a majority of the directors who vote in favour 14

17 2011 SOCIAL RESPONSIBILITY REPORT _ governance Andrea C. Bonomi Initial work experience in the investment bank Lazard Fréres & Co. in New York and then in the M&A division of Kleinwort Benson in London, where he was responsible for Spain and Italy. Subsequently, he was responsible for monitoring and evaluating the investments of the Saffa Group in Europe and the United States, managing acquisitions, disposals and fund raising. In 1990 he founded Investindustrial, a group of independent investment and advisory companies specializing in the acquisition of shareholdings in companies with a strongly industrial approach, in the United Kingdom, Luxembourg, Switzerland, Italy, Spain, China and the United States. Investindustrial was the first operator focusing on southern Europe that has signed the United Nations' "Global Compact Ten Principles" environment programme and the "Principles for Responsible Investment" initiative. Moreover, it was certified as "carbon neutral" by the CarbonNeutral Company, a world provider of solutions to reduce global carbon emissions. It is also implementing several other measures to reduce carbon emissions. Various positions held in the past and present in industrial companies such as Ruffino, Permasteelisa and the Illy Group. Piero Luigi Montani He started working at Credito Italiano, with a career that began at branch level and then rose to management positions. Co-General Manager of the Administration, Organisation and Personnel of Rolo Banca 1473 where, among other things, he coordinated the integration between Rolo Banca and Credito Italiano. General Manager and Managing Director of Banca Popolare di Novara where he launched its reorganisation plan;after the merger with Banca Popolare di Verona, he became General Manager of the new bank. Managing Director of the demerged Banca Popolare di Novara Spa and director of Creberg. Managing Director of Banca Antonveneta where he prepared the Business Plan to relaunch the Bank. Part of the Top Executive Group of the Dutch bank ABN AMRO and Manager of Poste Italiane Group. Managing Director of MedioCredito Centrale, a bank acquired by Poste Italiane to launch Banca del Mezzogiorno, for which he followed the start-up phase until January Davide Croff He started his career as an Assistant Professor at the University of Padua. Manager in the Money Market Research Department of the Bank of Italy. Various positions of responsibility at the Fiat Group, Deputy General Manager and subsequently Managing Director of Banca Nazionale del Lavoro. Member of the Presidential Council of Fondazione Querini Stampalia in Venice and Chairman of Fondazione La Biennale di Venezia. Alessandro Foti He started work at Mediobanca, mainly focusing on advice for companies in corporate finance transactions. Managing Director at Lehman Brothers International and UBS Corporate Finance, where he also held the positions of Managing Director and Deputy Chairman of the Board of Directors. General Manager and Managing Director of Euraleo and Member of the Board of Intercos and Sirti. At present, Deputy Chairman of the Board of Directors of Ferretti and independent director of Dada and Camfin. Dante Razzano He began his career at Manufacturers Hanover Trust (now JP Morgan Chase) as Vice-President and Group Executive. Managing Director of the investment banking division of Citigroup of New York, Managing Director of Citibank's merchant banking arm in Italy and Head of the "Europe" Division of Citigroup. Managing Director of Deutsche Morgan Grenfell Italia. Currently, Managing Director of Investindustrial Advisors. 15

