The service model adopted is focused on specialisation at the service of various types of customers, from private individuals to SMEs and large companies for which the reference contact remains that of the relationship managers who are in charge of the overall coordination of the offer and are specialised by sector and by sub-industry, offering specific advisory services.

The extension of the multi-channel approach ensures proximity and a quality service by offering the opportunity to interact with the Bank through the preferred channel and at the desired time.

During 2015, the “Integrated Multichannel” project saw the introduction of many innovative solutions that enable simpler and more immediate use of all existing functionalities. In addition, new services have been proposed that will allow customers to replicate online almost all transactions that can be implemented in-branch and the payment solutions that best fit their needs and convenience (see chapter “Multichannel Bank” @).

Insieme per la Crescita

Intesa Sanpaolo has sought to take effective action on business conduct through the “Insieme per la Crescita” (Together for Growth) programme, which entails management change measures and new ways of engaging employees. The idea is to improve network performance through greater attention to behaviours, increasing the satisfaction level of customers and employees and thereby generating widespread and permanent change. During 2015 the programme was extended to the entire Network, involving over 38,000 colleagues in approximately 4,300 branches.

The mandatory behaviours, according to the different types of customers, include customer support at the time of entering the branch, all-round advisory activities and, for companies, the definition of new roles and instruments in support of the business method to strengthen credit capabilities and make commercial actions on customers more effective. Insieme per la Crescita measures its results in terms of customer satisfaction (average customer satisfaction level equal to 43/100) and employee satisfaction (branch barometer: synthetic barometer vote 7.3 with more than 100,000 questionnaires collected in one year). The intense online communications activities on a daily basis prompt the community of the bank's employees to reflect on the issues of change, business processes and digital innovation through news, tests, training courses and direct exchange of views. Each community user is a source of content that is gathered and logged into the system through other users' feedback. Over 600 colleagues were involved in training activities such as the recognition for the commitment made to the application of the programme. Further information is found in the chapter “Human Capital” @.


After the revolution of the opening and closing times, the revolution of the spaces has now begun: the physical location where the customer is met changes, the branch becomes open and flexible with common living spaces and lounges for dedicated meetings and event proposals. The new branch layout, designed in 2014 also by listening to customers, was completed during 2015 with the opening of the first pilot branches in Milan, Rome and Turin, which were followed by another 30 throughout the country. An additional 50 openings are already planned in 2016 with the objective of reaching approximately 1,000 in the next few years. The spaces change according to a different way of banking that wishes to make people feel "at home" by focusing on reception and relationship, and combining a service that is more suited to the new demands from customers with the Bank's multi-channel strategy. The new branch is an open place addressed to all where there is no longer access through double locked doors, but through sliding glass doors. It is a "real economy square", a place of dialogue, a meeting place between supply and demand and intermediation targeted at families, businesses, professionals, start-ups and young people. The space is modular, so as to be able to organise events and host activities of an artistic and cultural nature and related to the third sector in order to give a chance to those who visit the bank to live an unforgettable experience. An aspect that is not only meant for the big cities, but also and above all to bring the Bank where the citizens are and therefore also in the small towns and suburbs.

The new branch combines digitisation and physical relationship with the customer: the latest technology at the reception desk favours immediate customer recognition and fosters a relationship with the bank thus allowing operators to direct customers towards specialist advice or offer assistance, for example in the use of self-service cashier desks. The technology is a constant, but discreet presence: wi-fi, lockers for e-commerce purchases, tablets available to customers, information monitors and videoconferencing facilities complete the space.

The Banca Estesa project also continues, which makes its customer services and consultancy available to customers during extended branch business hours as well as on direct channels. The new proposed model revolutionises the methods to access banking services, allowing customers to go to the bank during times more compatible with their personal and professional commitments. At the end of 2015 there were 496 Group Retail branches and 495 Personal Branches open in the early evenings, on Saturdays or during the lunch break, adapting the business hours to the modern lifestyles of customers. During the year, 1,700,000 meetings were held with customers during extended business hours.

In addition to extended business hours and flexible spaces there is another initiative, already active for some years, aimed at meeting customer requirements more effectively: it is the “Offerta Fuori Sede” (out-of-branch offering) project, which envisages extension of the consulting services and sales development at customers’ homes or workplaces. During 2015 the base of professionals dedicated to the development of this service was extended further: at year-end there were 3,474 employees in possession of a financial advisor mandate, of which 561 heads of Personal branches and 1,091 Private Corporate Retail Managers of Personal branches.