Erste Group Bank

1. New ČS business strategy forhousing associations and condominiumsJune 2011Prepared by Pavel Kühn, Developer centres Director

2. Erste Group Bank • Serves 17.7 million clients • Employs more than 50,000 people • Operates 3,200 branches in 8 countries • Ranks among TOP 3 banks in AUT, CZ, RO, SK,CRO New ČS business strategy for housing associations and condominiums

3. A. Target To become leading Czech bank for HA + Cond. segment by providing most comprehensive service for the most competitive pricing Key tool: cross-selling privatizations, refurbishments,new build(MT / LT loans) Grantika ČS complex care, concepts, strategies Financing Advisory current accounts,payments,electronic banking,cards,overdrafts, etc. surplus cash management (deposit accounts, investment products, etc.) Operations Investing New ČS business strategy for housing associations and condominiums

4. MarketČS statistics Investment Loan Mortgage New ČS business strategy for housing associations and condominiums

5. MarketMarket development Market development is heavily influenced by products with governmental support:- Green for savings (Zelená úsporám)- Panel • New rental housing Despite of possible market fluctuations we still expect market growth mainly in Cond. sector The data used are ČS estimation only – no official statistics exist! *ČS forecast New ČS business strategy for housing associations and condominiums

6. MarketHousing associations market development Growth in HA sector will be fuelled mainly by split of existing big HAs, new privatizations and new builds from competition from market growth The data used are ČS estimation only – no official statistics exist! *ČS forecast New ČS business strategy for housing associations and condominiums

7. MarketCond. market development Growth in Cond. sector will be fuelled mainly by Cond. generation out of development projects and HA ownership transfers from competition from market growth The data used are ČS estimation only – no official statistics exist! *ČS forecast New ČS business strategy for housing associations and condominiums

8. C. Opportunity 2010 36% market share in housing associations 21% market share in cond. CZK 457 m total revenues 2015 50% market share in housing associations 40% market share in cond. USD 63 m total revenues New ČS business strategy for housing associations and condominiums

9. D. How to achieve it 1. New pro-active market approach • Competitive pricing • Easy, transparent and safe products and services (incl. advisory) • Dedicated and co-ordinated saleschannels • Increasedcapacity of sales and processing (also for cross-selling) 2. New organization of sales • Municipal finance (4400) as the HA + Cond. competence center • Product and sales management by Municipal finance (4400) • Consistent multiple sales channels: Branch network (5600, 5700), Municipal finance (4400), Developer centers (4330), External sales force (5800) 3. Process streamlining • Methodology unification and simplification • New set-up of approval process • Efficient motivation of sales channels • Improvement of training structure 4. Strong marketing support • Central campaign +local campaigns (both starting in 2010) • Sponsoring of SČMBD New ČS business strategy for housing associations and condominiums

10. D. How to achieve it1. New pro-active market approach How clients make decisions Do not look for the most profitable solutions but for those with low risk Do not look for complicated solutions Watch closely the annuity amount and whether the property collateral is required Appreciate dedicated personal service (high influence of the broker) Decision base on precaution and price consideration Make tenders And our response? New ČS business strategy for housing associations and condominiums

11. D. How to achieve it1. New pro-active market approach – cont´d a) Competitive pricing • To become more competitive in pricing– so far our biggest disadvantage • New pricing policysupporting market share growthandclients takeover from competitors b) Easy, transparent and safe products • Easily accessible products (for clients as well as for sales staff) • Clear product specification and its communication to clients • Simple and efficientprocessing • Development of subsidized products (state subsidy, ČS subsidy) • Refinancing of competitors (mainly ČSOB) c) Dedicated and co-ordinated sales channels • As close to the client as possible (in terms of territory as well as of behaviour) • Intensive salescoverage in regions for every type of client and product via multiple channels d) Increased capacity of sales and processing • Strong, motivated and well trained sales channels with competence • Additional capacity and value ofDCs, External sales force, Partner ČS, and Grantika ČS • Specialists incredit risk management • Processing in pre-defined deadlines (incl. approval process) New ČS business strategy for housing associations and condominiums

12. G. Conclusions Česká spořitelna has the potential toacquire dominant market share in thehousing associations and cond.segment To seize the opportunity we need to define clear strategy, new product and process structure, competitive pricing and credit policy, and present ourselves in the market with the convincing marketing story This presentation wasthe first step in the above effort! New ČS business strategy for housing associations and condominiums