This document discusses gender diversity initiatives at UniCredit Bank. It begins with an overview of UniCredit Bank, including its size, geographic presence, and financial results. It then describes UniCredit's gender balance program, launched in 2012 to measure, monitor, and promote gender balance through diversity managers, remuneration analysis, and leadership support. The document outlines UniCredit's gender equality policy and focus areas such as recruitment, development, pay, and work-life balance. It provides data on gender representation within UniCredit Group and UniCredit Banka Slovenija and describes actions taken in Slovenia, including adopting a gender diversity policy, workshops, and a 2015-2016 action plan focusing on awareness, maternity onboarding, flexible work hours,

1. GENDER DIVERSITY IN PRACTICE: THE EXPERIENCE OF UNICREDIT
BANK
Ljubljana, 6.2.2015
Štefan Vavti, predsednik uprave UniCredit banka Slovenija d.d.

2. 2
UniCredit at a glance 1/2
SOURCE: UniCredit
1 As of 31 December 2013; including all branches of subsidiaries consolidated proportionately, such as Koç Financial Services Group branches.
2 You can find more comrehensive information on UniCredit‘s result on https://www.unicreditgroup.eu/en/investors/group-results.html
• A leading European commercial bank
• Leadership position in Austria, Germany, Italy and CEE
• Strong presence in the top financial centres in the world, completed by a
broad coverage with ca. 8,950 branches1
• Network of 4,000 correspondent banks to cover 150 countries
• Operating income2: EUR 23,973mn (FY 2013)
• Operating profit2: EUR 9,172mn (FY 2013)
• Core Tier I 2
Strong regulatory capital base: CET 1 Ratio Basel 3
phased-in at 10.4% (9.4% fully loaded) at end of 2013

3. 33
UniCredit at a glance 2/2
 Hungary
 Romania
 Russia
 Serbia
 Slovakia
 Azerbaijan
 Bosnia-Herzegovina
 Bulgaria
 Croatia
 Czech Republic
… and #1 in CEE (9.2%)3
overall:
 Slovenia
 Turkey
 Ukraine
Strong positioning:
− #1 in Austria (14.0%)1
− #2 in Italy (12.6%)1
− #2 in Poland (11.4%)2
− #3 in Germany (2.5%)1
1 Ranking and market shares in terms of Total Customer Loans as of 31 December 2013; German data based on private banks only
2 Ranking and market shares in terms of Total Assets as of 31 December 2013
3 Ranking and market shares in terms of Total Assets as of 31 March 2013
SOURCE: UniCredit

4. 4
Poland
 10.6% market share
 1,003 branches
#2
Latvia
Leasing
Russia
 1.5% market share
 108 branches
#8
Azerbaijan
 2% market share
 15 branches
#15
Ukraine
 3.4% market share
 403 branches
#6
Bulgaria
 15% market share
 206 branches #1
Turkey
 9.2% market share
 971 branches
#5
Czech Republic
 6.8% market share
 106 branches
#4
Slovakia
 6.4% market share
 78 branches
#5
Hungary
 6% market share
 101 branches
#7
Slovenia
 6.1% market share
 34 branches
#5
Croatia
 26.5% market share
 139 branches
#1
Bosnia and Herzegovina
 21.6% market share
 128 branches
#1
Romania
 6.9% market share
 199 branches
#5
Serbia
 8.7% market share
 75 branches
#3
Ranking and market shares in Total Assets as of 3Q 2013 (except BiH – as of 1H 2013, HU and RO – FY 2012, Azerbaijan – as of June 30, 2013 )
Number of branches - as of 31.12. 2013
SOURCE: UniCredit
Rep. Office in
FYR Macedonia
and
Montenegro
…with an unrivalled network in the Region

5. 5
UNICREDIT BANKA SLOVENIJA D.D.
2007 – Bank Austria Creditanstalt d.d. is renamed to
UniCredit Banka Slovenija d.d.
IN SLOVENIA SINCE
1991
THE LARGEST FOREIGN BANK IN
SLOVENIA
6,2% market share
28 BRANCHES
THE WIDEST RANGE
OF SERVICE
Global expertise,
Local flexibility.

