New Business Plan 2024-2027

10.10.2024 Capital Markets Day

The Business Plan presentation will be on Thursday, October 10th 2024 at 10.00 am (CEST Time).
A link to follow the presentation in streaming will be available on this page, before the start of the event.
All the official material will be available on this page on the day of the event.

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Press release

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Press release

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Live streaming BPER Capital Markets Day

Presentation

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Press release

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Live streaming BPER Capital Markets Day

Live streaming will start at 10.00 a.m.

La presentazione

Raggiungiamo insieme obiettivi concreti nel rispetto delle tematiche ESG.

Il comunicato stampa

Raggiungiamo insieme obiettivi concreti nel rispetto delle tematiche ESG.

Technological and operational evolution:

>500 M€ IT investments; Cost/ Income <58%

Re-focus on high-value business:

>€100 bn in AuM; >€360 mln in bancassurance annual premiums

Trasformazione del modello di ricavi in ottica “fee based”

Completamento rotazione verso modelli di business «capital light» per incrementare contribuzione delle commissioni su ricavi totali, attraverso:

Rafforzamento posizionamento su comparto bancassurance, con premi protezione previsti in crescita a oltre € 360 mln nel 2025 (vs ca. € 200 mln nel 2021)
Sviluppo e digitalizzazione offerta credito al consumo, con erogato prestiti personali in aumento a ca. € 1,35 mld (da ca. € 900 mln del 2021) e un margine di interesse atteso oltre € 260 mln nel 2025 (da ca. € 160 mln del 2021)
Rafforzamento business advisory e presidio grandi aziende, con stock impieghi Direzione CIB previsto in crescita oltre € 10 mld nel 2025 e ricavi dal segmento in crescita ca. € 105 mln nel 2025.

Partnership tra IT e Business per la trasformazione e la crescita

Il rinnovamento dell’infrastruttura tecnologica riveste un ruolo fondamentale per supportare la crescita dimensionale del Gruppo e la trasformazione del modello di business. Previsto un ammontare di investimenti in IT per oltre € 500 mln, in significativo aumento rispetto al precedente piano (€ 210 mln). Previste 4 direttrici per la trasformazione dell’IT:

Architettura applicativa digitale e data centrica
Infrastruttura hybrid cloud
Governance IT centralizzata e agile
Macchina di integrazione industriale

Banca semplice e digitale

Razionalizzazione della rete di sportelli accompagnata da una semplificazione dei processi da realizzarsi attraverso una maggiore digitalizzazione e adeguamento dei modelli di servizio alla clientela in ottica omnicanale. Gli interventi previsti in tale ambito sono:

Digitalizzazione dell’offerta: rafforzamento dell’offerta digitale sviluppata sulla base delle esigenze della clientela con l’obiettivo di incrementare progressivamente il numero di prodotti venduti attraverso canali digitali/ self, dall’attuale 5% a oltre il 40% al 2025.
Razionalizzazione footprint: ridimensionamento del 29% della rete filiali (previsti a regime ca. 1.500 sportelli), abilitata dalla progressiva digitalizzazione dell’offerta e dal parallelo sviluppo/rafforzamento di canali distributivi specializzati (centri imprese, centri private).
Semplificazione interna: focus sulla customer experience e l’incremento del tempo commerciale a disposizione delle filiali.

Trasformazione del modello di ricavi in ottica “fee based”

Lo facciamo valorizzando la scala dimensionale acquisita e le fabbriche prodotto proprietarie, attraverso il nostro nuovo modello di business focalizzato su queste attività principali:

1. Strengthening the model of
multi-specialist bank on a national scale.

We do this by enhancing the acquired scale and proprietary product factories through our new business model focused on these core activities:

2. Transformation of the revenue model
into a "fee-based" perspective.

Completion of rotation towards 'capital light' business models to increase contribution of commissions to total revenues, through:

3. Partnership between IT and Business
for transformation and growth

The renewal of the technology infrastructure plays a key role in supporting the Group's growth in dimension and the transformation of the business model.

Planned IT investments of more than € 500 million, a significant increase over the previous plan (€ 210 million). Four main lines for IT transformation are planned:

Digital and data-centric application architecture
Hybrid cloud infrastructure
Centralised and agile IT Governance
Industrial integration machine

4. People at the centre.

Homogenisation of corporate culture and enhancement of human capital through training plans, new career paths and new working environments/models.

