1. 2 0 0 5 G R O U P R E S U L T S Milan, Borsa Italiana - 31 March 2006

2. 2 Results at a glance  

3. 3 Results per Segments (Euro million) Contribution to the net income 1 58% 15% 17% 7% Retail Other (HQ) Wealth Mngt. Finance Corporate & Private Bkg. 1 - Net income + minorities

4. 4 Interest Margin: +8.2%  Significant interest margin increase which confirms the recovery detected in the previous quarters  Stable average rates  Volume increases Change20052004 Euro million Average outstandings (Euro mn.) Annualized average rates Average outstandings (Euro mn.) Annualized average rates Avg. Outstandings Rates Interest bearing assets17,061 4.12% 16,247 4.08% 5.0% 0.04 pp Interest bearing liabilities16,308 1.43% 15,444 1.42% 5.6% 0.01 pp

5. 5 Gross Total Income: +3.2%  Commissions  stable year-on-year  in 2005 commissions have been penalised by the application of the amortized cost method  commissions pertaining to AUC and AUM benefited from volume increases.  Shareholdings have performed well  The consolidation of Findomestic with the equity method was penalised by the application of the IAS/IFRS: Euro 9 million in P&L  In 2005 the insurance activity was penalised by the fair value option and by consolidation method changes for certain accounting posts. Euro million

6. 6 Operating Profit: +9.1%  Cost of credit still under control  Curbed operating costs growth (+2,2%)  Administrative expenses up 4,2% due to the:  renewal of the national labour contract  first time posting of the contributions to the parent company’s supplementary pension fund  stamp duties increases  migration of the IT systems of CR Mirandola and CR Spezia Euro million

7. 7 Group Net Income: +19.8%  Prudent provisions for risks & charges  Other revenues have risen thanks to the income of the product companies  The tax rate decreased thanks to the fiscal benefit on the re- evaluation of fixed assets Euro million

8. 8 Total Financial Assets: + 5.8% Customer deposits Bonds Other + 8.7% + 7.6% + 5.8% Mutual funds Discr. accounts Insurance+ 6.4% + 15.5% + 0.8%

9. 9 Customer loans: + 5.1%  Good increase in lending supported again this year by medium/long term loans  Stable overall quality  Rise in the total problem loans under IAS

10. 10 20052004Change Tier 1 capital 1,026.2 943.08.8% Tier 2 capital 948.8 943.00.6% Deductions -140 -7684.2% Regulatory Capital 1,835.0 1,810.01.4% Risk-Weighted Assets 1,606.8 1487.68.0% Tier 1 ratio 5.11% 5.07%0.04 p.p. Total capital ratio 9.29% 9.89%-0.60 p.p. Capital Ratios

11. 11 Capital Increase

12. 12 Confronto 30/9 – 31/12

13. BUSINESS PLAN 2006 – 2008 Milan - 31 March 2006

14. 14 2003-2005 Results  Targets announced to the market have been attained: –EPS: + 0.06 Euro more than objectives –Cost / Income: at 65%  Managed an evolution phase that accomplished the: –expansion of the Group’s perimeter and costs containment –increased investment in consumer credit –update of the distribution model to offer the various customer segments a more qualified service –growth of the total financial assets and the improvement of productivity –optimisation of the share capital allocation –profitability performance improvement, value creation and a share price increase Data in Italian GAAP

15. 15 Agenda  The new business plan target  Business plan actions  Expected results per business unit

16. 16 Business Plan 2006-2008 2003-2005 Commercial segmentation 2006-2008 Growth and efficiency 2003 2004 2005 2006 2007 2008  An increase in profitability, sustainable in time, made possible by an important rise in total financial assets and by a strong support for the strengthening of specialised financial services which are accessory to the traditional banking activity (consumer credit, bancassurance, pension schemes, leasing and factoring)

17. 17 Business Plan 2006-2008  The Business Plan encompasses the company’s Vision and Mission  Vision –A solid, competitive group strongly customer-oriented, tending towards value creation, sustainable in time, and incessantly growing in terms of organic momentum and innovation. All of which made possible thanks to the acknowledged wide network, the firm link with its business territories and the expansion towards the adjacent ones.  Mission –Offering our customers professionalism, multiple solutions and distinct product excellence through the bank’s distribution and operations models which coherently meet customers’ own demands and feature competitive, risk-adequate pricing. –A reference point for the local economy’s growth. –Integrity, transparency and social responsibility accomplished by a sound and prudent business management.

