An introduction to the UBI Banca Group - September 2017
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An introduction to the UBI Banca Group September 2017
Disclaimer This document has been prepared by solicitation, offer, invitation or Group, please refer to publicly available Unione di Banche Italiane Spa (“UBI”) for recommendation to purchase, subscribe or information, including Annual, Quarterly informational purposes only. sell for any investment instruments, to and Interim Reports. It is not permitted to publish, transmit or effect any transaction, or to conclude any By receiving this document you agree to be otherwise reproduce this document, in legal act of any kind whatsoever. bound by the foregoing limitations. whole or in part, in any format, to any third This document may contain statements party without the express written consent that are forward-looking: such statements Please be informed that some of the of UBI and it is not permitted to alter, are based upon the current beliefs and managers of UBI involved in the drawing manipulate, obscure or take out of context expectations of UBI and are subject to up and in the presentation of data any information set out in the document. significant risks and uncertainties. These contained in this document possess stock The information, opinions, estimates and risks and uncertainties, many of which are of the bank. The disclosure relating to forecasts contained herein have not been outside the control of UBI, could cause the shareholdings of top management is independently verified and are subject to results of UBI to differ materially from those available in the half year and the annual change without notice. set forth in such forward looking reports. They have been obtained from, or are statements. based upon, sources we believe to be reliable but UBI makes no representation Under no circumstances will UBI or its (either expressed or implied) or warranty affiliates, representatives, directors, on their completeness, timeliness or officers and employees have any liability Methodology accuracy. whatsoever (in negligence or otherwise) for All data are as at 30th June 2017 unless Nothing contained in this document or any loss or damage howsoever arising otherwise stated. expressed during the presentation from any use of this document or its constitutes financial, legal, tax or other contents or otherwise arising in connection advice, nor should any investment or any with the document or the above mentioned other decision be solely based on this presentation. document. This document does not constitute a For further information about the UBI Page 2
Agenda
The UBI Banca Group
Background
UBI Banca and its Peers
UBI Banca’s stand alone profile at a glance
The Group Structure and consolidation of the Group’s market coverage in
geographical areas
The acquisition of the 3 Bridge Institutions: highlights
UBI Banca figures and the impacts of the acquisition of the 3 banks:
• Balance sheet: key figures as at 30th June 2017
• P&L: key figures as at 30th June 2017
Updated 2019-2020 Business Plan: key targets
The UBI Banca International Network
Contacts
Annexes
Page 3Background (1/2)
Unione di Banche Italiane Spa (“UBI Banca”) was formed following the merger of the skills and experience of
the BPU Banca and Banca Lombarda e Piemontese Groups (1st April 2007)
The history of UBI Banca is marked by a succession of mergers which have led banks with strong roots in local
communities to the significant reality of today
Birth of the
“Banca Mutua Birth of the
Popolare della Birth of the “BPU Banca
Città e “Società per la Acquisition of Group”
20 February 11 May 2017
Provincia di Stagionatura e “Banca Acquisition from the 1st April 2007 12 October 2017 Acquisition of
Bergamo”, l’Assaggio delle Popolare di of “Banca integration Birth of 2015 UBI Banca Nuova Banca
subsequently Sete ed Affini” Merger of BPB Ancona” (BPA) Carime” by of BPB-CV “UBI Banca” UBI is the concludes delle Marche,
renamed subsequently and “Credito by BPB-CV. BPCI and BPCI following the first incorporation Nuova Banca
“Banca renamed Varesino” Birth of the 2001 2003 merger of the popolare of dell'Etruria e
Popolare di “Banca (BPB-CV) BPB-CV Group BPU Banca bank to 7 Network del Lazio and
Bergamo” Popolare 1992 1996 Group and the
2000 become a Banks Nuova Cassa
(BPB) Commercio e Banca
Acquisition Joint Stock completing di Risparmio
1869 Industria” Lombarda e
of “Banca Company the Single di Chieti**
(BPCI) 1888 1998 Piemontese
Regionale Bank
Merger of CAB and Europea”* Group Project
BSPB with the by Banca
1992 creation of “Banca Lombarda.
