Progetto Verde Overview

1. Progetto VerdeOverview 6 Marzo 2012, Milano

2. Service Bands numbers and dedicated service models USIM + 8% (36% rev) 5 Stars Customer Value 80% delle revenues 4 Stars 21% (44% rev) 3 Stars 2 Stars - 100% 3 Customer BaseConsumer & Business CB reshuffle every six months

3. 5 STARS 4 STARS Main principles in Service Bands management Service Bands Guiding Principles Improve caring Increase Value Retain Customer Reduce Costs “Delight & Defend” Contact with the Cutomer is an opportunity to exploit “Develop & Upgrade” “Manage as Mass & try to upgrade” 3 STARS Contact with the Customer is a cost to minimize “Migrate to Mass” 2 STARS

4. Service Bands numbers and dedicated service models USIM Service Model + Dedicated Pool Free access No IVR 8% Inhouse 5 Stars Customer Value Dedicated Pool Free access Outsourcing Italy 4 Stars 21% 3 Stars Outsourcing Offshore “AS IS like” Service 2 Stars - 3 Customer BaseConsumer & Business CB reshuffle every six months

5. CRM Structure "Green Project" 5 star ContactCentres • 5 Call Centres in Italy: 900 FTe • 2 Call Centres in outsourcing in Italy: 500 Fte • 2 Call Centres in outsourcing in abroad: 200 Fte in Argentina andRomania 5 Star Customer Milan 4 Star Customer Genoa Rome 3-2 Star Customer Palermo Cagliari

6. Service modeldetailsby Service Band 3 Stars 2 Stars Verde Service Model 5 Stars 4 Stars Service model main facts Management system pool In-house (64) pool outsourcing (22) Dedicated CC (2) Dedicated CC (1) 1:4.000 ~1:16.500 ~1:100.000 Span of Control 1:900 Free, no IVR Access Free, IVR I° level Pay, IVR II° level Pay, IVR II° level SL20: 90% ; ACR <3% SL20: 80% ; ACR <4% SL20: 70% ; ACR <5% SL20: 60% ; ACR <8% Service Levels • Caring • Loyalty • Value • Caring • Loyalty • Value • Value • Cost Reduction • Cost Reduction Strategy Focus √ √ √ √ Dedicated Portfolio √ √ DSS Support

7. Service modeldetailsby Service Band 3 Stars 2 Stars Verde Service Model 5 Stars 4 Stars • The whole new operational model is enabled by re-alignment of processes, systems and resource management enablers. Requests tracking and management Automatic association to pool √ √ √ √ Requests Tracking √ √ √ √ OLA / SLA with external departments SLA claims: 2days SLA claims: 4 days SLA claims: 7days SLA claims: 10days √ √ √ √ Specific Credit case managment √ √ √ √ Payment method online change - - √ Soft Collection inbound/outbound calls Credit Limit management √ - - - - - Dedicated Team from ADM dep √ Specific Billing case management - - √ √ Increase in basic training for CC √ Specific Technical case management √ √ √ √ Dedicated Team for critical issue - Localised Service Desk (Check Line) √ √

8. 5 star service: a new system to manage the Customer …to a new model that focus on a specific pool the management of the Customer from every channel From a model where every contact is managed by a different structure.. …with excellent service levels! fax Milano email Free and live access fax call email Genova Fast response time call Romania Fast resolution for crytical issues Claim management within 2 days indipendently from the channel Roma Cagliari Palermo

9. Win for Customer: Rewarding Tool Explicits mission and strategy Aligns organization to strategy Makes strategy an input for the daily work

10. Incentive’s structure Scores calculation Ranking criteria • 4 wave a year • Jackpot is defined according to the position in the Ranking • The first 20 pools of each market are rewarded • Score assigned to “pools” according to: • Performance on each indicator • Relative importance of each indicator

11. Project’s main results – CSI (giu 2011) 1° 3° 5* 4* 3-2* 1° 2° 5* 4* 3-2*

12. MILANO - 29 Nov '11