UBI Banca Group

dynamic use of credit recovery services in the field for the management of small amounts
and periodic disposals where recovery has failed, or internal management specialised by
type with the assignment of portfolios to non performing loan account managers at UBI
Banca); the assignment of recovery objectives and the management and valuation of
property guarantees.
The “simplicity” objective
This project, which had already been commenced when the Business Plan was approved and
was incorporated within it because of its importance and the new areas identified for its
development, consists of three lines of action:
a) the simplification and streamlining of distribution network processes.
Twenty two initiatives were already completed in 2011 concerning the “easy sale of banking
products” (integration and automation of contract forms, the introduction of checklists for
documentation to be acquired), the “easy sale of financial and investment products and loans”
(the revision of processes for the sale of bonds, the automation of forms for the subscription of SICAVs
and the creation of a multi-SICAV form for switches, redemptions and additional payments, an
electronic diary of financial movements, the automation/integration of forms for loans to small
businesses and private individuals) and “Easy Work” (a new UBI Desk work station, circular editing
of customer directories, optimisation of the management of portfolio receipts, the integration of remote
banking movements in a series of procedures, the automation of utility statements and cheque book
supplies, new design for financial profile questionnaires). An additional twelve initiatives to
simplify branch operations have been planned for 2012 in both the commercial and the
operational spheres;
b) the use of signatures on tablets (a technology that can be used to sign forms and
documents by placing a signature directly on the screen of a tablet).
In the second half of 2011, the experimental pilot stage of current account paying in and
withdrawal transactions was commenced for private individual customers in selected
branches with high volumes of business, in view of extending the technology to all
operational outlets of the Groups and just as soon as regulations will allow, it will be
extended to a larger number of branch processes (the paperless banking project);
c) streamlining of internal regulations, by means of a new dedicated intranet site, “The
Regulations Portal”.
Activities to “rationalise” regulations (on a mass basis or when regulation booklets were
issued) has been virtually completed (regulations have been reduced from approximately
100,000 documents existing in November 2010 to a little more than 4,600 circulars). The
new portal is also now online and accessible by all the network banks and product
companies, with a simple and functional interface that can be customised on the basis of
user requirements.
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