18. 18 Multi-channels Guidelines 2006-2008  Commercial network expansion  Customer base widening  Improving the lending market share  Upkeeping the funding market share  Cost/Income ratio decrease  Value creation Growth Relations quality improvement Costs control and assets value enhancement

19. 19 2008 Targets I valori differiscono da quelli esposti in bilancio perchè includono BCRF Romania

20. 20 2008 Targets  Net income growth in 2008 will be Euro 71 million over 2005 –A 6.8% average, annual, profit growth –Strong cost containment –Cost/Income ratio from 65% to 60% –Credit quality upkeeping  Existence of non-recurrent elements in 2005 –Euro 32 million: lesser taxes due to fiscal effect from the appreciation of real estate

21. 21 Economic Outlook Source: Prometeia Forward-looking Report - Dec. 2005 Source: IRPET Regional Forecasts - Jan. 2006

22. 22 Focus Points  Under the apparently calm surface (given by fundamentally solid statements produced in spite of the unfavourable business environment), strong currents do exist and these can influence the future stability of the sector and of the main operators: –small enterprises’ rising debts; –competition from non-banking protagonist in funding and in liquid cash management; –cost-conscious families reducing the number of current banking accounts; –smaller margins from family mortgages, business loans and consumer credit and higher, potential credit risks; –organisation and cultural difficulties in supporting the enterprises’ transformation and development plans; –difficulties in switching from a sales-oriented approach to a more active and flexible management approach which caters to customers’ needs and expectations. Source: Prometeia – June 2005

23. 23 Findomestic Banca – Development Framework  Targets: –Upkeeping the current market penetration share on total loans to families –Maintaining the market share in total production by controlling profitability and the risk cost (*Assofin market statistics*) –Maintaining the Leadership of Findomestic, in terms of market share, and defending the safety distance that separates it from direct competitors (Assofin market statistics*)  Strategy: –Protecting the distribution network and developing new markets to ensure the necessary customer base growth. To be present wherever the major transactions take place –Increasing the growth momentum of direct credit to stimulate lending and global profitability –Improving productivity while maintaining a quality stability through a review of the procedures and of the cost structure with an eye on competitiveness (*) steady market composition

24. 24 Findomestic Banca – Development Framework  Commercial Network –Re-engineering the activities of the commercial staff to improve relations with the salesmen and also to increase the sales point penetration share. No new premises are scheduled to open Vehicles – Widening the product (Renting) and services range including the addition of accessory service packages Black goods and Furniture – This is the most important client source but also the major source of costs. Actions will focus on constructing lasting relations thanks to medium-term projects and to a greater, revolving card product penetration. Findomestic will recuperate its penetration share in smaller sales points, especially in the furniture sector  Banks and Insurance Companies –New agreements for the management of personal loans and cards on behalf of banks/ insurance companies  New Markets and New Channels –The year 2005 was dedicated to the analysis of markets where, to this day, consumer credit is scarcely present (travel agencies, clothes shops, medical facilities), including food, utilities and direct debit, salary- guaranteed loans and action plans and objectives have been drafted for the priority types –For new and acquired clients, plans include a strong development of the internet channel and a commercial action for personal loans  Trademarks and Publicity –Increasing the fame of the Findomestic Banca brand. Target: 80%, just like Aura