1883 1888 1963 CAB acquires Lombarda” as The Group
Birth of the Birth of the BSPB acquires “Banco di San parent company and takes the
“Credito “Banca San “Banca di Giorgio” (BSG) contribution of name of
Agrario Paolo di Valle branch network of “Banca
Bresciano” Brescia” Camonica” CAB and BSPB to Lombarda e
(CAB) (BSPB) (BVC) “Banco di Brescia” Piemontese
Group”
* Banca Regionale Europea was created in 1994 following the merger between “Cassa di Risparmio di Cuneo” and “Banca del Monte di Lombardia”
As from 6th September 2017, the 3 Bridge Banks changed their denominations, namely Nuova Banca Marche into “Banca Adriatica S.p.A.”,
Page 4 **
Nuova Banca Etruria e del Lazio into “Banca Tirrenica S.p.A.”, and Nuova CariChieti into “Banca Teatina S.p.A.”Background (2/2)
Since 4th November 2014 UBI Banca is under the ECB’s Single Supervisory Mechanism.
UBI Banca is a joint stock company as from the 12th of October 2015. The transformation from co-operative was approved by a
general meeting of the shareholders on 10th October 2015, after a recent Law dated March 2015 established that cooperative banks
with total assets above 8€ bln must transform into Joint Stock Companies.
UBI Banca is listed on the Milan Stock Exchange and included , among others, in the FTSE/MIB and in the FTSE4Good indexes.
UBI Banca’s governance model is based on a “dualistic” system. Under this dualistic governance system, the shareholders appoint a
Supervisory Board (strategy and supervision). The current Supervisory Board was appointed on 2nd April 2016 by the General Meeting
of Shareholders of UBI Banca (15 members) for the 3-year period 2016-18.
The Supervisory Board, in turn, appoints a Management Board (day-by-day management of the bank), currently composed by 7
members.
47.7
38.1
Market Capitalisation* as at 11th September #4
2017 (EUR bln) 4.7
Source: “Il Sole 24Ore” – Italian Financial Newspaper – 4.4
Dated 12th September 2017 2.2
Page 5UBI Banca and its Peers
No. of branches as at 30th June 2017 Total assets as at 30th June 2017 (bln/€)
4,648* 891
3,614* 788
#4
2,302
1,948
1,860
1,282 168 #5
144
134
71
1 1
Customer loans as at 30th June 2017 (bln/€) Total direct funding 30th June 2017 (bln/€)
421 412
394
395***
#4
109 107*** #5
107
94 90**
98
47 49
Source: Press releases and presentations
* Domestic branches
Page 6 ** Excluding customers loans to be sold
*** Excluding reposUBI Banca’s stand alone profile at a glance:
Predominance of retail business, solid capital base and low risk profile
Approx. 4.5 million customers, with a market share in terms of branches at 6.9% as at 30 June 2017
Strong EUR 94.2 bln net customer lending and EUR 98.5 bln direct funding
competitive As at 30th June 2017, 71.0% of loans to customers were granted in Northern Italy, in particular 65.8% of total
positioning loans are granted in the North West of Italy, 20.0% in Central Italy and 9.0% in Southern Italy, while 59.5% of
customer deposits came from Northern Italy, 27.3% from Central Italy and 13.2% from Southern Italy
Capital ratios as at 30th June 2017:
Solid Capital CET 1 ratio phased in: 11.42% vs. 7.5% SREP requirement
and Balance CET 1 ratio fully loaded under Basel 3 rules: 11.32% (11.22% at year-end 2016)
Sheet Position Leverage ratio under Basel 3 (tier one capital / (on- and off-balance-sheet assets)) is at 5.66% phased in, 5.61%
fully loaded
Low level of gross non-performing loans, comparable with the best major Italian banks: Deteriorated
Loans/Total Gross Loans ratio of 14.1%
Good Asset
UBI Banca Stand Alone: after having almost halved the gross inflows from performing to NPEs in FY16, 1H17
Quality continues on the same path with a significant decrease (-8.2% YoY and -5.7% QoQ). Three Banks Acquired:
