Strategy and
Business Plan
2022-2025

BPER Strategy and Business Plan 2022-2025

Discover the Group's evolution plan towards a Multi-Specialist and Capital Light model, supported by a technological-digital transformation that enhances the national scale and proprietary Product Factories, with specialised distribution channels.

Download Business Plan 2022-2025

Target 2025

~€ 800M

Net profit 2025

>5 Mln

Client

~50%

Dividend Payout

>10%

RoTe 2025

~3,6%

NPE ratio 2025

Divestment
of the non-core scope:

and release of >€ 500 mln capital to be used for the core business

Enhancement of people and renewal of core skills:

>1,450 new hires +20% training content

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

The 5 pillars of the plan

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:

Wealth Management e Asset Management
Bancassurance
CIB (Corporate & Investment Banking)
Credito al Consumo

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:

Strengthened positioning in bancassurance, with protection premiums expected to grow to over € 360m in 2025 (vs. approx. € 200m in 2021)

Development and digitisation of consumer credit offerings, with personal loan disbursements increasing to approx. € 1.35bn (from approx. € 900m in 2021) and an expected interest margin of over € 260m in 2025 (from approx. € 160m in 2021)

Strengthening business advisory and supervision of large corporations, with CIB division stock expected to grow to over € 10bn in 2025 and segment revenues to grow to approx. € 105m in 2025.

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).