The Italian NPL market

The Italian NPL market 1 Real estate market overview p European Banks s impaired assets analysis p 3 The NPL market in Italy p1 Recent market activity and outlook p1 Appendix p18 The Italian NPL market A sparkling H1-1 November 1 www.pwc.com/it

Foreword With almost 1 billion of assets sold in the market in the first 9 months, 1 is definitively meeting our expectations of being the year for the Italian NPL and non core market Renaissance. Considering current market dynamics and the deals pipeline we foresee the sparkling situation which characterized the first half of the year is likely to continue throughout the year and further improve over next year. We expect transaction volumes in FY1 to be in the range of bn GBV, with some relevant deals to deploy in the first half of the year. In terms of asset classes we expect a boost in secured/leasing transactions (both portfolios and single names) that will add up to a persistently dynamic unsecured loans market. Content 1. Real estate market overview. European Banks impaired assets analysis 3. The NPL market in Italy 1. Recent market activity and outlook 1 Appendix 18 Antonella Pagano antonella.pagano@it.pwc.com Fedele Pascuzzi fedele.pascuzzi@it.pwc.com Laura Gasparini laura.gasparini@it.pwc.com

1 Key Message: H1-1 showed promising signs of recovery of the RE market with Q registering increases in the number of RE transfer of properties for all RE sectors and with CRE investments reaching 3. bn at the end of June. We do expect an even more dynamic market thanks to the macroeconomic scenario, the enlargement of the investors base and the appetite towards new asset classes. Real estate market overview The Real Estate market in H1-1 has become more appealing compared to previous years. Q-1 registered an increasing trend of RE transfer of properties, both in urban and peripheral areas with a +.% for residential assets (mainly thanks to upturns in the areas of North East and Islands) and a timid +1.9% for economic 1 destination. As for the CRE market segment, total investments into Italian CRE in the first half reached a peak of 3. bn denoting investors high confidence towards the Italian market. Most of the invested capital comes from foreign investors whose investments accounted for 7% of total investments in Q ( 1.7 bn) and for 89% of the total amount in Q1 ( 1.9 bn). The annual evolution of foreign investments looks more than doubled in H1-1 versus H1-1, reaching the peak since H1-7. Foreign investor basis comprises mainly US funds together with Middle East and Asian players. 1 Economic usage include artisanal, commercial, industrial as well as office usage The Italian NLP market A sparkling H1-1

H1-1 has been highly influenced by the Qatar Holding deal which consisted in the purchase of the remaining shares of the funds owning the mixed use Porta Nuova development in Milan. Moreover, major portfolio deals included the purchase of four shopping centers by Tristan Capital Partners ( 1 mln of value) and the acquisition of a public real estate portfolio of barracks in various Italian cities by Cerberus ( 8 mln of value). In July 1 China s Fosun Group has extended its footprint in Italy by buying the former Milan headquarters of Unicredit for 3 mln. Chart 1: CRE investment volume by sector Q 1 1% 11% % 3% 1% Hotels Mixed-use Retail Other Office Source: CBRE Global Research and Consulting The analysis of the breakdown of CRE investments in 1 shows that Logistic Market (Other) is preferred by investors (3%), followed by Retail (%), Office (1%), Hotels (1%) and Mix-Used (11%). Looking at the next 18 months, we expect an even more dynamic scenario considering: 1. the uprising economic trend with sizeable liquidity, low interest rates and an improved macroeconomic scenario;. the enlargement of the investors base, with further significant investments by Asian players; Chart : CRE investment in Italy, quarterly volumes 1, 1, 8,,,, 7 8 9 1 11 1 13 1 1 Q1 Q Q3 Q Source: CBRE Global Research and Consulting 3. the increasing investors appetite towards new asset classes aiming at diversifying their risk, such as student housing, RSA, Data Centre/ Logistic, renovated State owned buildings. PwC

Key Message: Our analysis of Risk assessment results released by EBA, shows that Italian banks positioning is, on average, worse than European peers in terms of NPE ratio. The comparative Country analysis of the NPE coverage ratios, instead, is not as meaningful as long as we have no available data on the NPE composition (e.g. defaulted vs past due). European Banks impaired assets analysis The last Risk Assessment Report ( RAR ) conducted by the European Banking Authority ( EBA ) (June 1) provided us with significant datasets of major European financial institutions asset quality. Our analysis focuses on the impaired and past due (>9 days) European loans, that according to the new EBA definition (applicable starting from YE- 1) are classified as Non Performing Exposure ( NPE ) and on coverage levels of the European banking industry. The new EBA category includes loans which are past due, unlikely to pay or defaulted. The NPE/asset quality analysis for Italian assets should be analysed in the framework of the loan volumes dynamic of Italy versus Europe in the period 11-1 (Chart 3). In fact, both target areas showed a significant decrease of loan volumes. However, whereas for European banks this decline turned into growth during the first half of 1, Italian banks are lagging behind their peers and volumes are still decreasing. The overall reduction of EU banks total assets, as well as RWA, confirms a general deleveraging occurred between 11 and 1, accompanied by de-risking of balance sheets. This suggests a turnaround in European banks balance sheets, passing from a deleveraging phase, to a stabilization/growth one. After such deleveraging period, according to EBA s RAR, the expectations are that asset quality will improve and stabilize in the next 1 months. This trend, from deleveraging to stabilization, is likely be achieved more slowly in Italy where the abovementioned deleveraging process is in the initial phase. The Italian NLP market A sparkling H1-1

Chart 3: Loan volumes trend, Italy vs Europe - (Dec 11 = 1) 1,% 1,% 98,% 1.tn 1.9tn 9,% 9,% 9,% 9,% 1.tn 1.83tn Dec-11 Jun-1 Dec-1 Jun-13 Dec-13 Jun-1 Dec-1 % Change - Europe % Change - Italy Source: PwC s analysis on EBA s Risk Assessment Report (June 1) and ABI Monthly Outlook (1-1) Moving to the European banks asset quality comparison, we can see how the quality of assets around Europe is uneven, with banks from the most vulnerable Countries showing the highest NPE ratios. This results from the general economic crises from 8 onwards, but might also be directly influenced by differences in the legal systems of the Countries (e.g. bankruptcy law and its influence on time to recovery for defaulted loans, assets repossession versus judicial sale ). Focusing on the Italian banks NPE ratios, we can see how the ratio continues to increase overcoming % at YE- 1, while at the European level the average NPE ratio is progressively decreasing reaching.% at YE-1. In the near future, our expectations are that the NPE ratio of Italian financial institutions will continue to deteriorate (even if at a slower pace) for 1- years unless a stronger deleveraging process is implemented. We believe that the ECB will push for an acceleration of the impaired assets offloading, especially for banks included in SREP (Supervisory Review and Evaluation Process) class 3 and. Chart : NPE ratio (%) % % 3% % 1% % Greece Italy Spain EU France UK Germany Sweden 13-13-1 1-1-1 Source: PwC s analysis on EBA s Risk Assessment Report, June 1 PwC 7