+100 mln/€ in 2Q17
78.1% of the Performing Exposures in the UBI Banca stand alone perimeter is low risk
MOODY’S S&P FITCH DBRS
Short-term bank deposits rating Prime-2 A-3 F3 R-1 (low)
Ratings
Long Term Issuer Rating Baa3 BBB- BBB- BBB (high)
EMTN senior rating Baa3 BBB- BBB- BBB (high)
Data as at 30th June 2017, related to UBI Banca Group including the Three Banks Acquired (Nuova Banca delle Marche, Nuova Banca
dell’Etruria e del Lazio e Nuova Carichieti ), unless otherwise stated
Page 7The UBI Banca Group structure, after the conclusion of the Single
Bank project and the acquisition of the Three Bridge Institutions
1,441 branches in Italy
Main Product Companies
Asset ■ UBI Pramerica (partnership with
Management Prudential US)
100.00% Factoring ■ UBI Factor
Banking Subsidiaries Leasing ■ UBI Leasing
21 branches, ~ 780
financial advisors Life ■ Lombarda Vita (partnership with Cattolica)
On 10th May, UBI Banca
Bancassurance ■ Aviva Vita Spa (partnership with Aviva)
concluded the purchase from
the National Resolution Fund of
the three banks. On 11th May,
the Supervisory Board of UBI > 500 branches
Banca approved their merger
into UBI Banca, to be completed
within Feb 2018
As from 6th September 2017, the 3 Bridge Banks changed their denominations, namely Nuova Banca Marche into “Banca Adriatica S.p.A.”,
Page 8 Note:
Nuova Banca Etruria e del Lazio into “Banca Tirrenica S.p.A.”, and Nuova CariChieti into “Banca Teatina S.p.A.”Consolidation of the Group’s market coverage in geographical areas in
which it is not present or is only partially present
UBI Banca Stand Alone (# of branches as at 31st Mar 2017) UBI Banca Group, new perimeter (# of branches as at 30th June 2017)
Trentino Alto Adige (1)
Lombardy Lombardy Trentino Alto Adige (1)
(685) (685)
Friuli Venezia Giulia (9) Friuli Venezia Giulia (9)
Valle d’Aosta Valle d’Aosta
(1) (1)
Veneto (27) Veneto (27)
Piedmont Piedmont
(164) Emilia Romagna (42) (164) Emilia Romagna (67)
Marches (78) Marches (302)
Liguria (36) Liguria (36)
Umbria (18) Umbria (50)
Tuscany Abruzzo (16) Tuscany Abruzzo (85)
(7) (94)
Molise (6) Molise (11)
Apulia (87)
Latium Latium Apulia (87)
(96) (163)
Campania Campania
(74) Basilicata (17) (72) Basilicata (17)
Calabria (76) Calabria (76)
Sardinia Sardinia
(1) (1)
Total # of branches 1,441 Total # of branches 1,948
Page 9The acquisition of Nuova Banca delle Marche, Nuova Banca dell’Etruria
e del Lazio and Nuova Cassa di Risparmio di Chieti: highlights as at Sept ‘16
An increase in UBI’s overall market share of over 1%
(both in terms of lending to businesses and households – net of bad loans – and in terms of direct funding)
Dimension of the Transaction:
over 900,000 customers
over 500 branches
5,000 employees
€ 12.4 billion of net loans
€ 18.5 billion of direct funding
€ 7.5 billion indirect funding (of which €3.9 AUM)
Note: As from 6th September 2017, the 3 Bridge Banks changed their denominations, namely Nuova Banca Marche into “Banca Adriatica S.p.A.”,
Page 10 Nuova Banca Etruria e del Lazio into “Banca Tirrenica S.p.A.”, and Nuova CariChieti into “Banca Teatina S.p.A.”UBI Banca figures and the impacts of the acquisition of the 3 banks
• 1H17 is the first set of results since the acquisition of Nuova Carichieti, Nuova Banca Etruria, Nuova Banca Marche
(the “Three Banks acquired” on 10th May 2017), whose economic results are consolidated with effect from 1st April
2017. In the next slides, data are provided with a breakdown that takes into consideration the previous UBI Banca
stand alone perimeter and the Three Banks acquired as an aggregate
UBI BANCA NEW GROUP
UBI BANCA STAND ALONE THREE BANKS ACQUIRED
(OR COMBINED ENTITY)
Economic figures for the new perimeter include only the 2Q17 data of the Three Banks acquired.
