Unicredito Italiano

The UNICREDITO ITALIANO is Formed:
the energy that creates value

After six months since its announce, on 15th of April, the Credito Italiano and the Unicredito Group has formed an Italian banking group, first for profitability, that is the Unicredito Italiano.
A quite innovative project with the participation of 5 important banks as the Banca CRT, Cariverona and Cassamarca (belonging to Unicredito) Credito Italiano and Rolo Banca 1473 (being the Credit's main share holder).
It is enough to show few data to relize how much this operation is important: the assets of the Unicredito Italiano are 12.000 billions, with a net profit of 950 billions and a 100.000 billions managed asset (31/12/97 data).
Furthermore the new company becomes the first bank group for capitalisation, and the fifth Italian company for the stock exchange index (3112/97 data).
What is important is underlining that the new group arises according to a through industrial plan that will allow in 2001 a Roe (that is the index highlights the invested capital return) equal to 20%.
The integration of the five situations forms an European dimension group, fitted with a potential growth and profitability surely excellent level regarding to the international standard, and overall able to create the maximum value for clients, offering better products than those of competitors concerning quality/price ratio; to employees, through the equal and meritocratic managing of the carrier opportunities and competencies dynamic development to grant motivation and professional growth; to share holders, through the high return of assets, dividend growth and investment market valorisation within the Group (whose shares soon will be purchasable at the stock exchange), beside for the local communities where it is present.
One of the peculiar aspects of this operation regards just the territorial aspect. Indeed the Unicredito Italiano has adopted the Multibusisness Federal Bank Group model, that will allow to valorise the presence and rooting of each one of the federated banks and to govern in a unitary way by the means of an operative Holding, the banks and the controlled companies.
The adoption of this model allows developing synergies among the different subjects, through the production centralising, the offer of services aimed to clients different segments and the distribution system autonomy.

Territoriality dimensions and extension of the new Group will allow furthermore to adopt an activity, geographical poles based organisation and to preserve a correct equilibrium between the source territorial components.
Components that are very interesting since the Unicredito Italiano Group will have the absolute leadership in the banking in North Italy. So it's evident that the success of the project will depend on the ability in valorising human resources brought by the two Groups.
That's why, for example, the management of the Holding is composed by resources coming from all the Group units and has been selected according to merit and professional criteria.
Concerning employment, Unicredito Italiano can rely on 36.000 professionals who already work in the more than 2600 agencies ( the more spread network in Italy) for more than 4.000.000 families and 200.000 companies.
Territory and business complementary among the Unicredito Italiano components minimises the need of distribution system rationalisation interventions, while the proceeds growth target will require the commercial structure powering and the employees professional training.
The industrial plan set by the top management foresees furthermore the real estate investment rationalisation, that of the share holding in other companies and a further bettering of the credit policy and the assets quality.
Since in the competitive world markets nowadays keeping still means go backwards, the plan foresees a further growth develop phase to enforce and consolidate his leader position in Italy, on one side searching alliances with important European operators able to generate synergies in products realisation, on the other side monitoring high growth or geographically (for ex. Latin America and East Europe) near markets for possible operations.

Leadership Medica^®