Looking at YE-1 NPE ratio, RAR data allows us to analyse the NPE ratio by sector in main European Countries. Assuming that the total lending for each type of debtor is equal to 1%, the rate pointed out in Chart represents the percentage of NPE on the three debtor categories (SME, Large Corporate and Households) for each Country. At European level, the Large Corporate NPE ratio is equal to 9.3%, the SME s NPE ratio to 18.% while Households one is equal to.3%. As shown in Chart, the Italian NPE ratio is significantly higher than the European average for all debtors categories. Chart : NPE ratio by debtor category (YE 1),% 3,% 3,%,%,% 1,% 1,%,%,% Italy Spain EU France Germany UK SME Large Corporates Households Sweden Source: PwC s analysis on EBA s Risk Assessment Report, June 1 *SME category includes small and medium enterprises based on number of employees <, turnover (< mln) or balance sheet total (< 3 mln). Moving to the NPE coverage ratio analysis, level of provision for Italian banks is substantially in line with EU one- However, the comparison is not fully meaningful as potentially biased by NPE composition (i.e. relative weight of past due versus unlikely to pay and defaulted). Chart : NPE Coverage ratio 7% % % % 3% % 1% % France Spain UK Greece EU Italy Germany Sweden 13-13-1 1-1-1 Source: PwC s analysis on EBA s Risk Assessment Report, June 1 8 The Italian NLP market A sparkling H1-1

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3 Key message: The growth of impaired loans, especially Gross NPL, has been consistent throughout the period 8-1 and slowed down in the first semester of 1. For Top Italian banks both Gross NPL ratio and NPL coverage increased over the last six months, suggesting a conservative valuation approach. The NPL market in Italy 1 The Italian NLP market A sparkling H1-1

The Gross NPE volume reached the considerable size of 337 billion in H1-1. Within the Gross NPE, the NPL count for 8% of the total, reaching its peak at 19 billion (CAGR of 7% for the period 8-H1 1), while Other NPE 3 reached the size of 13 billion at the end of 1, remaining stable in H1-1. Focusing on the NPL composition, Chart 8 highlights a -% split of the Gross NPL between Unsecured vs Secured exposures. In terms of debtors, the majority of the Gross NPL are towards the Corporate sector (8%). Chart 7: Trend of Gross NPE and NPL volume and ratio 3 1.% 1.8%,% 3 1 1-17.8% 13 13 1.3% 11.3% 17 11.8% 1.% 9.3% 11 9.8% 7.8% 87 7.% 79.3%.9% 73.% 18 19 3.% 1.% 3 17 1 78 9 8 9 1 11 1 13 1 H1-1 Gross NPL ( bn) Other NPE Gross NPL / Loans to Customers (%) Gross NPE / Loans to Customers (%),% 1,% 1,%,%,% Source: PwC s analysis on Bollettino Statistico d Italia and ABI Monthly Outlook Chart 8: Breakdown of Gross NPL H1-1 1% % % % 8% Secured Unsecured Corporate Retail Other Source: PwC s analysis on Bollettino Statistico d Italia and ABI Monthly Outlook In this publication Non-Performing Loans («NPL») stands for defaulted loans as per EBA definition (or «Sofferenze» as per Bank of Italy definition). 3 Other NPE category includes the unlikely to pay and past due loans as per EBA definition. PwC 11

A peer analysis among Top Italian banking groups shows that while the average Gross NPE ratio is around 18% and the average NPE Coverage ratio is around 3%, there is a significant variance towards the means (see Chart 9). Chart 9: Top Italian Banks - NPE peer analysis H1-1 % Gross NPE Ratio (%) % UCG % % % 3% CREDEM Average=.% DB BP Sondrio Cariparma ISP BNL BPER BP Vicenza Carige BPM CreVal BPopolare Veneto MPS NPL Coverage Ratio (%) 3% UBI % Average= 18.3% % % % 1% 1% % % 3% 3% % Source: PwC s analysis on financial statements data as of H1-1, with the exception of BNL and Deutsche Bank whose data refer to YE-1 A great variance is also registered comparing Top Italian banking groups with reference to the Gross NPL ratio and the NPL Coverage ratio. The Gross NPL ratio ranges from 1.% of Mediobanca to 18.% of MPS (average at 1.%) and the NPL Coverage ratio ranges from 38.7% of UBI and Banco Popolare to.% of (average at.%). Chart 1: Top Italian Banks - NPL peer analysis H1-1 8% Gross NPL Ratio (%) 7% 7% % % % % % ISP DB BP Sondrio CREDEM BNL Mediobanca Cariparma Average=.% BPM UCG CreVal Carige BPER BP Vicenza Veneto MPS NPL Coverage Ratio (%) % 3% UBI Average= 1% BPopolare 3% % % 1% 1% % Source: PwC s analysis on financial statements as of H1-1, with the exception of BNL and Deutsche Bank whose data refer to YE-1 1 The Italian NLP market A sparkling H1-1

With reference to Top 1 banks, the first semester showed a slight increase on the average Gross NPL ratio (from 9.7% as for YE 1 to 9.9% as for H1-1) and a decrease on the NPL Coverage ratio (from.% as of YE 1 to.9% H1-1). Major movements in terms of NPL Coverage ratio and Gross NPL ratio have been registered by Banco Popolare and MPS. Chart 11: Top 1 banks NPL movements (H1-1 vs YE-1) Gross NPL Ratio (%) % ISP UCG MPS % % % % Mediobanca Average=.9% Cariparma BPM BPER NPL Coverage Ratio (%) % 3% UBI Average= 9.9% BPopolare 1% 3% % 7% 9% 11% 13% 1% 17% Source: PwC s analysis on financial statements as of H1-1 vs YE-1. For Deutsche Bank and BNL no comparable data is available The remaining Top banks showed a more significant increase in terms of both the average Gross NPL ratio (1.%, from 9.% as for YE 1 to 1.% as for H1-1) and of the NPL Coverage ratio (1.%, from.1% as of YE 1 to.% as for H1-1). Chart 1: Top banks NPL movements (H1-1 vs YE-1) Gross NPL Ratio (%) 7% % % % % % CREDEM Average=.% BP Sondrio Carige CreVal BP Vicenza Veneto NPL Coverage Ratio (%) % Desio 3% 3% Average= 1.% 3% % 7% 9% 11% 13% 1% Source: PwC s analysis on financial statements as of H1-1 vs YE-1. For Deutsche Bank and BNL no comparable data is available PwC 13