Balance sheet figures as at 30 June 2017 are compared with figures as at 31 December 2016, shown as the aggregate of UBI Banca stand
alone and Three Banks acquired.
• The results for the first half of 2017 include the impact of the allocation of badwill* which amounted to €995 million as
at 31st March 2017.
That allocation, which results from the restatement at fair value of the assets and liabilities acquired as at the first consolidation date, led
to the write-down mainly of non-performing loans, through the increase in provisions by €560 million gross (€375.3 million net of
deferred tax assets), while the value of medium to long-term performing loans was in line with the stated value. Much smaller write-
downs were recognised on medium to long-term funding, on software and on contracts relating to real estate property funds, while
slightly positive values were found for assets under management.
Following that allocation, the quota remaining relating to the “bargain purchase” recognised through profit and loss in the second
quarter of the year came to €612.9 million.
The adjustments carried out on balance sheet items following the purchase price allocation process have already given rise in the
second quarter to both positive and negative reversals for a net amount of +€13.8 million.
* IFRS 3 (R) allows final allocation of badwill to be carried out within 12 months from the acquisition
Page 11Balance sheet: key figures as at 30th June 2017
Loan to Direct funding = 73% of total assets
deposit
ratio of
COMBINED ENTITY
95.7%
Well-funded balance sheet (total 134.3 Retail banking balance sheet,
Loans to Due to
52% characterised by high share of retail
bln/€) with strong focus on commercial customers customers deposits (resilient sight deposit
business 70% volumes: over 60 bln/€)
Debt Wholesale funding (approx. 15 bln/€)
21% with focus on medium-to-long term
securities maturities, to match customer loans
Financial
13%
assets 19.5% Other *
Loans to customers Fixed assets 17% Including ~400 mln/€ share capital
7.5% Equity increased executed in June 2017
94.2 bln/€ net 83.2 bln/€ net 11 bln/€ net and others
COMBINED ENTITY UBI BANCA STAND ALONE THREE BANKS Assets Liabilities
• Decreasing NPEs stock (both gross -2.1% and net -2.7% vs Mar ‘17) COMBINED ENTITY
• Still lower inflows from performing loans to NPEs (-5.7% vs Mar ‘17, Financial Assets
on a path of consecutive reduction: -47% in FY16 vs FY15) 11.42% 11.32%
18 bln/€ 14.5 bln/€ 3.4 bln/€
• Low risk positions: 78.1% of the performing loan portfolio COMBINED ENTITY UBI STAND ALONE 3 BANKS
UBI
• High recovery rates (in FY16, 8.1% and 4.7% respectively for NPEs
BANCA
STAND
and bad loans)
of which: 11.9 bln/€ Italian Govies (5.8 bln€ AFS, ~6 CET 1 CET 1
ALONE • Decreasing cost of risk (under 70 bps annualised) phased in fully loaded
bln/€ HTM, 0.1 other)
• Increasing levels of coverage (NPEs: 36.3% stated, 46.7% including
write-offs; bad loans: 45.4% stated and 58.9% including write-offs) Liquidity guaranteed by high level of unencumbered eligible Notwithstanding the inclusion of
assets (10.6 bln/€ as at 30 June 2017, after taking 2.5 bln/€ of
