UBI Banca Group

(branch, contact centre and direct channels), with the migration of “low value” transactions on
the one hand and the strengthening of cross selling on the other.
From an organisational viewpoint, in their full version MMTs are composed of the following:
- a customer contact, focused primarily on the sale of the more complex products, on credit and risk management
activities, and also on post sales assistance and management (and, where necessary, on support to accounting
and administrative processes);
- a customer assistant, who mainly performs various cashier functions and sells simple products, while also
providing support to back-office activities;
- an operations area assistant who performs mainly back-office activities.
The team manages the mass market by reacting to customer flows from the contact centre and
to spontaneous customer flows making strong resort to complementary channels for both
development activities and for the migration of business.
Preparatory activities (analysis, definition and revision of branch activities affected, setting the
size of network units, management and selection of staff, carrying out a pilot test, job
shadowing, publication of rule books) were completed in 2011, while team operating activities
started in 2012.
At the same time the retraining of selected staff from network branches allowed the
“Developers Project” to be launched, the creation of a significant developer force to focus on
the “high value” segments (affluent, SEOs and SMEs with up to €15 million of turnover) and
on high potential growth geographical areas. Development follows a systematic “businessbusiness
person” approach (based on business-family relationships) and it benefits from
specific marketing initiatives, designed to enhance local relationships.
Developers operate within the branch to which they are assigned with the task of acquiring
new customers. The management of customers acquired continues to be performed by
developers themselves for a period of between 12 and 24 months before being handed over to
ordinary branch management.
The stages for the launch of the programme (with the identification of the branches allocated,
communication to the network branches, motivational initiatives) and the selection of the
candidates (with the formation of catchment areas on which to draw from, fuelled by selfcandidates
and supplemented with personnel proposed by the network banks) were concluded
in December 2011. The first appointments to the position were made in January and February
and training for qualification began. The programme will involve a workforce of approximately
700 developers, when fully operational.
The management of problem loans
The Business Plan contains four projects – the pro-active management of non-performing
loans, problem credit quality, a non-performing loan platform, a new monitoring model – the
implementation of which took place firstly in the network banks as follows:
• a new governance model, with the overall revision of models and units at UBI Banca and in
network branches. With the launch of LLACs (local loan approval committees), the cross
process perimeter in the credit recovery sphere was extended at the same time, with the
introduction of a customer contact role operating locally on problem loans. Like the local
customer contacts for the credit quality of performing loans, this is a specialist role which
monitors portfolios of impaired customers, supports the heads of Local Headquarters in the
management and monitoring of distribution network activities and directly manages the
positions assigned to them. They work with customers in taking action to correct problem
loan positions;
• active management of the credit quality of performing loans designed to prevent problems
from arising, through a local commercial approach overseen by Local Headquarters which,
supported by a horizontally integrated IT platform across commercial and credit processes,
performs pro-active monitoring of portfolios, translating information into action to be taken
by commercial account managers;
• segmentation of problem loans (past-due, operationally impaired and repayable) on the
basis of the customer segment to which they belong, the amount of the sums involved and
the consequent implicit risks, and a cluster approach with specialist roles at Local
Headquarters;
• pro-active management of non-performing loans based on an industrialised and centralised
credit approach, which involves the following: the segmentation of the portfolio on the basis
of either outsourced or internal strategies (with outsourcing of structured, automated and
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