Monica Poggio, Head of Corporate Culture, Identity and Communication Department and Paolo Cederle, Head of Group Operations and ICT Factories, Global Banking Services

1. UniCredit Internal Social Media
Participative Value as Resource for Business
Monica Poggio – Head of Corporate Culture
Paolo Cederle – Head of Group Operations and ICT Factories
Turin, April 7th, 2011

2. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
2

3. UniCredit at a glance
Employees: over 162,0001
Branches: 9,6172
Banking operations in 22 countries
International network spanning:
~ 50 countries
Global player in core markets:
€ 187 bn in managed assets3
Market leader in Central and Eastern
Europe leveraging on the region’s
structural strengths
1. Data as at December 31, 2010. FTE “Full Time Equivalent”= number of employees counted for the rate of presence.
Figures include all employees of subsidiaries consolidated proportionately, such as Koç Financial Service Group employees.
2. Data as at December 31, 2010. These figures include all branches of subsidiaries consolidated proportionately, such as Koç Financial Services Group branches.
3 3. Data as at December 31, 2010.

4. UniCredit as results of the integration of banks
1998 1999 2000 2002 2003 2005 2007 2010
Credito Italiano • Bank • Bulbank • Zagrebačka • Italian banks • Yapi Kredi • CEE • Merger of 7
Rolo Banca Pekao (Bulgaria) banka (Croatia) specialized by (Turkey) (Ukraine) main Italian
Cariverona Banca (Poland) customer banks into a
Banca CRT • Pol’ • Demirbank segments: • Central Asia single legal
Cassamarca nobanka Romania – then • HVB Group (Kazakhstan entity: UniCredit
Caritro then UniCredit UniCredit Banca and Kyrgyzstan)
Cassa di Unibanka Romania • New CEO
risparmio di (Slovakia) UniCredit Banca
Trieste • Živnostenskå d'Impresa • Capitalia
Banca dell’Umbria Banka
Cassa di Risparmio (Czech Rep.) UniCredit Private
di Carpi Banking.
• Agreement
with Koç
(Turkey) • Creation of
New Europe
Division
Expansion process in Europe
4

5. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
5

6. Internal Social Media
Internal Social Media and Web 2.0 tools
are not a technology phenomenon, but the result of a social evolution affecting also
the way people work and live in organization.
Thanks to its adoption the Enterprises can
accelerate and ease internal processes.
6

7. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
7

8. OneNet is UniCredit’s
Internal Social Media,
based on two and
fundamental elements: Community
My Site
8

9. My Site: each user’s personal area
Here colleagues have at their disposal a set of tools and functions
to create their own professional and personal page visible to
the whole network
This site enables the user to connect to the other members as
well (Wall, My Colleagues activities, Communities’ feeds…)
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10. The Community: the collaborative area
The Community for some users to share interests, content and opinions on
topics, steer or participate to projects work with colleagues
Members are defined by the team leading the collaborative area (Community
owners) at creation time or upon request
10

11. Our Internal Social Media aims to:
Share knowledge and generate new ideas
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12. Our Internal Social Media aims to:
Share knowledge and generate new ideas
12

13. Our Internal Social Media aims to:
Enhance internal networking and communication
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14. Our Internal Social Media aims to:
Enhance internal networking and communication
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15. So, at UniCredit…
We are discovering that Internal Social Media
Supports
Empowers Change
Corporate Management
Identity and
Culture
15

16. OneNet Broadcasting approach
17,000 employees OneNet
10 countries (betaversion x)*
50+ Communities
new social features
14,000 employees
7 countries
9 Communities
basic features OneNet
(betaversion 2)
OneNet
(betaversion 1)
SEPT 2009 JULY 2010 _Next level
16 * Always a kind of beta version based on user-centered design approach

