UNICREDIT PROFILE – CEE RETAIL

UNICREDIT PROFILE – CEE RETAIL
CEE Identity & Communications
Milan, September 2014
UNICREDIT HAS ACHIEVED EXCELLENT RESULTS …
Turnaround
1993
Consolidation
1998
Privatization
2001
Federal Group
Selective Growth
2005
2007
Pioneer
HVB,
BA-CA
Reorganization of
service model
(segmentation)
introduction of
new incentive
systems
Integration of 7 Italian
banks, centralization of
IT and back office, start
of international
acquisitions
2010-2013
Balance Sheet derisking and capital
strengthening
Restoring of a
solid liquidity profile
Reducing
complexity and
costs
S31
Central and Eastern Europe (CEE)
Asset Management
Organizational
Simplification
Capitalia
Continued expansion
into international
markets with HVB and
BA-CA, strengthening
of domestic markets
with Capitalia
Business relaunch
2014
Strategic Plan
2013-2018
Strategic Plan
ONE4C
UniCredit is a
rock solid
commercial
European Bank
Increase in profitability
Focus on risk culture
Investment in growing
business
Increasing of multichannel
capabilities
Efficiency gains: cost/income ratio reduced by more than 18 pp from 1994 to 2013
1
2
This project led to the creation of three banks in Italy specializing in different customer segments: UniCredit Banca for the retail business,
UniCredit Corporate Banking for the corporate business, and UniCredit Private Banking for the private banking business
… AND TODAY IS A LEADING EUROPEAN BANKING GROUP
 Employees: more than 149,0001
 Branches: 8,7722
 Banking operations
in
17 countries
 International network spanning:
~ 50
countries
 Global player in asset management:
€ 185,5 bn in managed assets3
 Market leader in Central end
Eastern Europe leveraging on the
region's structural strengths
1 Data as at June 30, 2014. FTE “Full Time Equivalent”= number of employees counted for the rate of presence.
3
Figures include all employees of subsidiaries consolidated proportionately, such as Koç Financial Service Group employees.
2 Data as at June 30, 2014. Figures include all branches of Koç Financial Services Group calculated at 100%.
3 Data as at June 30, 2014.
UNICREDIT HAS AN INTERNATIONAL PROFILE
WITH A STRONG EUROPEAN IDENTITY …
UniCredit Shareholder Structure1 (%)
UniCredit Employees by Country 2(%)
Others
1%
CEE
33%
34%
Retail Miscellaneous
and Unidentified
Investors*
Italy
Institutional
Shareholders
6%
24,3%
13%
13%
Austria
Germany
Poland
48,3%
UniCredit Branches by Region3 (%)
Austria Others
27,4%
Stable
Shareholders
Germany
10 31
Poland
11
46
CEE
4
Italy
29
•Including unidentified holdings, treasury shares and cashes
1 Source: UniCredit analysis on Sodali data – All data based on ordinary shares as at 31 March 2014.
2 Data as at June 30, 2014. FTE “Full Time Equivalent”= number of employees counted for the rate of presence. Figures include employees of Koç Financial Group calculated at
100%.
3 Data as at June 30, 2014.
…AND WITH WELL-BALANCED REVENUES
Consolidated Total Revenues1
By Business Lines (%)
1 Data as at June 30, 2014. These figures refer to Condensed Income Statement.
5
2
CIB: Corporate & Investment Banking Division which includes the former divisions Corporate Banking and MIB
By Region (%)
THE GROUP CAN LEVERAGE ON ITS STRATEGIC POSITIONING
NOT ONLY IN ONE OF EUROPE’S WEALTHIEST AREAS …
GDP per capita1
Austria
Germany
Italy
1
6
Source: Eurostat, UniCredit Research.
Nominal GDP per capita as at December 31, 2013 (EU27=100).
2 Market Share in terms of Total Customers Loans as at December 31, 2013
141.9
Market share2
No. 1
2.5%
126.2
103.4
14%
No. 2
12.6%
… BUT ALSO IN CEE
Czech Republic
 9% market share
 106 branches
Slovakia
 6.7% market share
 78 branches
Hungary
 6.4% market share
 85 branches
Baltics
#2
Leasing
Russia
 1.5% market share
 107 branches
#5
#6
#6
#4
#5
Romania
 7.6% market share
 185 branches
Croatia
 26.9% market share
 146 branches
#1
Bulgaria
 14.7% market share
 203 branches
#1
Turkey
 9.2% market share
 968 branches
Serbia
 8.8% market share
 74 branches
#3
Rep. Office in
FYR Macedonia
and
Montenegro
#9
Ukraine
 3.5% market share
 350 branches
Slovenia
 6.4% market share
 39 branches
Bosnia and Herzegovina
 21.1% market share
 130 branches
7
#4
Poland
 10.6% market share
 1,000 branches
Azerbaijan
 2% market share
 16 branches
#1
#5
#12
Ranking and market shares in Total Assets as of March 31, 2014 (except for Bosnia and Herzegovina, Hungary and Romania – as of Dec.31, 2013);
Number of branches - as of June 30, 2014
Source: UniCredit
UNICREDIT CAN RELY ON A STRONG COMPETITIVE ADVANTAGE COMING
FROM ITS BUSINESS MODEL FOCUS ON CUSTOMER PROXIMITY
Customer
proximity
Global
functions
specialization
Holding
global
coordination
8
Higher responsibility of the Countries/ local Banks, through increased autonomy and
decision levers, in order to guarantee increased proximity to the client and faster
decision processes - direct management of marketing activities and of certain
businesses
Maintaining the so-called “global” Divisions / functions [Corporate Investment
Banking (CIB)/ Global Banking Services (GBS)] which allow the Group to maintain
and increase a competitive advantage in terms of costs and competencies, while
envisaging the refocusing of CIB Division on selected customers with a strong
demand for “Investment Banking” products
Confirmation of the steering, coordination and control role of the Holding
Company, in particular through a focus on internal control topics, a supervision of
Group key processes and a global coordination of some functions (Planning, Finance
& Administration, Risk Management and Legal & Compliance
UNICREDIT MAINTAINS ITS LEADERSHIP POSITION IN CEE
Total Assets
EUR bn
Data as of
FY2013
142 116
UniCredit
(4)
RBI
Erste
(5)
SocGen
KBC
9
(1)
Net Profit (2)
EUR mn
1,945 1,299
81
892
79
872
76
763
56
3,148
3,927
15
3,010
1,861
771
19
29
83
19
56
6
2,518
692
CEE, % share in
Group revenues
Countries of
presence (3)
Number of
Branches
15
17
30
4
ISP
38
-199
1,268
11
OTP
35
216
1,434
9
11
n.m.