Recent market activity and outlook With almost 1 billion of assets sold in the market in the first 9 months, 1 is definitively meeting our expectations of being the year for the Italian NPL and non core market Renaissance. As per last year s trend, transactions have been characterized by the disposal of consumer credit and unsecured loans, even though we start seeing also mixed secured/unsecured bank portfolios being sold together with other asset classes such as leasing contracts and repossessed assets. We think this is a timid sign of a new path, where interest for the underlying RE assets are emerging. Major Italian Banking Groups have been the main actors in the NPL market together with Consumer Credit financial institutions: Unicredit Group sold a face value in excess of.8 bn together with UCCMB platform (spanning from unsecured NPL to mixed secured/unsecured NPL and leasing/repossessed assets); MPS Group sold its non performing consumer credit portfolio ( 1 bn) and; Banco Popolare sold 1.1 bn of its unsecured NPL book. 1 The Italian NLP market A sparkling H1-1

Chart 13: NPL market transactions volume trend (closed deals) bn 1 9 8 7 3 1 - bn.1 1. bn..1.3 8 bn.. 1.8. 3.1 1 bn 1 13 1 Q3 1.7 1. 1.8.9 Consumer Unsecured Mainly Unsecured Mixed Secured/Unsecured Secured Other Source: PwC market analysis Looking forward, while waiting for the potential bad bank set up, there are several transactions in the pipeline for an overall face value in excess of 1 bn including the disposal of MPS s unsecured NPL portfolio and Intesa San Paolo consumer credit performing assets. On the other hand, the investors base is consolidating its appetite towards Italian assets and the Country risk, opening up to some new forms of partnerships with financial institutions. The need to actively manage the NPE before they reach the NPL status is likely to be a key focus for major Italian banks in the next coming years. This is certainly the case for Intesa San Paolo, which set up the Capital Light Bank in Q 1 with the aim of extracting value from the noncore perimeter. We interviewed Mr Carlo Viola from Capital Light Bank and he confirmed us the importance of having industrial partners who will be able to help the banking system in the management of exposures towards companies who felt in financial difficulties and where there is the need to provide fresh money and change management. He told us: the partnership with Pillarstone (KKR) is the first example of what we believe is a new path for managing positions in the pre-npl phase. Obviously the bank - he continues - is not only focused in reducing the new flows of NPL, but also in decreasing its stock of NPL. With respect to that, in 1 we have seen (and we expect to continue to see) significant improvements in the recovery performance thanks to the revised recovery business model based on a new portfolio segmentation and specialisation. Together with internal performance improvements, the bank clearly aims at reducing its NPL stock through disposal processes. We are starting with two relatively small portfolios (one in Italy and one abroad) but we aim at doing more in the near future. With a different angle, also Mr Paolo Tosi from Banco Popolare underlined that partnerships with investors might play an important role in finding effective solutions for the NPL burden. He in fact told us in order to solve one of the most problematic asset class in Italy, the secured NPL, Italian banks need to work with investors to find possible solutions, including potential JV. PwC 1

He continues, looking at experiences occurred abroad and thinking at the deleverage strategies Italian banks have in their next years business plans there is a need to find potential solutions with a medium / long term horizon, working together with investors on possible ways to build industrial partnerships, especially in the management of the RE assets, where some investors might have an hedge. Some movements in the right direction are registered by Mr Enrico Maria Fagioli from MPS. He confirms us the increasing investors interest on the RE assets, where he says there have been and there will continue to be plain vanilla secured NPL transactions but, from my observatory, investors are very keen at looking at more complex situations where a clear interest is focused on the underlying RE asset. He then opens up the issue at the NPE level: for those assets which do not have an NPL status yet there is a need for industrial restructuring and clear signs of discontinuity with the past management (change of control, etc.) and equity investors might be really key in the turnaround process. This is true both for single tickets and for small pool of assets. In order to facilitate that, it would then be ideal for banks with a stake in these companies to pull together their exposures to increase investors interest. A further interesting insight on what we should expect in the NPL market in Italy comes from Mr Jose Brena from Unicredit. We interviewed him asking his view on the outlook for the next years and he told us: Assuming present market conditions, Unicredit will maintain its strategy to sell on a yearly basis -3 bn of impaired loans. However, we are constantly evaluating the market to identify and execute on opportunities to accelerate disposals. Over the last couple of years we feel we have made good progress in bringing many new asset classes to the market but looking forward, our focus, and the market s focus, needs to be on the SME loans, secured and unsecured, which represents the largest component of the impaired loan stock in the Italian system. More needs to be done by the stakeholders; banks, servicers, investors and regulators to take actions and invest in process that will narrow the present bid/offer gap presently existing in this asset class and create a competitive and active market like we presently see in consumer unsecured. Considering current market dynamics and the deals pipeline we foresee the sparkling situation which characterized the first half of the year is likely to continue throughout the year and further improve over next year. We expect transaction volumes in FY1 to be in the range of bn GBV, with some relevant deals to deploy in the first half of the year. In terms of asset classes we expect a boost in secured/leasing transactions (both portfolios and single names) that will add up to a persistently dynamic unsecured loans market. In addition we foresee an increasing number of structured transactions, where portfolio sales - necessary to improve the NPE ratio - will be combined with platform deals and / or long term servicing contracts in connection with the need of the banks to find an industrial solution to the heavy burden of deteriorated assets under management. Another trend we expect is the development of multi originator platform structures where the bad bank / asset management company promoted by the Italian Government is the main but not the only project in pipeline. Table 1: 1 main public NPL transactions Date Seller Volume Type of portfolio Buyer 1 Q3 Banco Popolare 9 Unsecured Hoist Finance 1 Q3 Unicredit 1, Mainly Unsecured Anacap 1 Q3 Multiple sellers BCC 3 Mixed Secured/Unsecured CRC 1 Q Unicredit Unsecured PRA 1 Q UniCredit Leasing - Repossed Assets Cerberus 1 Q Banco Popolare 1 Unsecured Hoist Finance 1 Q MPS Consum.it 1, Consumer IFIS 1 Q Seer Capital Management Consumer IFIS 1 Q 33 Consumer IFIS 1 Q Confidential Consumer IFIS 1 Q Santander Bank 3 Consumer IFIS 1 Q1 National Asset Management Agency 18 CRE Invel Real Estate Partners 1 Q1 Sofigeco 8 Secured PVE Capital 1 Q1 Findomestic Consumer IFIS 1 Q1 Unicredit, Platform & Mixed Sec/Unsec Fortress+Prelios Source: PwC market analysis 1 The Italian NLP market A sparkling H1-1