• Highly guaranteed portfolio (over 75% for total loans, over 80 for
TLTRO2, value date 29th March 2017)
the Three Banks acquired under
standardised model
NPEs) and low Loan to Value (approx. 55%)
LCR and NSFR >1
* Including amounts “due to banks”, mainly referred to TLTRO (12.5 bln €)
Page 12P&L: key figures as at 30th June 2017
UBI BANCA STAND THREE BANKS
COMBINED ENTITY
of which ALONE ACQUIRED*
Core revenue: NII + Net fees & commissions 1,506 1,405 101
Operating income 1,739 1,626 113
Operating expenses -1,158 -1,022 -136
Net operating income 581 605 -24
Loan Loss provision -283 -287 4
Net impairment losses on financial assets and liabilities -99 -93 -6
Pre-tax profit from continuing operations 195 213 -18
Profit for the period before Business Plan impacts 103 128 -25
Profit for the period 83 111 -28
0
Profit NET of NON-RECURRING ITEMS 130 155 -25
• Net Interest Income trends: UBI stand alone NII stabilising; NII of the 3 Banks Acquired is totally originated by
business with customers
* Economic results consolidated
• Net Commission Income significantly up in UBI Banca Stand Alone benefiting from progressive strong volumes of with effect from 1st April 2017
AUM and insurance products placed but also from recovery in banking-related fees including badwill reversal allocated
Bln/€ COMBINED ENTITY UBI STAND ALONE 3 BANKS
AuM 42.3 40.2 2.2
Bancassurance 19.7 17.6 2.1
Total indirect funding 95.8 88 7.9
Page 13Updated 2019-2020 Business Plan: key targets (1/2)
The 2019/2020 Business Plan, originally announced on the 27th June 2016, was updated and
restated on the 11th May 2017, following the acquisition of the 3 Bridge banks
The balance sheet of the Combined Entity
CAGR CAGR
Figures in €B 2016 2019 2020 16-19 16-20
Net loans to customers (net of the CCG) 94.2 97.3 100.1 1.1% 1.5%
of which performing loans (net of the CCG) 84.9 88.8 92.0 1.5% 2.0%
of which non performing exposures 9.3 8.5 8.1 -3.0% -3.1%
Direct funding from customers 85.2 75.0 74.3 -4.2% -3.4%
Indirect funding from customers 89.6 114.8 124.4 8.6% 8.5%
of which assets under custody 30.8 26.6 26.7 -4.9% -3.6%
of which assets under management and insurance products 58.8 88.3 97.7 14.5% 13.5%
Total funding (direct + indirect) 174.8 189.9 198.6 2.8% 3.2%
Institutional funding 14.8 23.7 27.8 16.9% 17.0%
Interbank funding - (ECB) 10.01 10.0 8.5 0.0% -4.0%
Proprietary securities portfolio 19.2 17.7 15.2 -2.6% -5.7%
1 Increased to 12.5 billion value 29.03.2017
Page 14Updated 2019-2020 Business Plan: key targets (2/2)
The Income Statement of the Combined Entity
Figures in €Mln 2016 2019 2020 CAGR 16-19 CAGR 16-20
Operating income 3,592 4,102 4,459 4.5% 5.6%
of which Net interest margin 1,708 2,040 2,263 6.1% 7.3%
of which Net fees and commissions 1,523 1,790 1,912 5.5% 5.9%
Operating expenses (stated) (3,166) (2,445) (2,356) -8.3% -7.1%
of which Staff costs (1,914) (1,471) (1,404) -8.4% -7.5%
of which other administrative expenses (1,006) (801) (780) -7.3% -6.2%
Net operating income 426 1,657 2,103 57.3% 49.0%
Net impairment losses on loans (2,471) (612) (567) -27.7% -23.1%
Net Profit1 (1,861) 919 1,117 n.s. n.s.
Cost/income 88% 60% 53% n.s. n.s.
Cost of credit (bps) n.s.2 63 57 n.s. n.s.