25. 25 Agenda  The new three-year business plan target  Business plan actions –Growth through internal progress –Service and customer relations quality –Costs control –Multi-channel instruments  Expected results per business unit

26. 26 Basic Growth CAGR=4.3 % CAGR=4.0% CAGR=5.0% EMTN The average figures differ from those stated in the annual report because the current ones include Banca C.R. Firenze Romania and exclude credit to Centro Leasing who in the process of becoming a bank. CAGR=6.1%

27. 27 Basic Growth  Steady income growth amounting to Euro 34 million (the target was Euro 65 mill.) –The growth of profit (Cagr = 4.4%) includes Euro 104 million deriving from the interest margin (Euro 80 million due to volumes and Euro 24 million due to rates) –Operating expenses grow a little more than inflation (Cagr=2.8%)

28. 28 Growth – New Openings  Financing growth means responding to a human resources need of about 300 people and to total investments for about Euro 16 million.  Impacts on income consider a break-even within 3 years, therefore real effects will be registered in the years following 2008.

29. 29 Growth – Retail Branches  Streamlining today’s networks –Definition of the operations areas of each single bank and of branch exchanges. –Transfer of about 11 branches (for example, from cities with a population under 25,000)  Planned openings –Openings, mainly in areas with the greatest attraction and synergism with the financial advisors’ network to maximise the commercial efficiency  Specialised branches –Creation of 4 new sales centres specialised in mortgage loans Growth = 43 more branches Territorial attraction +-

30. 30 Growth - New Corporate & Private Centres  Corporate Centres –Opening 13 new Corporate Centres, mainly for the banks controlled by BCRF, coherent with the territorial expansion of the branches (Milan, Rome, Emilia Romagna, Mantua and Verona) –Strengthening the current Corporate Financing unit  Private Centres –Opening 10 Private Centres, mainly for the banks controlled by BCRF, where interesting market opportunities are prospected Growth = 23 more centres Territorial attraction +-

31. 31 Current branches Future branch openings in 2006-2008 Growth = 21 more branches Growth – International Endeavours  Banca C.R. Firenze Romania SA –The network currently consists of 9 branches (of which 6 in Bucharest).  Expansion –Intensifying the position in the area thanks to 30 branches –Expanding the retail customer base in Bucharest and in the principal cities –Supporting Italian-Romanian enterprises –Hiring about 160 people  Target –Steadfast growth, profitability and synergies with the group

32. 32 Agenda  The new three-year business plan target  Business plan actions –Growth through internal progress –Service and customer relations quality –Costs control –Multi-channel instruments  Expected results per business unit

33. 33 Customer Relations  Improving the retention rate, share of wallet and cross-selling thanks: –Implementing the same distribution, organisation and operations models throughout all the banks in the group  Target –Cross selling Private from 3.8 to 3.95 Corporate from 4.82 to 4.97 –Retention rate Private from 93.4% to 94.0% Corporate from 92%.4 to 93.0% –Multi-channel banking from 27.6% a 27.0%

34. 34 Customer Relations  Keener client relationships –A customer-satisfaction observatory –Business Intelligence (Retail clients) Expanding CRM to improve the reporting quantity and quality in order to offer the branches an instrument to optimise customer relations and contact opportunities and commercial proposals Extending CRM to the other banks of the group  Review of the “credit process” –Seizing the commercial opportunities for growth offered by Basel II through: pricing correlated to risk risk mitigation allocation efficiency  Service improvement –The communications process: thorough revision of all customer communication modes with the determination of a document/ channel/ timing model and the establishment of communications tailored to each segment or customer profile. reduction of management costs –A new pricing model: switch from a product pricing to a relations-based pricing –Strengthening the trust relationship: helping customers in choice-making whether for financial investments, pension schemes, insurance or borrowing

35. 35 Widening the Offer  Focusing on just a few action lines: Mortgages and Personal Loans Pension Schemes Insurance