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Appendix - Top 1 Banks peer analysis (1 ) 1/ Gross NPL volume ( bn) 1/.7 3.9 3 1 3 1 3 1 1 1 1 1 1 1 8 8 8 9. 9. 9..8 8.9 1..7.9.8...7.7... 18.7 13... 18.7 38. 38. 3. 1.3 1..3. 8.9 9..9..8.3. 13. 1.1.3.. 3.3...9 18.7 1. 1.1 1.1 1. 8.9 8. 9..3.3 UCG ISP 1.3..3 MPS UBI BPopolare BNL BPER Mediobanca CRParma BPM 3.3... 13...7..8.9 1. 1.1 1.1 1.1 1.3 1. 8.9 9..3.3.3 1.8.3. 3.1.3 8.8 9.1.9 7.8 7.7.3 7.8..9 1. 8.9 1. 1. 38.7 37.9 38.7.8 7.1...7.7.....7. 3.1 3. UCG ISP MPS UBI BPopolare.3. BNL BPER Mediobanca CRParma BPM. 3.3...9 1. 1.1 1.1 1..3.3 1.8.7 3. 38..3. 3.1 1. 8.8. 3..8 8.9 1..7..9.8...7 3..7.. 1. 1.8.7 38. Net NPL volume ( bn) NPL Coverage ratio (%)..3..8 3.1.3.3.3 8.8 1. 38.7 37.9 38.7 1. 3. 38.8.7 38.7 37.9 38.7 9.1 9.1..7.7 1/.9 7.8 7.7.3 7.8..9..9 7.8 8. 7.7.3. 7.8..9.9 3. 18. 1 1.7 13.9 18. 11. 1. 1. 1.9 1 9.7 8.9 9.3 1 1.7 8. 7. 13.9. 7. 7. 11.. 1. 18. 1. 1.9 1 9.7 8.9 9.3 8. Source: 1. 1 PwC s analysis on companies H1-1, 1.7YE-1 and YE-13 results 7. 1. 13.9 7.. 7.. 11. 18 The Italian UCG 1. NLP market ISP A sparkling MPS H1-1 UBI BPopolare BNL BPER Mediobanca CRParma BPM 1. 1.9 1 9.7 8.9 9.3 8. 1. 7. 1. 7. 7. 9. 9. 9.

1. 38.7 37.9 38.7 1..7 38.7 37.9 38.7 8 Appendix - Top 1 Banks peer analysis ( ) 1 1 1 1 1 1 1 8 1 8 1 8 1.8.3. 3.1 8.8.3 1..7 38.7 37.9 38.7 17. 18. 1.7 13.3 13.9 1. 11. 1. 1. 1.3 1. 1. 1.9 UCG ISP MPS UBI BPopolare 9.7 BNL BPER Mediobanca CRParma BPM 8.9 9.3 18. 8.8 9. 8. 7.3 7....7 7. 7. 1.7 13.9 11. 1. 1. 1.7 1. 1.9 1. 9.7 8.9 9.3 18. 8. 7. UCG ISP MPS. UBI BPopolare BNL BPER Mediobanca CRParma7. BPM 7.. 1.7 13.9 11. 1. 1. 1. 1. 1.9 9.7 8.9 9.3 9. UCG ISP MPS UBI BPopolare 7.8 8. 7. BNL BPER Mediobanca CRParma BPM. 7. 7..8..7...9.3 1. 1..3.1 3.7 3.8 3.9 3.7.3 3. UCG ISP MPS UBI BPopolare 7.8 BNL BPER Mediobanca CRParma 3.1 BPM.7.8 7.1 7....7..7.7.7.9..3 UCG.3.3 ISP..1 MPS UBI BPopolare 3.7 3.8 3.9 7.8 BNL 3.7 BPER Mediobanca CRParma BPM..3 3..8..7 3.1 3.1.7. 1.3.1 9 UCG 3.7 3.8 3.9 3.7.3 ISP MPS UBI BPopolare BNL BPER Mediobanca CRParma 3. BPM 8. 8.8 3.1 8.7 7 3.8.7.7 1 UCG 7. ISP MPS.UBI BPopolare BNL BPER Mediobanca CRParma BPM 9 3.1 8. 8.8 3 8.9 19. 7 1.7 13. 3.8 11. 1.3 11. 1 1.8 3.9.1.3.1 1 7.. 9 87. 8. UCG 8.8 ISP MPS. UBI BPopolare BNL BPER Mediobanca CRParma BPM 8 3.1 3 7 3. 3.8.9 7. 19. 1.7 13. 11. 1.3 11. 1.3. 1.8 3.9.1.3.1. 3.1 3 19. 1.8.9 1.1 1. 1.713.113. 11.1.3 1.311.11. 1 1.8. 3.9..1.3.9.1. 33. 3 31.1 3 3.7 1. 1.1 1.1 1.1 1. 1 9.3 9.7... 33. 1..3 3. 3.7 3 3.1 31.1 3 Source: 1.1 PwC s UCG analysis 1. on companies ISP H1-1, MPS YE-1 3.7and YE-13 UBI results BPopolare BNL BPER Mediobanca CRParma BPM 1. 33. PwC 19 3 31.1 1.1 1.1 1 3 9.3 9.7 3.7. 9.1.7.9 7.8 7.7.3 7.8..9 1.8.3. 3.1.3 8.8 9.1.9 7.8 7.7.3 7.8..9 Gross NPL ratio (%) Net NPL Ratio (%) Gross NPE volume ( bn).9.3.7.7.7 9.