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19 2011 SOCIAL RESPONSIBILITY REPORT _ PROFILE OF THE BPM GROUP PROFILE OF THE GROUP Banca Popolare di Milano is a multiregional cooperative bank based in Milan. Its origins date back to 1865, when cooperative banks began spreading in Italy as well, based on the model developed in Germany and Belgium: banks involved in financing the development and growth of their local territories and communities. BPM: ITALY'S FIRST CO-OPERATIVE BANK WITH HEAD OFFICE IN MILAN Called the "Bank of Milan" for its strong roots in the Lombardy region, over the years it has expanded its presence in other Italian regions through the acquisition of numerous local area banks: from Banca Popolare di Roma in 1957 to Banca Popolare di Mantova, more recently, in BPM has been listed on the Milan Stock Exchange since 1994 and has more than 112,000 shareholders, about half of whom have registered as members. With over 8,300 employees and a distribution network consisting of more than 770 branches, private banking centres, financial advisors and points of sale dedicated to companies, the BPM Group serves more than 1,400,000 customers, 89% of them individuals. The Group is made up of various banking networks and uses product companies that allow it to offer customers high quality services ranging from asset management to insurance, as well as financial assistance to individuals and businesses. True to its co-operative origins, its mission and its values, the Group has always maintained strong traditional ties with its local territories and with its stakeholders - customers, members and shareholders, employees, suppliers and communities - integrating economic growth with social and environmental development. Milan, Head office of Banca Popolare di Milano KEY FIGURES OF THE GROUP (AT THE END OF 2011) Distribution network: 839 points of sale, including 770 retail branches Headcount: 8,467 resources, of whom 8,357 employees and 110 with other forms of contract (temps, short-term contracts, etc.) Customers: 1.4 million, 89% individuals Shareholders: 112,515, of whom 55,500 members Shareholders' equity: 4,014 million euro Core Tier 1 ratio: 8.02% Side photo Milan, Banca Popolare di Milano central hall 17

20 TURIN FLORENCE ROME DISTRIBUTION NETWORK TOTAL BRANCHES 770 Banca Popolare di Milano 544 Banca di Legnano 117 Cassa di Risparmio di Alessandria 90 Banca Popolare di Mantova 17 WeBank 1 Banca Akros 1 OTHER POINTS OF SALE ProFamily financial shops and direct branches 38 Private banking centres 17 Large corporate branches and SME units 14 18

21 BOLOGNA MILAN FOGGIA 19

22 2011 SOCIAL RESPONSIBILITY REPORT _ MAIN GROUP COMPANIES _ MISSION MISSION To be the local bank of reference for the development of households and businesses, with a strong emphasis on creating a long-term relationship with customers: To continue the BPM tradition of customer centrality (for both households and companies) and strong orientation towards a transparent relationship, significantly improving the service provided by means of a straightforward offer oriented towards the needs of the customer; To be a co-operative that is careful about its economic results and capital solidity with respect for the commitments made with members and shareholders; To enhance the value of its human capital and to maintain a system of employee relations that generates motivation and a sense of belonging, in order to achieve its corporate objectives; To maintain an attentive approach to questions of corporate social responsibility and sustainable growth initiatives in the territory. MAIN GROUP COMPANIES It is a listed co-operative bank founded in 1865 on the initiative of Luigi Luzzatti to facilitate access to credit for its partners - merchants, small businessmen and industrialists - in the period immediately following the proclamation of the Unification of Italy. Chairman of the Supervisory Board: Filippo Annunziata Chairman of the Management Board: Andrea C. Bonomi Managing Director and Chief Executive Officer (MD & CEO): Piero Luigi Montani Banca Popolare di Mantova was founded in 1999 with the involvement of prominent representatives of the local economy. It has an innovative and successful history in the city's banking scene and throughout the province. The bank joined the BPM Group in Chairman: Carlo Zanetti General Manager: Mauro Mezzanzanica Founded in 1887 (BdL) and 1835 (CRAl), these two banks have always distinguished themselves for their strong vocation in support of their local territories. They joined the BPM Group in 2001 and 2004 respectively. In February 2012 they combined to become a single bank. Chairman: Enrico Corali General Manager: Federico Arosio Co-General Manager: Massimo Maria Dorenti Banca Akros was founded in 1997 and is the BPM Group's investment bank and private banking entity. It acts as a point of reference for institutional investors, companies and individuals that operate on all major international markets, basing its strategy on innovation, specialisation and customer service. Chairman: Graziano Tarantini Managing Director: Marco Turrina 20

23 2011 SOCIAL RESPONSIBILITY REPORT _ MAIN GROUP COMPANIES _ VALUES VALUES INTEGRITY: fairness and respect for commitments TRANSPARENCY: provide full information so people can decide knowingly CO-OPERATIVE SPIRIT: participation and proximity THE IMPORTANCE OF DIALOGUE: know to appreciate RESPONSIBILITY: awareness of one's role Webank was founded in 1999 as a Group service company and since 2009 has become one of Italy's leading online banks, featuring a wide range of services and products, excellent customer relationships and innovative methods of communication. Chairman: Claudio De Conto General Manager: Andrea Francesco Cardamone ProFamily has been operational since June 2010, being the Group company created to offer customers a new approach to consumer credit. Ethics, responsibility, competence, accessibility and awareness are the values that are summarised in the concept of "Genuine Credit". Chairman: Alessandro Foti Managing Director: Massimiliano Becheroni BPM Service Centre, Milan 21

24 22 Welcome back to a future to be built together with those who trust us.