36. 36 Mortgages and Personal Loans  Current status: –The market share of lending to privates is lower than the market share of funding; –The use of indirect channels for the sales of mortgages is lower than the Assofin reference; –The penetration percentage of personal loans and revolving cards released by the group banks is lower than that of the banking system  Actions: –Mortgages Opening new mortgage counters (Spazio Mutui) in the principal cities: - to act as reference points for all indirect channels (real estate agencies, credit brokers, internet customers) - to be portfolio holders for those clients who request the specialised service in the main cities Developing a data-processing platform –to integrate the brokers into the order gathering process and into the Spazio Mutui for portfolio management –Personal Loans and Aura revolving cards Development through the implementation of joint-marketing agreements with Findomestic for the launch of continuous sales campaigns directed at the group’s customers, Implementation of CartaSì revolving cards (revolving credit supplied upon request) specifically for the richest customers.

37. 37 Pension Schemes  Current status –At the end of 2005, the pension fund CRF Previdenza managed a portfolio of Euro 35.7 million (+150% on an annual basis) –The pension reform is expected to be effective from 2008 (collective schemes will be liberalised) –It is necessary to focus commercial action on individual underwriting on those worker categories that do not have their own specific close-end pension scheme  Actions –2006 and 2007 Focus on sales; every sales point endowed with one expert who can generate an increase in the number of sales contracts, from an average of four contracts per year to 24 contracts per year (two per month). Collective schemes underwriting aimed at our corporate customers who operate in sectors not yet covered by close-end schemes: 2,000 companies in the transportation field –2008 Increase the group of specialists to 30 employees with skills in the collective schemes underwriting aimed at our corporate customers of all fields of business. Beginning: in the second-half 2007 for sales closing by January 2008

38. 38 Insurance  Current status –Customers demand products which the bank does not yet offer  Actions –Expansion of the “Insurance Protection” business area Centrovita is to develop certain types of insurance products Products to be sold through the group’s bank network –Products Protezione Salute: health insurance coverage against surgery risk for all family members Protezione Domani: life insurance benefits for all causes of death (simplified sales terms with less bureaucracy) Mortgage Loan: insurance coverage in case of death or loss of work Damages Insurance: in the course of the next three years, BCRF will study the possibility of extending the insurance product range to cover damages

39. 39 Acquisition of Customers  Analysis of the acquisition ratio: – 2004 Privates- a 2.4 point negative gap in comparison to the average ABI sample Business - a 4.8 point negative gap in comparison to the average ABI sample –2005 ratios improved both for BCRF and for the whole group  Actions –Making certain that agreements with enterprises, public entities, associations & labour unions on private customer acquisition or development are fully executed –Intense use of direct marketing tools –Attractive and tailored offers –Synergies between distribution channels Net growth = 15,000 more clients

40. 40 Managing Key Corporate Accounts  Increase in the corporate market share –exploiting the opportunities offered by Basel II –improving the market positioning of M/L term loans  Identifying and managing “Key Corporate Accounts” –increasing the credit line for the best-rated classes –decreasing the credit line for the worst-rated classes –improving the mix between profitability and risk cost Share of Wallet granted by BCRF per rating class Target share Current share Real share in 2008 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% A1A2A3A4B1B2B3B4B5B6B7B8C1C2

41. 41 Total growth CAGR=7.0% CAGR=5.9% CAGR=9.9% EMTN CAGR=9.1%

42. 42 Agenda  The new three-year business plan target  Business plan actions –Growth through internal progress –Service and customer relations quality –Costs control –Multi-channel instruments  Expected results per business segment

43. 43 ICT Optimisation  Implementation of the group’s new ICT configuration –Governance model –Structure and operating optimisation –Sourcing flexibility –Containment of processing costs  Group data-processing system –Revision of the applications portfolio –Unification of the services & operative applications Account identification Branch Customer Reports Reporting Risk CRM