3 1 1 1.9 1.8 1.8. 3.9 3.9.1.3.1 19...9 1.7 13. 19. UCG UCG ISP ISP MPS MPS 1.7 UBI UBI 13. BPopolare 11. BPopolare BNL 1.3 11.BNL BPER11. 1.3BPER 11. Mediobanca Mediobanca CRParma CRParma BPM BPM 1.8 3.9.1.3.1. 1.8 3.9.1.3.1. Appendix - Top 1 Banks peer analysis (3 ) Net NPE volume ( bn) 1.1 1.1 1. 1. 1.1 3 33. 3 1.1. 1. 33. 1. 31.1 31.1 3 3 33. 33. 3 31.1 33. 3.7 3.7 3 31.1 1. 1. 3 3 3.7 1. 1.1 1.1 1. 3.1 3.7 1.1 1.1 1 1 9.3 9.7 9.3 9.7 1.1 1.1... 1.11.3 1.1... 1..3 3.1 3. 3.7 1 9.3 9. 9.7 1..3 3. 3.7 1 9.3 9.7 3.1........ UCG UCG ISP ISP MPS MPS UBI UBI BPopolare BPopolare BNL BNL BPER BPER 1.Mediobanca.3 1. 1. CRParma.3 3. 3.1 CRParma 3.1 3. 3. 3.7 3. BPM3.7 BPM NPE Coverage ratio (%) 3 3 3 3 1 1 1 1 3 3 3 3 3 3 3 3 1 1 1 1 1 1 1 1 1.7 1.7 1.7 1.1 1.7 7.3 1.7 7.3 1.7.7 8.98.8 1.7. 8.8 1.7. 7.3 7.3 1.8 1.8 8.8. 8.8. 1.8 1.8 3. 3. 3. 3. 3. 7.3. 7.8. 7.8.9.9 3. 3.. 7.8.9. 7.8.9 8.1 3. 3. 1. 1. 9.1.. 1. 1.8.7 1.8 1. 37.3 37.3. 1.8. 37.3 1.8 37.3.1.1 39.8 38.39.8 39. 3. 38.739..1 3. 39.8 39..1 39.8 3. 39. 3. UCG UCG ISP ISP MPS MPS UBI UBI BPopolare BPopolare BNL BNL BPER BPER Mediobanca Mediobanca CRParma CRParma BPM BPM UCG UCG ISP ISP MPS MPS UBI UBI BPopolare BPopolare BNL BNL BPER BPER Mediobanca Mediobanca CRParma CRParma BPM BPM Gross NPE ratio (%) 1.9 1. 1. 17. 1.9 1. 1. 1. 1.9 1. 1. 1. 1.9 1. 1. 1. 1.9 1..... 31.7 3.8 3.8 3.8 3.8.8 3.7 3.7 1. 3.7 1. 3.7 1. 1. 18. 1.9 1.9 13.7 1. 1.9 1.9 13.7 1.9 1.9 13.7 1.9 1.9 13.7 3..3. 3. 3..3 3..3.3..3.1.1..1..1. 17. 1.9 1.9 1. 1. 1.9 1.13.1 13.11. 1.9 1. 13.1 1. 1.13.1 1. 1. UCG ISP MPS MPS UBI UBI BPopolare BPopolare BNL BNL BPER BPER Mediobanca Mediobanca CRParma CRParma BPM BPM Net NPE ratio (%) 1 1 1 1 1 1 19.3 1.8 18. 17. 1. 1.3 17. 17. 1.8 1. 1.3 1.3 17. 1.8 1. 1.3 11.3 11.3 1. 11.3 9.8 1. 8. 9.1 9.9 9.8 1. 11.111.3 8. 8.7 9. 8. 8.7 9. 9.7 9.7 9.7 1.3 9.7 1.1 1.9 1.1 1.1 13.9 13.9 13.9 1.1 13.9 11. 1. 11. 11. 11. 1. 1.11. 8. 8. 8. 8.1. 8....... 3.1. 3.3 3.1 3.1. 3.1 UCG ISP ISP MPS MPS UBI UCG ISP MPS UBI UBI BPopolare BPopolare BPopolare BNL BNL BNL BPER BPER BPER Mediobanca Mediobanca Mediobanca CRParma CRParma CRParma BPM BPM BPM BPM Source: PwC s analysis on companies H1-1, YE-1 and YE-13 results The Italian NLP market A sparkling H1-1

1 17. 13.9 1.8 1. 11.3 1.3 9.8 1. 9.7 1.1 11. 1. 1 1 8. 8.7 9. 13.9 8. 11.3 9.8 1.. 11. 9.7 1. 1 8. 8.7 9. 8.. 3.1 Appendix - Top 1 Banks 17.. 1.8 peer analysis ( ) 1. 1.3 1.1. 3.1 1 UCG ISP MPS UBI BPopolare BNL 13.9 BPER Mediobanca CRParma BPM 11.3 9.8 1. 11. 9.7 1. Yearly 1 UCG 8. Loan 8.7 9. Loss ISPProvision MPS / Net Interest UBI Margin BPopolare (%) BNL BPER Mediobanca CRParma 8. BPM.. 3.1 3. 3 3 3 3 3.3 1 19. 11.3 11. 1 8.3 3 1 8.9 19. 3.9.3 9...9 7. 8..9 3. 1.8 1.1 3.7 1. 1. 3. 31..9 7. 7.8 11.3 1.1. 11. 3. 1 3 8.3 8.9 3.9.3. 7. 8..9 UCG 3. ISP 31. MPS UBI.9 BPopolare 7. BNL BPER 7.8 Mediobanca 1.1 CRParma BPM. 3. 1 1 1 1 1 1 1 1 1 8 1 1 8 1 1 1 8 7 7 19. 11.3 11. 8.3 8.9 3.9.3. 7. 8..9 3. 31..9 7. 7.8 1.1. 3. Net NPL/Equity (%) 1. 1.11. 9. 9. 7. 7. 1. 7..1 1.. 7.7. 7.. 9.9 1. 9.1 31. 33. 1. 31. 33. 7. 1.. 8..11.3 1. 1.1.. 9.131.931. 33. 3.9 3. 31. 9. 33. 1.3.9. 9. UCG ISP MPS UBI BPopolare BNL BPER 3.9 Mediobanca CRParma BPM 3. 3. 7. 7. UCG ISP MPS UBI BPopolare BNL 1. BPER 7. Mediobanca CRParma BPM.1 1... 9.1 31. 33. 1.. 31. 33. 3.9 3. Cost of Risk* (%) 3 7 3 1 1 3 1 1.8 1.9.1. 1.9 1.7 1. 1. 1. 1. 1.7 1.8 1.1 1. 1.3.8.8.9.9 1. 1.9.1 1.9 1.7. 1. 1. 1. 1. 1.7 1.1 1. 1.3.8.8.9..9 1. UCG ISP MPS UBI BPopolare BNL BPER Mediobanca CRParma. BPM 1.8 1.9.1 1.9 YE 13 1. YE 1 1. H1 1 1. 1. 1.7 1.9 1. 1. 1. 1.7.9 1.1 1.1 1. 1.3 1.3.8.8.9 1..9 1.. YE 13 YE 1 H1 1 YE 13 YE 1 H1 1 *Cost of risk = yearly loan loss provisions / Net Customer Loans Source: PwC s analysis on companies H1-1, YE-1 and YE-13 results PwC 1

