37August 2015

MANAGEMENT COMMENT ................................................................................................................................................................................................... 3

Another milestone in the corporate protection

REPORT ................................................................................................................................................................................................................................................................... 4 Always on the lookout to protect our customers' interests Beauties and torments of measuring work performance Your feedback for better customer feedback

THE WORLD OF SECURITY ................................................................................................................................................................................................... 9 How to manage strictly confidential information

IN THE FOCUS .......................................................................................................................................................................................................................................... 10 The story of Inserter

MEET THE TEAM ................................................................................................................................................................................................................................. 12 Clearing and reconciliation team

TRAINING AND EDUCATION ........................................................................................................................................................................................... 14 Personal improvement in the service of the company

STANDARD SPOTTING .............................................................................................................................................................................................................. 15 Corporate template for PPT presentations

EVENT ................................................................................................................................................................................................................................................................16 Happy campers

Summary

Whisper

Internal newsletter of Intesa Sanpaolo Card

Editorial Board: Ana Zvonari, Ante Grkovi, Doris igon, Gordan Krianac, Ines Prkain, Iva Penezi, Janja Savi, Kate Miljkovi, Marjeta Melan, Marko Marijanovi, Milan Medi, Nikolina Maras, Sta Dvornik, Vedran Klanac, Zlata Jelovac, eljko Jurin

Graphic design by Unex Group, Croatia, Zagreb

Newsletter reserved to the staff of the Intesa Sanpaolo Card

Available on Intesa Sanpaolo Card intranet

Cover: The Inserter room, taken by Iva Penezi

BECOME A WRITER!Want to be part of WHISPER team?You can send ideas and themes or decide to write a commentary or offer your writing skills to our occasional disposal.In return, we offer you fame and possibility to speak to the company!Write today! whisper@intesasanpaolocard.com

37August 2015

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Compliance, certification, security, trust... these are all the buzzwords that some poeple associate with the adjectives: crucial, protective, prioritized but also with the not so favourable attributes like difficult, nuisance, boring...overrated?

In reality, many of you know that the word "compliance" enters in our focus especially in the period between July and September, due to the annual on-site audits and re-certification against PCI DSS, Personalization Bureau and Verified by Visa. Almost as a rule of thumb, each year these standards become more demanding and challenging for any organization. Also, the regulation is rapidly changing, with inevitable threats of fines - there are ever more cases of organizations paying high price for non-compliance (like Target paying Visa card issuers up to $67 million for data breach in 2013).

You have all probably heard of the two huge security data breach cases that occurred recently - Ashley Madison and Uber - with consequences that are still to be understood and paid for. We can also notice that manufacturers are rushing to put just like connectivity into electronic devices, whereas hackers are rushing to show that theyre designed with a disregard for the most basic security principles, which endanger all users, both physical persons or companies.

Suma sumarum, this is very challenging time for those who work in the field of compliance and risk reduction in general.

Security professionals are bound not only to rethink the tools, systems and processes they use for combating advanced threats but also to use their creativity in creating alerts and rules for combating security treats. The use of security relevant data in as much context as possible is a must to understand what is normal and what is not. Our log management system produces as many as 2500 alerts per minute so it is obvious that we had to make a further move in order to process these data. Therefore we have successfully implemented a SIEM product (Security Information Event Management), based on Splunk, that allows the security office a unique and full insight into security events generated at massive scale on all IT assets.

Whenever a security issue is detected, the system generates an alert in its internal ticketing system and allows to our team to quickly inspect and analyze what caused the alert. This further allows fast incident response and the ability to detect and respond to known, unknown and advanced threats.

As the whole system is implemented on a scalable and flexible platform, this is just the first step in bringing the security of Intesa Sanpaolo Card to a higher level the more machine data the system processes, the better the detection of advanced threats will be.

This step is a new milestone in ensuring that our Company is better protected and that threats by external or internal attackers are detected faster and resolved more effectively. However, the technology is not the weakest link here, but there are three sore spots: people, policies and procedures. That is why I would like to thank to all of you that are contributing to the improvement of our every day security posture, and helping us to successfully pass audits. Finally, let me invite all members of our community to take an active role in preserving client trust and, in a nutshell, in preserving our Company and our jobs!