Among the main actions planned are:

Reduction and renewal of the workforce
Human capital development, through
New workplace model

5. Digital and simple banking

Rationalisation of the branch network accompanied by a simplification of processes to be achieved through a greater digitalisation and adaptation of customer service models to an omnichannel perspective.
The actions planned in this area are:

Digitalisation of the offer: strengthening the digital offer developed on the basis of customer needs with the aim of progressively increasing the number of products sold through digital/self channels from the current 5% to over 40% by 2025.

Internal simplification: focus on the customer experience and increasing the commercial time available to branches.

Footprint rationalisation: downsizing of the branch network by 29% (approx. 1,500 branches planned when fully operational), enabled by the progressive digitalisation of the offer and the parallel development/strengthening of specialised distribution channels (corporate centres, private centres).

3 Transversal levers

ESG
Infusion

New Innovation
Model

De-risking and
credit monitoring

BPER e-volution

Watch the 2022-2025 Business Plan video

If you are an analyst or an investor

and would like to interact during the Q&A session, please connect to Zoom.
ID meeting: 869 4205 2299
Access code: BPERCMD

Phone call:
+39 021 241 28 823 Italy
+1 929 205 6099 United States (New York)
+44 208 080 6591 United Kingdom

Connect to Zoom

BPER is a dynamic bank, with strong fundamentals, a solid and distinctive position and an enormous potential for value creation, which this new Plan will capture. We will pursue an acceleration in terms of commissions growth and economies of scale with important cost savings, achieving a significantly higher and sustainable shareholders remuneration, while maintaining a very robust capital and liquidity profile. This Plan is realistic and straightforward and we are fully committed to achieve all the goals, continuing to deliver value to all our stakeholders.

Gianni Franco Papa

Chief Executive Officer at BPER

Our new Business Plan

The strategic pillars underlying the new
Business Plan

Unleash our clients’ full-value

+12%

in Commissions 2027E vs 2024E

Retail: boost in Bancassurance and Consumer finance, leveraging best-in-class product factories/partnership and new omnichannel service model.

Private & Wealth Management: full potential of our specialized service model and best-in-class advisory tools.

Corporate: fair share of clients’ value, leveraging new set-up and corporate product factory.

Unleash our clients’ full-value

+12%

in Commissions 2027E vs 2024E

Capture our latenteconomies of scale

-7%

in Operating costs¹ 2027E vs 2024E

New omnichannel service model, enhancing non-in-branch sales and digital transactions.

AI/GenAI enabled process optimization and automation both on back-office and HQ/support functions.

Zero-based external cost optimization
through demand and supply re-design.

¹Calculated on total operating costs, excluding depreciation and amortisation.

Capture our latenteconomies of scale

-7%

in Operating costs¹ 2027E vs 2024E

Leverage our strong balance sheet

>14.5%

CET1 ratio

Conservative and modernized credit risk management.

Proactive capital management through capital-efficient business steering, effective risk measurement and active Asset and Liability Management.

Leverage our strong balance sheet

>14.5%

CET1 ratio

Conservative and modernized credit risk management.

Proactive capital management through capital-efficient business steering, effective risk measurement and active Asset and Liability Management.

Complete the modernization of our Bank

Technology, Security & AI

~€650m

IT CapEx in Business Plan horizon

IT factory of the future with full-scale AI/GenAI adoption and re-insourcing of core competences.

ESG commitment

Leading

position in main ESG ratings²

Strong focus on green transition, contribution to society and promotion of ESG culture.

Organization & People

~30%

FTEs empowered by the up-skilling factory

Workforce up-skilling factory and distinctive talent management.

Technology, Security & AI

~€650m

IT CapEx in Business Plan horizon

IT factory of the future with full-scale AI/GenAI adoption and re-insourcing of core competences.

ESG commitment

leading

Position in main ESG ratings²

Strong focus on green transition, contribution to society and promotion of ESG culture.

Organization & People

~30%

FTEs empowered by the up-skilling factory

Workforce up-skilling factory and distinctive talent management.

²Morningstar Sustainalytics (Low risk), Sustainable Fitch (2); Moody’s Analytics (Advanced); MSCI ESG Rating (AA); Standard Ethics (EE+); CSA-S&P (>60)