Appendix - Other Top Banks peer analysis (1 ) Gross NPL volume ( bn) Gross NPL volume ( bn),.1, 3. 3.3 3..8 3.1 Gross 3, NPL volume ( bn).9..7,,, 1, 3,,,,, 1,,, 1, 1, 1,,, 1,,, 1, 3.3 3..8..7 BP Vicenza.1 Carige Veneto 3, Net NPL.8 volume ( bn) 1,,.1 Gross NPL volume ( bn) 3.3..7 BP Vicenza Carige Veneto 1.8 1. 1.7 1. 1. Net NPL volume ( bn) Net NPL volume ( bn), 1. BP Vicenza Carige Veneto 1.8 1.7 1.7 1. 1. 1. 1. 1.3 1. Net NPL volume ( bn) BP Vicenza Carige Veneto 1.8 1.7 1. 1. 1. 1. NPL Coverage ratio (%) 3. 1. 1.8 1. 1.9.7..7.8.9 1.3 1.3.9 1..8.7 BP Sondrio 1.8 CreVal 1.9 CREDEM DB 1..7.9 1.3 1..8.7 BP Sondrio 1.8 1.9 CreVal CREDEM DB 1..7.9 1.3 1..8 1. BP Sondrio CreVal CREDEM DB.8.7...3...7..8.9.8 1,, BP Vicenza Carige Veneto BP Sondrio CreVal.8 CREDEM. DB..7.1.3 7 9. 7.9 8.1 9. 8.9 9.9,...8 8.3.3.....3..3.3 8..8.7.1 3.1, 39. NPL Coverage BP Vicenza ratio Carige(%) Veneto BP Sondrio CreVal CREDEM DB 3...1.3 7 9. 7.9 8.1 9. 8.9 9.9 NPL 1 Coverage.8 ratio (%) 8.3.3 8..8.7.1 NPL 3.1 Coverage ratio (%) 39. BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM. DB Banco... 3.1 Desio 9. 1.1..3 7 7.9 8.1 8.9 9.9 8. 8. 9..8 8.3.3 Gross 1 NPL.1ratio (%) 7.8 8...8.7.1 3.1 39. 38.9 1 3 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Banco 1 13.7 Desio 13. 13.1 1 1 11. Gross NPL ratio (%) 11.1 11.3 1 9. 9. 8.7 8. 8.8 8. 18 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Banco.7 7.8 Desio 1 13.7.3.3 13.. 13.1. Gross 1 NPL ratio (%) 3. 11. 11.1 11.3 1 9. 9. 8.7 1 8. 8.8 8. 8 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Banco.7 7.8 1 13.7 13..3.3 Desio 13.1. Source: 1 PwC s analysis on companies H1-1, YE-1 and YE-13 results 11.. 3. 11.1 11.3 Net 1 NPL ratio (%) 9. 9. 8.7 The 8. Italian NLP market A sparkling H1-1 8.8 8. 8.7 7.8 7 BP Vicenza. Carige Veneto. BP Sondrio CreVal CREDEM DB Banco.3..3 1. 1.1 BP Sondrio CreVal CREDEM DB.8.7.....3.3..3.3.....3.3. 1..3..8...8.....3.9.9.

.7.7.1 3.1 3.1 39. 3 39. 3 3 3 1 1 1 1 BP Appendix Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Banco - Other Top Banks peer analysis Desio ( ) Net NPE volume ( bn) Net NPE volume ( bn) Net NPE volume ( bn) 3 3 1 1 BP BP Vicenza Carige Veneto Gross NPL ratio (%) Gross NPL ratio (%) Gross NPL ratio (%) 1 1 Net NPL ratio (%) Net Net NPL NPL ratio ratio (%) (%) 7.......7 7..7.1...1......7...7.1..1.. 3 3 1 1 BP Vicenza Carige Veneto BP BP Vicenza Carige Veneto Gross NPE volume ( bn) Gross NPE volume ( bn) Gross NPE volume ( bn) 8 7. 7. 87.8 7. 7..8.8..8. 7.8..7.8.8..7..8...7.7.9.9.9.9 3 3 1 1 BP Vicenza Carige Veneto BP BP Vicenza Carige Veneto BP BP Sondrio CreVal CREDEM DB DB.7.7.. 1.9..7. 1.9.7 1. 1. 1.7. 1.7. 1.9. 1.9 1.. 1. 1.7 1. 1.7.3.3 3.7 3.7.3.3 3.7 3.9 3.7 Banco Desio Desio 1 1 1 13.7 1 13. 13.1 1 13.7 1 1 1 13.7 13. 13. 11. 13.1 1. 13.1 11.1 1 1 1 1 11.1 9. 9.11.7 9. 8. 9.11. 8. 11. 8.811.9 8. 8. 11.1 1 11.1 1 8 9. 9. 9. 9. 9.9 8. 8..7 8.8 8. 7.8.7 8.8 8. 7.8 8.3.3.3..3.7 7.8..7.1.3..9 7.8..3 3...3. 3..3.. 3.. 3. 3. BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Banco BP BP Vicenza Carige Veneto BP BP Sondrio CreVal CREDEM DB DB Desio Banco Desio....8... BP Sondrio CreVal CREDEM DB Banco BP BP Sondrio CreVal CREDEM DB DB Desio Banco Desio CR Asti 11.3 8.7 8.7 11.3 1.7 11.3 8.7 8.7 CR Asti.1.1.. 3.7.7.1 3.7.1 3.. 3. 3.7 3.7 3. 3. CR Asti.3.1.3...1.1.3.3 3. 3. 3....1.1. 3. 1.. 1.9 3. 1.3 1. 1.3 1. 1. 1. 1. 1.3 1.. 1. 1. 1. 1.3 1.3 1.3..7 1.1 1..7 1.1 1.3 1. 1. 1.3 1. 1. 1. 1. 1. 1.3 1.1 1.3.7.7 1.1 BP Sondrio CreVal CREDEM DB Banco BP BP Sondrio CreVal CREDEM DB DB Desio Banco CR Asti Desio......1 3.9 3.9.. 3.9.1.. 3. 3.7 3..1.1 3. 3.9 3. 3.9 3. 3.3 3.3 3. 3. 3. 3..7.7 3.3 3.3.1...7 1.8.7 1.8.. 1.8 1.8 1. 1. 1..8.8.8.8.9.9.8.9..7.7..7....7.7 1...8 1...8.8.9.8.9..7..7...7.7.. BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB BP BP Vicenza Carige Veneto BP BP Sondrio CreVal CREDEM DB DB CR Asti Source: PwC s analysis on companies H1-1, YE-1 and YE-13 results.. NPE Coverage ratio (%) NPE Coverage ratio (%) PwC 3

