UNICREDIT GROUP PROFILE

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UNICREDIT GROUP PROFILE
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UNICREDIT HAS SYSTEMATICALLY OPTED FOR
BREAKTHROUGHS, ENABLING IT TO ACHIEVE EXCELLENT
RESULTS
SELECTIVE GROWTH
CONSOLIDATION
TURNAROUND
1993
2001
2005
1998
2007
Privatization
Federal Group
S31
Central and Eastern Europe (CEE)
Pioneer Investments
CAPITALIA
HVB BA-CA
Reorganization of the Groups customer service
model (segmentation) and the introduction of new
incentive systems
Completion of process of creating internal
divisions, continued expansion into international
markets with HVB and BA-CA, strengthening of
domestic markets with Capitalia
Integration of seven banks, centralization of IT
systems and back office activity, start of
international acquisitions
Excellent operating performance EPS rose at
annual rate of 21 from 1994 to 2008 Efficiency
gains cost/income ratio reduced by 23.2 pp from
1994 to 2008
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AND TO BECOME A MAJOR BANKING GROUP
UniCredit Group at a glance
Employees 174,0002 Branches 10,200
Banking operations in 22 countries
International network spanning 50 countries
Global player in asset management
167 bn in managed assets3 Market leader in
Central and Eastern Europe leveraging on the
regions structural strengths
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UNICREDIT HAS A CLEAR INTERNATIONAL PROFILE BASED
ON A STRONG EUROPEAN IDENTITY
UniCredit Shareholder Structure4 ()
UniCredit Employees by Nationality5 ()
Treasury shares
Others
26
Italy
33
Institutionals
1
Retail
6
Austria
10
13
19
12
Turkey
Germany
Poland
51
UniCredit Branches by Nationality5 ()
Others
29
Austria
1
Core
3
Germany
8
Italy
49
39
CEE
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AND BENEFITS FROM A WELL BALANCED REVENUES MIX
BOTH BY BUSINESS LINES AND BY GEOGRAPHIES
Consolidated Total Revenues6
By business lines ()
By geographies commercial banking activities
()
Markets Inv. Bank.
Others
Asset Management
Austria
1
Private Banking
1
4
Retail
5
Italy
Germany
8
41
12
23
Corporate
49
30
CEE7
26
CEE7
Commercial bankingis the bulk of our business
Groups operations well diversified on
international markets
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THE GROUP CAN LEVERAGE ON ITS STRATEGIC
GEOGRAPHICAL POSITIONING NOT ONLY IN ONE OF
EUROPES WEALTHIEST AREAS
GDP per capita8
Ranking
Market share
123.8
No. 1
17
Austria
No. 3
4
Germany
114.7
No. 2
16
101.9
Italy
7
... BUT ALSO IN THE CEE REGION CHARACTERIZED BY
STILL REMARKABLE STRUCTURAL STRENGTHS DESPITE
SOME CYCLICAL WEAKNESSES
STRENGTHS
cyclical
structural
?
Long-term real convergence prospects are strong
?
Strong EU anchor with a strong bank regulatory
environment
?
Very strong commitment of non-resident banks to
CEE region
?
Imbalances to significantly improve in 2009/10
WEAKNESSES
cyclical
structural
?
Economic slowdown
?
Relatively high external financing requirements
?
Relatively high FX leverage ratios in some
countries
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UNICREDIT CAN RELY ON A STRONG COMPETITIVE
ADVANTAGE COMING FROM ITS BUSINESS MODEL BASED ON
SPECIALIZATION
Network Management Retail Networks, Corporate
Banking and Private Banking in charge of
clients coverage to maximizelong-term value and
customer satisfaction
Centralized Product Factories/ Key Business
Functions Markets Inv. Banking, Asset
Management, Leasing, Household Financing, Global
Transaction Banking and Retail Marketing
Segments as value added centers for all
geographies
DIVISIONAL MODEL
Multi-local approach empowering Groups local
banks to oversee distribution network and
customer relationships
Global Service Factories back office, ICT,
credit collection, procurement services and real
estate supplying network management divisions
and product factories with specialized services
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AND ENHANCED BY A STRONG SET OF VALUES
Our set of values is based on integrity as
condition of sustainability
to transform profit into value
for all our stakeholders

• Colleagues
• Customers and suppliers
• Investors
• Local Communities

• Fairness
• Transparency
• Respect
• Trust
• Freedom to act
• Reciprocity

For UniCredit the pursuit of profit is a
positive value because it assures continuity
and independence, building - via integrity
our reputation vis-à-vis all stakeholders Integri
ty assures sustainability, which makes it
possible to transform profit into value
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ATTACHMENT 1 EUROPEAN BANKING NETWORK
DE HypoVereinsbank DAB Bank
IT UniCredit Banca UniCredit Banca di
Roma Banco di Sicilia UniCredit
Corporate Banking UniCredit Private
Banking FinecoBank UniCredit Family
Financing Bank
AT Bank Austria Schoellerbank
Bank Privat
CZ UniCredit Bank
HU UniCredit Bank
AZ Yapi Kredi Azerbaijan
KZ ATF Bank
Baltics UniCredit Bank
KS ATF Bank
BIH UniCredit Bank UniCredit Bank Banja
Luka
PL Bank Pekao
BG UniCredit Bulbank
RO UniCredit Tiriac Bank
CRO Zagrebacka banka
RU UniCredit Bank
SK UniCredit Bank
SLO UniCredit Bank
SRB UniCredit Bank
TK Yapi Kredi
UA UniCredit Bank Ukrsotsbank
Countries where the Group operates via local
banks controlled or in which it has a significant
equity interest
Countries where the Group operates via its own
branches, representative offices, consultants or
delegates
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ATTACHMENT 2 INTERNATIONAL NETWORK
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Countries where the Group operates via its own
branches, representative offices, consultants,
delegates or investment centers (Pioneer)
Countries where the Group operates via local
banks controlled or in which it has a significant
equity interest
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NOTES
This project led to the creation of three banks
in Italy specializing in different customer
segments UniCredit Banca for the retail
business, UniCredit Corporate Banking for the
corporate business, and UniCredit Private Banking
for the private banking business Full time
equivalent data Figures at December
2008 Calculated on last available data
institutional investors include unidentified
shareholders Source Georgeson Survey, Thomson
Financial, UniCredit Shareholder Relations, Group
IR Data at December 2008 2008 figures, for the
total revenues by geographies commercial
banking activities, we calculated Operating
income, profit and loss IAS - Bankit Including
Poland and Kazakhstan Source Eurostat and
UniCredit Research StrategyGDP per capita in
Purchasing Power Standards, latest available data
(2007 EU27100) ranking and market shares
calculated on loans as at December 2008
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