44. 44 Transfer of the Tax Collection Concession  Premessa –Legislative Decree n°203 of 30 September 2005: From 1 October 2006 the national system which established that tax collection services were to be operated in concession shall be abolished;  Actions after 30 September 2006 –CERIT The company shall be transferred to other shareholders. –SRT The majority of the capital shares shall be transferred (excluding activities pertaining to local taxes)

45. 45 Transfer of the Tax Collection Concession

46. 46 Group Integration  Objectives –Strengthening the governance through the unequivocal definition of duties and responsibilities of the Parent Company and of the banks controlled by it, with particular reference to the elements of the governance, production and distribution –Improving efficiency by simplifying the processes and by maximising from the synergies present inside the group. Actions will be undertaken in the current pockets of efficiency recovering, especially with regards to staff population in the head offices and in the distribution network  Actions –Merger of CR Mirandola –Integration of CR Orvieto, CR Spezia, CR Pistoia –Evolution of the organisation model of the distribution network (branches < 8 employees) and a portfolio review –Perfect management of the staff turnover

47. 47 Organisation Model CRFCRF CRCCRCCROCROCRPCRPCRSCRS CENTRALIZED SERVICES 70,5% 78.7%81.0%76.1% 3,608 employees 614 employees178 employees206 employees515 employees Current Target 70,2% 86.0%86.3%88.5% 84.5% 90.0% Current Target

48. 48 Group Integration Turn-over Saving

49. 49 Human Resources 5,700 5,934

50. 50 Agenda  The new three-year business plan target  Business plan actions –Growth through internal progress –Service and customer relations quality –Costs control –Multi-channel instruments  Expected results per business unit

51. 51 Multi-channels  Statistics referring to clients using multi-channel instruments show a profitability, retention and satisfaction average degree that is higher than that of the group’s total individual current account holders  Potential synergies with Findomestic customers  Strategy 1. Client-centred The business location (branches, corporate/private centres, financial advisors & mortgage counters) govern customer relationships and have an overall vision of his operations. For the multi-channel client, the virtual channel remains the most used contact method. 2. Integration between channels 4. Focus on core business All actions are primarily oriented towards customer service improvement and, consequently, bring to a cost-to-serve cut. Business information of interest for the client, distributed through all channels, increase contact opportunities. Clients thus perceive a higher-quality relationship. At every stage of the contact, the bank focuses its attention on the client, regardless of the channel used. The client acquires a “customer experience” which is similar for all the different channels used. 3. Customer Service The information available on all channels will focus on the bank’s business (finance, banking, insurance and pension plans).

52. 52 Multi-channels Remains the client’s preferred channel Gradually diminishing in terms of transaction importance More integrated into other channels and capable of exploiting spontaneous requests Pivotal for the implementation of customer education programs Its service/support role to other remote channels is rising (assistance & backup) Synergetic for the branches’ commercial campaigns (outbound & inbound for business exploitation) Branches’ principal complementary channel for the low value-added operations Increasingly more effective for messaging offers and information to customers and for stimulating visits to branches Best instrument for information on clients useful to marketing Cross selling and co-marketing actions are made easier Highest penetration potential channel (greatest freedom & easy to use) Improves clients’ service level perception (alerts/triggering) Enables efficient contact with the young customer segment Micro-payments For customers who do not use computers, teller machines can potentially integrate most internet operations Suitable for low-value transactions involving document handling/reading Marketing support for commercial messaging (even personalised) Branch Call CenterInternetMobile BankingATM CRM Fully integrated into CRM To be integrated into CRM  CRM will be the joint between all bank channels. Each channel will have its own defined role.

53. 53 Agenda  The new three-year business plan target  Business plan actions –Growth through internal progress –Service and customer relations quality –Costs control –Multi-channel instruments  Expected results per business unit

54. 54 Results - Details per Banks

55. 55 Expected Results per Business Segment Recap: Efficient growth maintaining value creation for its customers, shareholders and employees steadfast in time