Note: (1) 100% of total assets for controlled companies (stake > 50%) and pro rata for non- controlled companies (stake < 50%), except for OTP; (2) After tax and before minorities;
(3) Including direct and indirect presence in the 25 CEE countries, excluding representative offices; (4) Results of RBI exclude group corporate, markets and corporate center segments;
(5) Including Albania as of FY2012.
SOURCE: UniCredit CEE Strategic Analysis
CEE RETAIL - THE FOOTPRINT
Ukraine 3
(2.8%; 7.4%)
UniCredit CEE bank
(Market share
Russia
(0.4%; 1.4%)
Deposits; Market
share Loans)1
CEE RETAIL
Over 24,500
Czech. Rep.
(3.7%; 3.6%)
Employees4
~ € 28 bn
Slovakia
(3%; 5.1%)
Loans to Retail
customers2
Hungary
(4.6%; 4.4%)
~ € 24 bn
Slovenia
(3.3%; 9%)
Deposits from Retail
customers2
Croatia
(24.8%; 24.3%)
Bosnia and
Herzegovina
(23.7%; 25.3%)
Serbia
(3.4%; 5.9%)
1
10
Romania5
(3.8%; 5.7%)
Bulgaria5
(11.4%; 14,4%)
Turkey
(8%;10.2%)
Source: UC CEE Strategic Analysis, June 2014. Market share data include loans to and deposits from households and non-profit institutions servicing households. Romania and
Bulgaria including UCFIN. Turkey “pro quota”.
2 Data as of June 2014 at constant FX Budget ’14 Rate. Turkey “pro quota”. 3Ukraine refers to Ukrsotsbank and UC Ukraine
4 Total FTEs as of June 2014, Turkey 100%.
5 Loans and Deposit volumes refer to Mass, Affluent and Small Business client segment.
CEE RETAIL - REVENUES BREAKDOWN BY COUNTRY AND SUBSEGMENT
Revenues Year-to-Date June 2014, EUR mln at constant budget rates
MM
Russia
Czk & Skk*
AFF
+
109
38
SB
+
12
33
23
20
Croatia
72
47
Turkey**
73
31
=
Total
154
82
30
148
151
Hungary
34
13
21
Bulgaria
49
21
34
Romania
41
4
24
255
69
103
70
Slovenia*
8
1
5
13
Serbia
9
3
4
16
Ukraine
43
1
20
Bosnia UCI
28
6
4
0
1
Bosnia NBB
Total
7
511
161
64
38
8
348
1.020
Source: Segment Reports June 2014. Where revenues of AFF and SB are not available (equal to 0) are conventionally attributed to MM.
Notes: **TK pro-quota, revenues in other client category related to Credit Card business have been allocated to MM . *CZ,SK,SI other clients are allocated also to MM: As of 01.01.2014 banks merged in UC
Czech Republic and Slovakia.
11
CEE RETAIL - THE STRATEGY
Simplicity and Innovation in building sustainable business with our present and prospective customers.
CUSTOMERS: Customer at the centre of our activity is primary key for business sustainability.
 Leveraging on new trends in Retail business, UniCredit reshapes the service model going in the direction of an
efficient and professional "industrialized" and "standardized" business model.
 Simplicity, transparency and time to market delivery to gain leadership in servicing targeted client segments.
 Development of non traditional offers to increase customers engagement and satisfaction
CHANNELS AND CRM: Technological innovations to better identify target client groups and needs in order to
define appropriate strategy to supply solutions in terms of products, services, pricing and communication.
 Set of initiatives that represent the starting point to turn UniCredit multichannel network into a sustainable
ecosystem in the new distribution mix. Sales and communication solutions to:
 enlarge bank proximity,
 provide full range of contact and service delivery opportunities to present and prospective customers,
 Re-define branch coverage and business model.
 Improve banks efficiency and effectiveness, leveraging on CRM platform, to enable the development of high
value propositions and the achievement of market share growth targets.
 Deposit growth to deepen the customer relationship and to support balanced financing to business.
12
CEE DIVISION - CONTACTS
CEE CIB
CEE CIB Head – Gianfranco Bisagni
UniCredit Bank Austria AG
Schottengasse 6-8
1010 Wien
Austria
Tel. +43(0)5 05 05 51733/+43(0)5 05 05 51701
CEE RETAIL
CEE Retail Head – Mauro Maschio
UniCredit Bank Austria AG
Julius Tandler-Platz, 3
1090 Vienna
Austria
Tel. +43(0)5 05 05 53302/+43(0)5 05 05 53545
CEE PRIVATE BANKING
CEE CIB Head – Jan Tronicek
UniCredit Bank Austria AG
Renngasse, 3
1090 Vienna
Austria
Tel. +43(0)5 05 05 51253
13

Download Report