.1 1. 1.8.8.9 3.9 3...7..7 3.. 3.3 3 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB Appendix - Other Top Banks peer analysis... 1.8 (3 ) 1 NPE 3 Coverage ratio (%) NPE Coverage ratio (%) 1 3 18.3..9 9..8 1.8 3.7... 3. 38. 38.7 NPE Coverage ratio (%) 37. 33.7 3. 3. 3.7 33. 3 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB 18.3..9 9..8.8 3.7. Gross NPE. ratio (%). 1 3. 38. 38.7 37. 33.7 3. 3 3. 3.7 33. 3 7. BP Vicenza. Carige Veneto. BP Sondrio CreVal.8 CREDEM DB 18.3. Gross NPE ratio (%) 19. 19. 1 1. 17. Gross NPE ratio (%) 1. 1.9 1.9 1 13. 13. 1. 3 9.9 1 BP Vicenza Carige 7. Veneto BP Sondrio CreVal CREDEM DB Banco 9. Desio...8.3.7.. 1.. 1.8 19. 19. Gross NPE ratio (%) 1. 17. 1. 1. 1. BP Vicenza Carige Veneto BP 1. Sondrio 1.9 CreVal CREDEM DB 1.9 1 3 13. 13. 7. 1. 1.3 9.9 1...8 9. 9..3 Net NPE ratio (%)..7. 19. 19. 1. 17. 1. 18.7 17.9 18 17. 18.1 1.9 1.9 1 13. 13. BP Vicenza Carige Veneto 1. BP Sondrio CreVal CREDEM DB 1 9.9 1 9. 1.3 1 1.7 1.8 13..3.7 Net 1 NPE ratio (%) 8.9 9.1 9.9 1 8. 9. 7.7 7.8 8 BP Vicenza Carige 18.7 Veneto. 17.9 18 17. 18.1 BP Sondrio CreVal CREDEM DB. 3.9 3.7 1 Net NPE ratio (%) 1.3 1 1.7 1.8 13. Net NPE ratio (%) 1 BP Vicenza Carige Veneto BP Sondrio 8.9 CreVal CREDEM DB 9.1 9.9 1 8. 9. 18.7 7.7 7.8 8 17.9 18 17. 18.1. 1. 1.8 1 1.9 1.. 1.3 3.9 3.7 Yearly 1 1.7 loan loss provision/net 1.8 interest margin 13. (%) 1 3 9.1 73.1 8. 8.9 8.7 8.8 9. 9.9 1 8. 9. BP Vicenza Carige Veneto BP 7.7Sondrio CreVal CREDEM DB 7.8 8.1...9 3.9 3.7 3.7 1 11.9 3 BP Vicenza Carige 1. Veneto BP Sondrio CreVal CREDEM DB 1 81.8 73.1 88.7 83. 77.3.1 7..7. 1..8 7.1.9 Yearly loan loss provision/net interest margin (%) 1 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB 3 73.1 11.9 1. Source: 1 PwC s 81.8analysis on companies.1 H1-1, 88.7 YE-1 and YE-13 83. results 77.3 7..7. 1..8 Net The Italian NPL/Equity NLP market (%) A sparkling H1-1 7.1.9 1 8.. Net NPE volume ( bn) 3.9 3..1 BP Vicenza Carige Veneto 1..8.8.9....9.7..7 8.1 9. 9.. 3..8.8 3.7...1. 3. 38. 37. 38.7.7 37. BP 3.1 Vicenza Carige Veneto BP Sondrio 3. 33.7 CreVal CREDEM DB 3. 33. 3. 3.7 31. NPE Coverage ratio (%) Yearly loan loss provision/net interest margin (%) 3..7.7 3.3.8. BP Sondrio CreVal CREDEM DB 1.8 1..8.9..7..7. 71.. 71...3.3.8.8