1 Inclusiveof the absorption of the provision shortfall, the reversal of badwill arising from the purchase of the Bridge Banks and the use of deferred tax assets.
2 The 2016 cost of risk of the combined entity would be 262 bps including shortfall absorption in UBI Banca and losses from the disposal of NPLs in the Bridge Banks.
N.B.: the results take account of the new ACE (allowance for corporate equity) regulations
Structural balance and profitability indicators 2016 Stand Alone 2019 2020
CET1 ratio (fully loaded) 11.2% 12.3% 13.5%
Note: CET1 ratios include impacts
Total Capital Ratio (fully loaded) 14.1% 15.8% 17.0% from IFRS9 implementation, model
Leverage ratio (fully loaded) 5.6% 5.6% 6.2% change, new regulations on write
offs and default interest, etc.)
MREL 33.4% 27.1% 31.5%
Net Stable Funding Ratio >100% >100% >100%
Liquidity Coverage ratio >100% >120% >120%
Texas ratio 109% 98% 87%
Return on Tangible Equity n.s. 11% 12%
Page 15Agenda
UBI Banca international presence
Worldwide presence
Munich and Madrid Branches
Page 16Worldwide presence
Munich
Luxembourg
UBI Banca Branch Krakow
• UBI Banca International**
UBI Factor Branch Shanghai
• UBI Trustee SA
• UBI Management Co SA Zhong Ou Asset Management
Company Co. Ltd*
Antibes, Menton, Nice
UBI Banca Branches
Madrid
UBI Banca Branch
Shanghai
Representative Office
New York Hong Kong
Representative Office Representative Office
Mumbai
São Paulo Representative Office
Representative Office
Casablanca Dubai
Representative Office Vienna Moscow Representative Office
Business Consultant Representative Office
* Joint-venture in which UBI Banca holds 25% of the total share.
** On 28th April 2016 UBI Banca signed a contract for the sale of 100% of the share capital of UBI Banca International S.A. to EFG
Page 17 International AG.
***As of April 2017, the branches of Munich and Madrid (formerly UBI Banca International) have been incorporated into UBI Banca SpaMunich and Madrid Branches
Target customers Financial Institutions and Corporate customers
Products and services
Overdraft facility Advance on invoices
Credit and Bilateral Loans Medium and short term loans Real estate financing
Factoring with recourse, no recourse, with notification, not notification
Domestic/Export/Import Factoring, Confirming Reverse factoring
Advances on invoices
Invoice receivables discount & financing Bill discounting
Bid Bonds Advance Payment Bonds
Guarantees and commitments Financial Bonds Performance Bonds
Syndicated Loans
Deposits in the major currencies Execution of payments transactions
Corporate Banking services Internet banking
Advice Advice and services related to mergers and start up
(Trade Finance) (Under implementation)
Page 18Agenda
Contacts
Useful Addresses
UBI Banca - Financial Institutions
Representative Offices Contacts
Foreign Branches
Page 19Useful Addresses
Swift Cheques Remittances
Please send all swift correspondence to UBI BANCA S.P.A.
