THE FUTURE: POSTE 2020

SIGNIFICANT VALUE CREATION POTENTIAL THROUGH TRANSFORMATION AND GROWTH

AN INTEGRATED SERVICE INFRASTRUCTURE WITH DISTINCTIVE COMPETITIVE ASSETS

⁽¹⁾ Only in Post Offices
2014 data

A MULTICHANNEL, INTEGRATED PLATFORM WITH UNPARALLED CUSTOMER REACH

⁽¹⁾ Poste Italiane data as of December 2014
⁽²⁾ Including 6,640 specialized consultants, 1,732 salesmen dedicated to small and medium enterprises, 1,095 visiting sales consultants and promoters, c.500 salesmen dedicated to large enterprises and Public Administrations, 436 specialized consultants in Poste Mobile corners, 48 specialized consultants for Poste Assicura
⁽³⁾ Customers included in CRM database through tax code

LEADING POSITION ACROSS PRODUCT SEGMENTS

⁽¹⁾ #1 by Company, #3 by Group
⁽²⁾ Active cards
⁽³⁾ Payment collection includes direct debit, bill payments, payment slips, tax payments (F24) and payments by advice (MAV)
⁽⁴⁾ New Italians: Regularly resident immigrants; refers to retail finance
⁽⁵⁾ Young market: Italian population under 35 years old; refers to retail finance
⁽⁶⁾ Based on revenues; do not include USO, printing and document management
Note: Market shares and data as of 2014, unless otherwise stated
Source: ANIA, Bank of Italy, Poste Italiane internal estimates

PAYMENTS AND TRANSACTIONS

• LEVERAGING ON THE LOYALTY OF THE RETAIL CUSTOMER BASE
  to adapt products and services offered to the needs of individual customer segments.
• CROSS SELLING INITIATIVES
  A significant percentage (approximately 60%) of the Group’s customers have used only one service from Poste Italiane. As a consequence there is an opportunity to implement transparent cross-selling processes that allow for additional products to be offered to customers in order to meet a more varied range of needs.
• DEVELOPMENT OF PRODUCTS AND SERVICES
  
  • drawing on the Company's strong partnership with CDP, the launch of new postal savings products;
  • support in the distribution of asset management products;
  • the re-launch of retail loan products and services offered and supplied through third party partners by updating the product range;
  • the expansion of transaction banking services offered, including electronic payments, collections and payments.
• REORGANIZATION OF THE RETAIL SERVICE MODEL
• DIGITAL REPOSITIONING OF BANCOPOSTA
  in the context of the Group's multi-channel strategy.

ASSET GATHERING AND INSURANCE

• GROW ITS ASSET MANAGEMENT OFFERING
  through the reinforcement and diversification of life insurance and fund products and services, which will enable the Company to offer both guaranteed and non-guaranteed forms of investment, as well as taking advantage of expected growth in savings in Italy.
• INCREASE SUPPORT TO THE BANCOPOSTA STRUCTURE
  and, through it, the Group’s network in strengthening pre- and post-sales consultants for savings and insurance products and in developing training programs for post office personnel.
• DEVELOP ITS PORTFOLIO OF WELFARE, PRODUCTS AND SERVICES
  with the goal of integrating the public welfare model, by offering customized products and value-added services to customers, including through innovative electronic products with the possibility for customers to access products remotely through websites and mobile apps.
• FACILITATE THE TRANSFORMATION IN ITS INVESTMENTS
  through the diversification of assets and the adaptation of processes and models to respond to new market conditions characterized by low interest rates, volatility in the financial markets and a more stringent regulatory framework.

MAIL AND PARCELS

• SIMPLIFICATION OF THE PRODUCTS AND SERVICES OFFERED
  reduce the number of parcel services in order to align them to the a needs of different types of customers and to introduce a modular set of products and services in order to better meet customers' needs and to personalize services.
• OFFERING EXCELLENCE AND EFFECTIVENESS IN ITS OPERATIONS
  through the integration of the networks and infrastructure of SDA and Poste Italiane. Poste plans to:
  
  • focus specifically on making the last mile of delivery more efficient by ensuring that the delivery services carried out by express couriers and postmen complement each other;
  • invest in the automation, centralization and specialization of mail sorting and sequencing activities in order to achieve a reduction in costs, greater control and a shorter timeframe for the entire sorting process;
  • automate its parcel sorting centers in order to support the growth in parcel volumes in the mail and parcel volumes and to improve the timing of deliveries and the quality of the services.
• ADAPTING PROCESSES AND PRODUCTS AND SERVICES TO LEVERAGE ON THE NEW LEGAL FRAMEWORK AND THE REDESIGN OF THE UNIVERSAL POSTAL SERVICE
• FOCUS ON QUALITY
  improve the quality of the services provided through process innovations and new tools, thereby increasing the trust of senders of large amounts of mail and improving the customer experience.