25 2011 SOCIAL RESPONSIBILITY REPORT _ CUSTOMERS CUSTOMERS A COVENANT OF TRUST THAT HAS LASTED SINCE 1865 One of our core values? To have a relationship of trust with our customers. For a service company like ours that cannot rely on product appeal for its success, competitive advantage comes mainly from the quality of its service and the relationship with its customers. In addition, there are two fundamental aspects, which are trust and transparency. We understand that trust is built up day after day. For this reason we try to be a landmark in the area for citizens and businesses by offering quality products and services that meet the needs of different customer segments, establishing a relationship with them based on dialogue and listening. During 2011 we again worked hard to stay close to customers on low incomes or those who have found themselves in situations of social disadvantage: households and businesses affected by natural disasters or other crises, young, unemployed, immigrants. We want to renew the covenant of trust that has always characterised our relationship with customers: we believe strongly in the value of customers, as they are a very important part of the Group's wealth. That is why our commitment is to work alongside them, as we have done for almost 150 years, to promote the social and economic development of our territory. The trust of our customers: we work to renew and develop it, day after day. OUR APPROACH WITH CUSTOMERS IS AS FOLLOWS: Service quality Excellent relationship Trust Satisfied customer ID CARD (FIGURES AT THE END OF 2011) Total number of customers: more than 1.4 million Individuals: 88.9% Resident in Milan and Province of Milan: 39.5% Online customers (*) : 41.9% Foreigners: 3.6% With ethical funds (*) : 0.4% Figures for the Commercial Banks, Banca Akros and ProFamily (*) Figures related only to the Commercial Banks Side photo Farmhouse in the countryside at Solaro, near Milan 23

26 2011 SOCIAL RESPONSIBILITY REPORT _ CUSTOMERS CLOSE TO THE PEOPLE, EVEN IN DIFFICULT TIMES We stayed close to the disadvantaged with programmes designed for those experiencing temporary difficulties by joining specific institutional projects. For example, we participated in Microcredito Milano, the first initiative launched by the Fondazione Welfare Ambrosiano to grant microcredit to young people, those who have just lost their jobs and small businesses in the Milan area. In support of mothers in distress, we worked with the Lombardy Region for the management of the Fondo Nasko, distributing regional funds through our prepaid cards free of charge. be free. La nuova linea giovani BPM. Entra e scopri un mondo dedicato a te. CARTAEMATITA Quirinale Palace, 14 June Giovanni Pipi receives the National Award for Innovation (Prize of Prizes) for the Nasko Fund from the Italian President Giorgio Napolitano We created the new be1line for our younger customers and continued making student loans. Both the Nasko Fund and be1 won prestigious awards during the year. In support of immigrants, we have also collaborated in the creation and dissemination of Benvenuto in Banca, a multilingual brochure promoted by ABI; we also continued to offer Extraordinario, a line of products and services dedicated to foreigners. We continued the Faresolidale multifunctional proposal in favour of the Third Sector. We helped 1,700 customers hit by the crisis, with extraordinary measures aimed at promoting access to credit or suspending repayments for outstanding loans. We integrated the Group's distribution structure with the new network of ProFamily points of sale, which reached 38 units at the end of the year. These shops, which are located throughout the country serving retail customers, have financed more than 33 thousand new customers by means of consumer credit. Then there are the personal loans made to existing customers through the Group's banking networks. HONOURS FOR BPM IN 2011 ABI Prize for Innovation in Banking Services, "Nasko Fund" ranked first National Prize for Innovation (Prize of Prizes) "Nasko Fund" ranked first Milano Finanza Innovation Award: be1, second in the category "Accounts for Young People" 24