Uff. Assegni Esteri
Via Teatro G. Toselli, 6
12100 Cuneo (CN)
Italia
BLOPIT22 Contact:
Ms Luciana Allinio
Tel. +39 0171 454 667
E-mail: luciana.allinio@ubiss.it
Page 20UBI Banca – Financial Institutions
Isabella Moavero
Head of Financial Institutions
Raffaella Chilelli
Foreign Branches Coordinator
raffaella.chilelli@ubibanca.it
STAFF
Sara Miglioli
Lorenzo Tassini Paolo Vitali Alessandro Guidi
Head of Correspondent Banking Head of International Network Stefano Alliata
correspondent.banking@ubibanca.it ubiworld@ubibanca.it
Alistair Newell STAFF
• Indian Subcontinent, China & Far REPRESENTATIVE
Relationship Manager East, Oceania Chiara Casalini
alistair.robert.newell@ubibanca.it OFFICES Jasmina Dzindo
Antonella Taiocchi
Ernst Rolf Hartmann Elena Voronova
• North America, Central America,
Relationship Manager South America, Caribbean, Israel
ernst.rolf.hartmann@ubibanca.it
Gian Luca Perone
Relationship Manager • Turkey, Middle East, Africa
gian.luca.perone@ubibanca.it
Maria Lagonigro
Relationship Manager • Europe & CIS Countries
maria.lagonigro@ubibanca.it
Marco Camozzi • Global Players – Responsible for
Relationship Manager relationships with multi-regional
marco.camozzi@ubibanca.it banking groups & Special Projects
• Silvia Colosio
STAFF • Elisa Gasparini
• Matteo Scandella
Page 21Representative Offices Contacts
MUMBAI HONG KONG SHANGHAI
Ms Rajeshree Balsari Mr Andrea Croci Ms Lu Bo
mumbai@ubibanca.com hongkong@ubihk.com office@ubibanca.sh.cn
Tel. +91 22 22023601 Tel. +852 2878 7393 Tel +86 21 61675333
Fax +91 22 22023603 Fax +852 2878 7932 Fax +86 21 61675582
MOSCOW SAO PAULO VIENNA (Business Consult.)
Mr Ferdinando Pelazzo Mr Isidoro Guerrerio Ms Annick Stockert
moscow@ubibanca.com saopaulo@ubibanca.com annick.stockert@esterni.ubibanca.it
Tel. +7 495 725 4466 Tel. +55 11 3063 0454 Tel. +43 1 514 37 26
Fax +7 495 725 4465 Fax +55 11 3063 3785 Fax +43 1 514 37 60
DUBAI NEW YORK CASABLANCA
Mr Luigi Landoni Mr Andrea De Benedittis Mr Abdelkrim Sbihi
ubi-dubai@ubibanca.it ubi-newyork@ubibanca.it ubi-casablanca@ubibanca.it
Tel +971 4 3277289 Tel +1 646 871 7600 Tel +212 520 48 12 70
Fax +971 4 3277290 Fax +1 646 205 4006 Fax +212 520 48 12 72
Page 22Foreign Branches
Munich Madrid
Contacts Contacts
Mr. Vitale Bonacina, General Manager Mr. Enrique Salomone, General
Manager
5, Nymphenburgerstrasse, 80335,
Munich Torre Espacio Planta 45
Pº Castellana, 259 – 28046 Madrid
Ph: (+49) 89-29006114
Ph: (+34) 91 334 40 61
Email: vitale.bonacina@ubibanca.it
Email:
enrique.salomone@ubibanca.it
BIC CODE BIC CODE
BEPODEMM UBIBESMM
Page 23Agenda
Annex
Other main Group Companies
Page 24Other main Group Companies
IW Bank Private Investments is the result of the merger between IW Bank (market
leader in online trading in Italy with a strategy based on three fundamental objectives:
continuous product/service innovation, constant development of technological platforms,
professional support for the customer) and UBI Private Investment, the network of
financial agents of the UBI Group
Asset Management – Joint Venture with Prudential US
● UBI Pramerica develops, manages, markets and distributes a wide range of financial
products and services dedicated to private customers and institutions. It has been
awarded various international prizes.
● 50.8 bln EUR in Assets Under Management
● UBI Leasing offers its clients financing for asset acquisition such as: instrumental
leasing, real estate leasing, car leasing, aero naval leasing as well as specific
insurance and accessory services.
● 6.2 bln EUR in net Loans to Customers
● UBI Factor offers highly specialized factoring services to companies and public
administrations. The company is based in Milan with a capillary structure across the
national territory and is present also in Poland with its Krakow subsidiary. Since 1984
UBI Factor is part of the Factors Chain International network which allows it to retain a
presence in more than 75 countries and with more than 270 foreign partners.
● 4.5 bln EUR Turnover; 2.2 bln EUR net Loans to Customers
Page 25 Data as at 30.06.2017You can also read
