UBI Banca Group

The operation required the adoption of limited geographical and occupational mobility
measures for the workers concerned.
A procedure was commenced again in June relating to the action to streamline the distribution
network of the network banks in accordance with the 2011-2015 Group Business Plan. This
involved the roll out of the new “hour glass” distribution model started on 1 st August and the
start in October of preparatory and preliminary activities necessary for the implementation of
the “mass market team” and “developers” projects to run from 2012.
Discussions were commenced in October on company bonuses for 2010 and were concluded
with the signing of the relative trade union agreements in all Group banks and companies.
Contract negotiations, started on 21 st September 2011 were also concluded with a trade union
agreement in November concerning changes to the organisational structure of Centrobanca
and the transfer of the management of non-performing loans to the “Problem Loans and Credit
Recovery” Area at UBI Banca. The operation involved the adoption of limited geographical
mobility measures.
Finally, to complete the picture of discussions and negotiations with trade unions, mention
must be made of agreements reached on specific company issues, normally involving second
level negotiations, signed at UBI Banca, Banca Popolare di Bergamo, Banca Regionale
Europea, Banco di Brescia, Banco di San Giorgio and Banca di Valle Camonica.
Negotiations were commenced at the start of the new year on a series of actions to streamline
the branch network of the Group and to revise the distribution model at Banca Popolare
Commercio e Industria, with the introduction of a “Head Branch” and “Group Branch” model
already in operation in other Group banks 3 . Here too, the repercussions involved the adoption
of limited geographical mobility measures.
Finally negotiations were commenced on 9 th March 2012, concerning the merger of B@nca
24-7 into UBI Banca and the contribution of assets consisting of salary or pension backed
loans from B@nca 24-7 to Prestitalia 3 . Naturally the most appropriate solutions will be
sought in the trade union negotiations required under labour agreements to reduce social
repercussions on the working conditions of employees, by making use of the instruments
provided for in the labour agreements and the relative law.
Training
Training activities are traditionally designed to develop and enhance the technical and
professional knowledge, managerial experience and abilities and the ethical and cultural
behaviours present in the Group. In 2011 they involved the delivery of over 103 thousand
training days (inclusive of
classroom, job experience and
remote training), an increase of
7% compared to the previous
year and an average of
approximately 5.6 training days
per person (5.2 in 2010).
Training activity by subject areas in 2011
Subject area
Classroom
Remote
training
Total
ob experienc person/days of
training
Insurance 14,726 14,990 - 29,716 28.7%
Commercial 9,248 - 161 9,409 9.1%
Finance 4,351 290 195 4,836 4.7%
Credit 8,412 447 2,521 11,380 11.0%
Managerial-Behavioural 9,732 - - 9,732 9.4%
Regulatory 6,260 20,624 7 26,891 26.0%
Operational and other subjects 4,214 3,570 3,692 11,476 11.1%
TOTAL 56,943 39,921 6,576 103,440 100.0%
The main initiatives carried
forward during the year included:
• the completion of the “ValoRe in Rete”, training workshop started in 2010, designed to
stimulate and enhance the role of existing Branch Managers;
%
3 See the section “Significant events that occurred during the year” for further information.
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