27 2011 SOCIAL RESPONSIBILITY REPORT _ CUSTOMERS MORE ACCOUNTABLE FINANCE We continued to promote Valori Responsabili, the ethical funds managed by Etica sgr. In addition to our constant efforts to raise customer awareness, we renewed our collaboration with Etica SGR in organizing the annual conference on responsible investment. TRANSPARENCY: A VALUE THAT UNIFIES THE BPM GROUP WITH ITS CUSTOMERS "Chioschi per la Trasparenza" have been installed at all branches of the Group. These are interactive tools that enable customers, in total autonomy, to query and print the information sheets of the products and services for sale. In the field of consumer credit, ProFamily has established itself as an operator that acts in compliance with the codes of conduct on transparency and over-indebtedness. It is the first company in this sector to have added the words "Genuine Credit" to its brand and adhered to Adiconsum's "Patto Chiaro" initiative, which is designed to assess compliance with all contractual standards. The "Ethical Funds and Active Ownership" conference held in BPM's Hall of Columns SAFE CARDS FOR INCREASINGLY PROTECTED CUSTOMERS We have confirmed our commitment to protect the safety of customers. In particular, in order to prevent fraud in the use of the cards, we have realized two initiatives: replacement of all magnetic band ATM cards with microchip ones, which are safer, and activation of the GeoBLOCK Service for international ATM cards. i nuovi confini della tua sicurezza. Il Servizio GeoBLOCK consente l utilizzo all estero delle carte Bancomat internazionali secondo due profili alternativi: profilo EUROPA* profilo MONDO. Con il profilo EUROPA puoi effettuare transazioni di prelievo e pagamento esclusivamente nei Paesi Europei. Il profilo MONDO ti consente, invece, di utilizzare la tessera Bancomat in tutto il mondo. Al momento dell emissione ti sarà assegnato il profilo EUROPA. Prima di recarti in un Paese extraeuropeo potrai richiedere la modifica del profilo chiamando il numero verde , attivo dal Lunedì al Venerdì 8:00-22:00, GeoBLOCK: il nuovo strumento di prevenzione frodi studiato da BPM per la tua carta Bancomat internazionale. Sabato 9:00-13:00. In alternativa potrai modificare il profilo anche dall estero chiamando il numero Il cambio di profilo sarà immediato e gratuito e la variazione potrà essere temporanea, indicando all operatore una data di inizio e una data di fine periodo, oppure continuativa fino a tua nuova comunicazione. In più, attraverso il Call Center del Servizio GeoBLOCK potrai operare in completa autonomia e sicurezza, grazie al riconoscimento del chiamante. GeoBLOCK: la protezione della tua carta. (*) Elenco dei Paesi che rientrano nel profilo EUROPA: Albania, Andorra, Antartide, Armenia, Austria, Azerbaijan, Bielorussia, Belgio, Bosnia Erzegovina, Bulgaria, Cipro, Croazia, Danimarca, Estonia, Finlandia, Francia, Georgia, Germania, Gibilterra, Gran Bretagna, Grecia, Groenlandia, Guadalupe, Irlanda, Islanda, Israele, Kazakistan, Kyrgyzstan, Lettonia, Liechtenstein, Lituania, Lussemburgo, Macedonia, Malta, Martinica, Moldavia, Principato di Monaco, Olanda, Norvegia, Polonia, Portogallo, Rep. Ceca, Romania, Russia, San Marino, Serbia - Montenegro - Kosovo, Slovacchia, Slovenia, Spagna, Svezia, Svizzera, Stato della Città del Vaticano, Tajikistan, Turchia, Turkmenistan, Ucraina, Ungheria. La Banca si riserva di aggiornare le modalità operative di accesso al Servizio GeoBLOCK al fine di garantire standard di sicurezza adeguati. Coupon realizzato con carta ecologica riciclata FSC, con inchiostri eco-compatibili vegetali da Agema Corporation S.p.A. Milano. Società certificata per lo sviluppo ecosostenibile. Edizione luglio Interactive kiosk dedicated to information on transparency 25

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