6. GENDER DIVERSITY IN UNICREDIT GROUP
The Gender Balance Program was launched in 2012 with focus on
the following workstreams:
- Measuring and monitoring (develop dashboards)
- Remuneration (analyse pay differences)
- Learning and development (equal opportunities for both genders)
- Communication (increase awareness)
- Inspiring change
Nomination of 23 DIVERSITY MANAGERS appointed in all countries
of UniCredit group to promote gender balance in the countries.
6

7. IMPORTANT: SUPPORT FROM THE TOP
7
Sponsorship and support of the Gender
Balance programme by UniCredit Group CEO
Federico Ghizzoni:
„Different perspectives are necessary to
innovate and improve our service quality to
our customers and to generate sustainable
results.
Today, we have an internal waste of talents at
different level of the organization with a
potential risk of losing business
opportunities“.

8. GENDER EQUALITY POLICY: APPROVAL AND IMPLEMENTATION
IN COUNTRIES OF UNICREDIT GROUP
8

9. GENDER EQUALITY POLICY: MAIN AREAS OF FOCUS
9
 Recruitment & internal appointments
- no discriminaton in external hirings
- gender balance in internal appointments (ideally candidates of both gender)
 Professional development
- equal development opportunities (learing, coaching, mentoring…)
 Remuneration
- fair treatment in terms of compensation and benefits irrespective of gender
 Work life balance
- flexible working hours
- supporting employees during and after long term leaves (e.g. maternities)
 Information and education
- create awareness; include gender equality in management trainings…

10. WHAT IS NOT MEASURED CANNOT BE IMPROVED
10

11. UNICREDIT GROUP
FEMALE PRESENCE BY TIER
11 Data source: Sustainability report 2013

12. UNICREDIT BANKA SLOVENIJA D.D.
FEMALE PRESENCE BY TIER
12 Data source: Gender balance dashboard, june 2014

13. 13
EDP and SUCCESSION PLANNING
GENDER BALANCE DASHBOARD – SUCCESSION PLANNING
SLOVENIA SUCCESSION PLANNING
Main trends
• Well balanced succession planning
approach
Areas of attention
• More positions with 2 successors,
(from both genders)

14. ACTIONS TAKEN WITHIN UNICREDIT BANKA SLOVENIJA WITHIN THE
FRAMEWORK OF GENDER BALANCE INITIATIVE
14
 Gender Diversity Policy adopted and published in August 2014
 Internal communication to all employees in August 2014
 Internal communication on the appointment of Gender Diversity
Manager and call to all employees interested in the topic to
participate in the design of measures (September 2014)
 Gender Balance Workshop with high level participation (November
2014)
 Presentation for Management Board & Executive Forum (December
2014, January 2015)
 Implementation of agreed actions (2015 – 2016)

15. ACTION PLAN UNICREDIT SLOVENIA 2015 - 2016
15
1.INCREASE AWARENESS OF MANAGERS ON GENDER DIVERSITY TOPICS
 Present the gender diversity topic at Management board and Executive forum
level (dashboards, measures…), to be cascaded further
 Include the gender balance topic in the seminar for new employees
Raise awareness of managers and successors in the bank (via trainings,
communication) on the policy and on how to handle gender diversity topics and
work – life balance topics:
- managing working time in a way that it supports the business needs, but on the other side also
enables work life balance
- non discrimination of colleagues due to maternity leave (including male maternity leave)
- non discrimination of employees on part time
- understanding differences in male and female leadership styles and behaviours
- present examples from other countries
- sheduling meetings with respect to work life balance...

16. ACTION PLAN UNICREDIT SLOVENIA 2015 - 2016
16
2. BACK FROM MATERNITY ONBOARDING
Design a process for back from maternity onboarding
- reminder to direct manager from HR a few months before
- interview of the direct manager with the incoming maternity e.g 2 months before
- design a process of handling temporary or permanent shifts to other divisions…
The measure is to be aligned with the measures defined within the Family friendly enterprise
project (Družini prijazno podjetje).
3. LIMITED FLEXIBLE WORKING HOURS (WORK FROM HOME)
Explore a possibility of limited working from home in the context of our legislation and
limitations (security, job nature…) based on some examples in the market and the group
practice.
4. PAY / REMUNERATION
Analyse if there is a pay gap in our bank between men and women (staff and managerial
positions).

17. FINAL REMARKS
17
What are the crucial factors for a successful gender balance initiative?
 Support from the top (CEO, Management Board)
 Promote the initiative (via diversity managers, ambassadors, HR, PR)
and involvement of colleagues interested in this topic in the design of the
actions (based on self inititative)
 Measurement (dashboards) – need to be presented to Management
board periodically
 Gender balance policy implemented and communicated
 Attention to gender balance at succession planning (dashboards,
awareness, ideally candidates of both genders)
 Create awareness at all levels of management