17. Internal campaigns
Launch email
Video
Discussion invitation
Newsletter
Stickers and T-Shirt
17

18. Figures*
8,241 OneNet subscribers
48.47%
of current invited
population (17,000)
Total Communities = 55
Monthly page views average = 189,868
Traditional ROI should not be the only measurement for Internal Social
Media, which is best evaluated in terms of the strengths of the
relationships built. This can be expressed as:
IOR = Impact of Relationships
18 * From the end of September 2009 until the 1st of April 2011

19. How we support Community owners
Internal client meetings
listening to their needs and business goals
Community set up
developing features and internal strategy
conducting training session for
Community owners
Monitoring
providing qualitative evaluations based on Community goals
providing quantitative analyses of traffic data to owners
Owner counseling
holding periodic Community owners workshops
sharing of lessons learned/best practices by Community owners
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20. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
20

21. Internal Social Media adoption
The challenges we’re facing in UniCredit:
DO COLLEAGUES WHAT DO WHAT DO PEOPLE DO
UNDERSTAND COLLEAGUES EXPECT FOR THEIR OUR MANAGERS
THE PURPOSE EXPECT FROM PROFESSIONAL BELIEVE
OF THESE TOOLS? THESE TOOLS? LIVES? IN THESE TOYS?
We’re We’re We’re We’re
clarifying the supporting helping increasing
purpose and people to easily colleagues to senior
scope of our share reveal their management’s
Web 2.0 information and competences involvement,
initiatives cooperate from and spread making their
remote their know- tools these
locations how “toys”
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22. Governance approach
What about the Social Media management?
It takes a village!!
In the pilot phase the channel creation is being centrally managed by Group
Operations & ICT Factories and Group Internal & Online Communication.
That allows us to:
Design consistently the Internal Social Media for the Group
Define models and roadmap for introducing the new channel
TOWARD A ‘HUB & SPOKE’
GOVERNANCE MODEL
Involvement of Business to consistently manage the new Communities’ requests
/ Country Comm. teams and define the priorities within the Business Divisions
Permanent committee to guarantee adoption accordingly to the value
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proposition and to define Internal Social Media evolutions

23. Boosting OneNet adoption
STRENGTHENING
Grow and consolidate Internal Social Media and web 2.0 culture:
ACTIVITIES
train and support the Community owners
involve periodically opinion leaders and “connectors”
enhance the awareness and knowledge at management level
plan online wide events and launch new features
Increasing potential accessibility of all employees country by country and step by step
(IT, Security, Legal & Compliance assessments)
EXTENSION
MODEL
New Communities inclusion (especially business driven or user generated)
Launch ‘killer Communities’ open to all OneNet colleagues
Progressive inclusion of existing eCollaboration sites
Fully connected to Intranet portal to offer one seamless user experience
23

24. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
24

25. Why? To understand how this changes are already
changing us …
Competition
and future challenges
Colleagues and
lots of generations
25

26. Risks or opportunities?
Internal and external customers want to be more and more
at the center and main actors in the delivery process.
Otherwise they perceive services as provided via “ask
and receive” or “support” modalities, and not
proactively offered and personalized.
Reality is changing more and more quickly
Change is a new key attitude, and a potential
internal answer is to keep rejecting top-down guidelines.
Competencies for similar job areas are distributed
across geographies and endangered by silo mentality
(even within the same Group entities).
In a decentralized model, information, project management
and working relationships between managers and
colleagues require tools that enhance connectivity.
New ideas get lost in hierarchical authorization processes
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27. Getting ready to connect everybody…
New ideas gathering proposals in an easy and “all
and directions welcome” sort of way
knowledge sharing innovations and knowledge
creating a format that enables peer-to-
From peer communications
vertical to allowing all levels of the organization
horizontal communicate directly, immediately and
in a simple way
generating and sharing experiences
Networking
sharing projects/activities/skills among
colleagues
easily identifying talents/best practices
27

28. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
28

29. Community on OneNet for
Group Operations and ICT Factories Business Unit
31 active Communities Community types:
ICT 11 collaboration 18
focused on business and process
Operations 17
involvement 13
HR Services 3 dialogue, networking and opinion
sharing
KPIs: qualitative and quantitative
evaluation based on ad hoc metrics
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for each Community

30. Creating new ideas and knowledge ...
Among the 12,300
colleagues invited, 5,930
accessed the site
-171 topics have been
created, and 63 have been
selected as HOT topics
- more than 1,400
proposals published
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31. From vertical to horizontal
31
“ Blogging at all levels “
Redefining internal relationships, encouraging
participation and generating real results…

32. Networking
Informal relationships
are behind processes
and organizational
flows.
How do we extract
value from them?
How do we understand
their size and
strengths?
32

33. Community of practice
Motivation thrives in a
cohesive group.
Aggregation points –
where colleagues can
share opinions and
their passion for results
– are key for deepening
engagement and
commitment.
33

34. OneNet Community Owners:
developing new experts
Forum: sharing
Community management
experiences and best
practices
Network: creating a new
expert network that
integrates technical sector
knowledge and
communication 2.0 skills
Web Conferencing and
messaging: online
technical training for
Community design
34
“ - The Community aims to provide colleagues managing Communities with
animation and content support tools
- All Community owners are invited
- 475 members from 6 countries and 5 Group companies
“

35. Card Payment Solutions:
We are our clients …
News: disseminate
market knowledge,
publications, books
and expertise
Blogs: collect
experiences and
solutions to everyday
problems related to
cards
Wiki: card dictionaries
align languages and
abbreviations
throughout the
different countries
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“ - The Community connects all colleagues working on cards, from
“
Design, IT and Operations, to other internal clients.
- All told, this diverse community comprises 643 people from a host
of different countries and Group companies.

36. Come On Romania:
A good working environment improves performance
Blogs: conversations with
senior managers about work-
life balance issues
News: interviews with
colleagues to strengthen the
network
Forum: group discussions to
review proposals, concerns
and challenges related to
special projects
Media Gallery: photo contests
to bring far-flung colleagues
closer together
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“ “
- The Community is focused on increasing engagement and sharing interests
- All colleagues from UCBP Romania are invited, plus special guests
- 1,090 Romanian members

37. AGENDA
Group profile
Internal Social Media
OneNet: concept and figures
Challenges and Governance
Business Case: ICT, Operations
and HR Services
Communities and Practices
Where we are and evolution
37

38. Where are we?
Innovators were the first to understand the true value of Social Media.
By “going viral,” even those who typically resist change come to fully understand the opportunities.
Since the so-called “chasm,” our Social Media initiative has been relaunched with a clearer value
proposition in alignment with our Group’s context, population and the initial feedback we received on the
initiative.
After going viral, the number of users continues to grow. Having earned the trust of innovators and
38 early adopters, they are now ambassadors of our Internal Social Media.

39. Strongcommitment from top managers
Introduction of Web 2.0 tools implies social learning
dynamics that inside the company even before
technological issues arise
OneNet has aggregated different but
complementary profiles and competencies –
IT, communications and Social Media specialists –
and is focused on users’ needs
Who owns
social
media ?
39

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41

42. We have come a long way, but we still have a
long way to go
Our long-term strategy
Enterprise 2.0 is for our external customers, too.
It must be promoted also within our business.
How can we guarantee a safe experience?
Colleagues who provide banking services
are speeding up the learning curve by using
internal tools to access dependable
expertise that enables them to better serve
our customers.
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43. What spurs real innovation?
Innovation is less about products
and more about services and Only by involving all levels –
processes. allowing everybody to
Market changes and contribute – can we discover
unpredictability are not merely
the real value of individuals
more frequent nowadays, they are
and innovation.
a constant.
The Innovation Challenge:
moving from co-design to co-delivery
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44. Thank you for your attention!
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