1 1 8 18 1 1.3 1 1.7 1.8 13. 1 Appendix - Other Top Banks peer analysis ( ) 9.9 1 18 8 1 Yearly 1 loan loss provision/net interest margin (%) 1.7 1.8 13. 1 Yearly loan loss provision/net interest margin (%) 1 8 3 1 3 1 BP Vicenza Carige Veneto 18.7 17. 18.1 Net NPE ratio (%) BP Vicenza 17. 18.7 Carige 18.1 Veneto 1.3 BP Vicenza Carige Veneto 73.1.1 Yearly loan loss provision/net interest margin (%) BP Sondrio 8.9 CreVal CREDEM DB 8. 9. 7.7 7.8 17.9.. 3.9 3.7 8.9 BP Sondrio CreVal 17.9 8. 9. 7.7 CREDEM DB 7.8.. 3.9 3.7 18. 17. 17.8 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB 13. 11.9 73.1 1. 81.8.1 88.7 83.78. 77.3 71. 7..7 9.3..1 1..8. 7.1.91. 31.7 Yearly loan loss provision/net interest margin (%) 3 1 73.1 BP Vicenza Carige Veneto11.9 BP Sondrio CreVal CREDEM DB.1 1. 1 81.8 88.7 83. 77.3 7..7. 1..8 7.1.9 1Net NPL/Equity (%) 11.9 BP Vicenza Carige 1. Veneto BP Sondrio CreVal CREDEM DB 1 8 81.8 88.7 7.7 83. 77.3 7..7. 7 1..8. 1.8 9. 7.1.9..1 Net NPL/Equity (%) 3.. 3.9. BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB 8 7.7 7.9 31. 3.8 7 3.8. 1.8 9. 1. 1. Net NPL/Equity (%) 3.. 1..1. 3.. 3.9.. 8 7.7 BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM 31. DB3. 7 3..8. 1.8 3.8 9...1 1. 1.11. Cost 1 3. of Risk* (%). 3.9. 31. 3 BP Vicenza Carige Veneto BP Sondrio.8 CreVal CREDEM DB.3 3.8 1. 1. 1.1 Cost of Risk* (%) BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB 3.3.3.3 1.9 1.7 1.7 1. 1. 1. Cost of Risk* (%) 1. 1.3 1.1.1 1.. Net NPL/Equity (%) Cost of Risk* (%) 8.9 8. 9. 7.7 7.8 BP Sondrio CreVal CREDEM DB Banco. Desio. 3.9 3.7 Banco 9.8 Desio 1.3 9.8 9.1 9.9 9.1 9.1 9.9 77..3.8 71...3.8 71...3.8.8 1.3 38.9 9.8.8. 3. 1.3 38.9.8 38.9. 1. 1.8 1. 3 1 3 1.3 BP Vicenza Carige Veneto.3 BP Sondrio CreVal CREDEM DB.3 1.9 1.7 1.7 1..1 1. 1. 1. 1.3 1.1 3... 3.1.7..3 YE 13 YE 1 BP Vicenza Carige Veneto BP H1 Sondrio 1..3 1.9 1.9 CreVal 1.7 CREDEM DB 1.7 1. 1. 1. 1.3 1. 1.1.9.... 1. Banco. Desio 1. 1. 1.8 1.. 1.8 1. BP Vicenza Carige Veneto BP Sondrio CreVal CREDEM DB YE 13 YE 1 H1 1 *Cost of risk = Yearly loan loss provision / Net Customer Loan YE 13 YE 1 H1 1 Source: PwC s analysis on companies H1-1, YE-1 and YE-13 results PwC

PwC 7

Portfolio Advisory Group Richard Thompson + 713 118 richard.c.thompson@uk.pwc.com Jaime Bergaz +3 91 8 89 jaime.bergaz@es.pwc.com Austria Jens Roennberg +9 9 98 jens.roennberg@de.pwc.com Bernhard Engel +3 1 188 11 bernhard.engel@at.pwc.com CEE Jonathan Wheatley + 1 3 jonathan.wheatley@ro.pwc.com Cyprus Stelios Constantinou +37 19 stelios.constantinou@cy.pwc.com Czech Republic and Slovakia Petr Smutny + 1 11 1 petr.smutny@cz.pwc.com Denmark Bent Jørgensen + 39 99 bent.jorgensen@dk.pwc.com France Hervé Demoy +33 1 77 99 herve.demoy@fr.pwc.com Finland Harri Valkonen +3 8 39 9339 harri.valkonen@fi.pwc.com Germany Christopher Sur +9 99 8 1 christopher.sur@de.pwc.com Thomas Veith +9 99 8 9 thomas.veith@de.pwc.com Greece Emil Yiannopoulos +3 1 87 emil.yiannopoulos@gr.pwc.com Hungary Miklos Fekete +3 11 9 miklos.fekete@hu.pwc.com Ireland Aidan Walsh +33 179 aidan.walsh@ie.pwc.com Italy Antonella Pagano +39 8 337 antonella.pagano@it.pwc.com The Netherlands Peter Wolterman +31 88 79 8 peter.wolterman@nl.pwc.com Joris van de Kerkhof +31 88 79 7 joris.van.de.kerkhof@nl.pwc.com Norway Lars Johansson +7 () 81 179 lars.x.johansson@no.pwc.com Poland Lukasz Bystrzynski +8 3 8 lukasz.bystrzynski@pl.pwc.com Portugal Antonio Rodrigues +3 1 139 9181 antonio.rodrigues@pt.pwc.com Romania Cornelia Bumbacea + 1 3 9 cornelia.bumbacea@ro.pwc.com Spain Jaime Bergaz +3 91 889 jaime.bergaz@es.pwc.com Guillermo Barquin +3 91 8 773 guillermo.barquin.orbea@es.pwc.com Pablo Martinez-Pina +3 91 837 pablo.martinez-pina@es.pwc.com Richard Garey +3 91 8 1 richard.garey@es.pwc.com Antonio Fernandez +3 91 8 antonio.fernandez.garcia_fraile@es.pwc.com Sweden Per Storbacka + 8 3313 per.storbacka@se.pwc.com Turkey Aykut Tasel +9 1 3 838 aykut.tasel@tr.pwc.com Ukraine Vladimir Demushkin +38 9 77 vladimir.demushkin@ua.pwc.com United Kingdom Richard Thompson + 713 118 richard.c.thompson@uk.pwc.com Robert Boulding + 78 3 robert.boulding@uk.pwc.com Chris Mutch + 78 787 chris.mutch@uk.pwc.com Ben May + 71 3 benjamin.d.may@uk.pwc.com Chiara Lombardi + 713 87 chiara.m.lombardi@uk.pwc.com Patrizia Lando + 78 7 patrizia.lando@uk.pwc.com North America Mitchell Roschelle +1 71 87 mitchell.m.roschelle@us.pwc.com Jeff Nasser +1 7 33 138 jeffrey.nasser@us.pwc.com Asia Pacific Ted Osborn +8 89 99 t.osborn@hk.pwc.com Anthony Boswell +1 8 1 anthony.dk.boswell@au.pwc.com Latin America Nico Malagamba nicolas.malagamba@br.pwc.com Japan Masahiro Komeichi +81 ()9 137 9 masahiro.komeichi@jp.pwc.com 1 PricewaterhouseCoopers Advisory SpA. All rights reserved. PricewaterhouseCoopers and PwC refer tot he network of member firms of PricewaterhouseCoopers International Limited (PwCIL). Each member firms is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm s professional judgment or bind another member firm or PwCIL in any way. 8 The Italian NLP market A sparkling H1-1