Management comment :JASNA FUMAGAL L I ,Head o f Comp l i ance D i v i s ion

Another milestone in the corporate protection

SIEM is a clustered, highly available system, that continuously processes all machine generated data, be it from logs or rows from databases. All this information is stored on the central system in real time and analyzed by dozens of predefined rules. Each rule monitors different security relevant aspects, starting from failed logins on any IT asset, over change monitoring of critical configuration files to automated analysis of network communication with known malicious sites or sites used as Command and Control centers by hackers.

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ALWAYS ON THE LOOKOUT TO PROTECT OUR CUSTOMERS' INTERESTS Check out how did go the pilot project of the Advanced Fraud Management conducted this summer for Banca Intesa Belgrade

Grozdana Mari, Head of Decision Science / ad.int. Fraud Management Department Ksenija Krstin, Head of Customer Operations

What is Intesa Sanpaolo Card offering?Controlling payment card fraud becomes and remains one of the single biggest challenges and opportunities in the payment card industries.Intesa Sanpaolo Card is committed to support our Clients in managing card business and was able to recognize the op-portunity to improve the balance sheets of the banks in the cost of doing business area, by providing a service that greatly decreases financial loss related to card fraud.To be more specific, we are offering the service of Advance Fraud Management and by using our Fraud Case Manager (FCM) application, perform alert management and temporary card blocking in suspicious cases of fraud, based on previously agreed Key Risk Indicators. The service is provided during normally non-working hours: on working days overnight (16:00-8:00) and on weekends and holidays (full day - 24 hours) by our vigilant colleagues in the Call Centre Unit.

REPORT

71% of fraud occurs in non-working time, that is, in the period other than from 8-16 on weekdays.

DID YOU KNOW?

Reduction of fraud losses by detection fraud earlier, with fewer false positives

Improvement of operational efficiency through added value functionalities

Minimization of cardholder impact on operational costs

Decrease of chargeback expense

Reduction of charge-offs

The benefits of Advance Fraud Management for our clients

Detailed analysis of the pilot service efficiency has shown that the results are good both from the KPI and operation perspec-tive, and are in line with the projections we have made.Some of the results we have experienced:

74 cards were blocked, i.e. 2,47 cards per day

27 % cards are confirmed as compromised

reduction of create to open KPI is from 25 hours to less than 2 minutes

69 % is the percentage of confirmed approved fraud in non-working comparing with approved fraud during the day (in historical data it was 71%, so trend is confirmed)

Amount of prevented fraud depends on the thresholds in High risk rules. Lowering the thresholds within rules, will result in a higher amount of prevented fraud, but share of false positives would significantly increase.

Proof of concept pilot in Banca Intesa BeogradAdvanced Fraud Management was piloting in Banca Intesa Beograd (BIB) in the period June 17th July 17th and continued in the next period as well.

REPORT

Advanced fraud monitoring has started to roll thanks to this great team that makes sure our clients are safe 24/7

As with any great service, teamwork is a crucial part of it. In case of Advanced Fraud management service, in addition to Fraud Management Department and Call Centar Unit, there is a number of other organizational units that have contributed in launching this one: Intesa Sanpaolo Card Belgrade Branch Office, Organization department, Extended Services Team, Tax Team, Legal Department, Service Management Department and Business Performance Management Department.

Teamwork

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BEAUTIES AND TORMENTS OF MEASURING WORK PERFORMANCE

ten=4, Always=5. From these calculations we got that average evaluation results are lower compared to the self-evaluation results (except People management dimension), which also happened last year, as visible on the graph. The graph also demonstrates that difference between self-evaluation and evaluation is growing! One of the explanations for this probably resides in in the fact that both processes (evaluation and self-evaluation) were done in parallel. In that way, managers or delegated appraiser were not affected by self-evaluations which are usually higher than evaluation. Other explanation for this result is possibility that appraisers increased their expectations and objectivity. Also, we believe that up to certain point, the increase of self-evaluation results means that people are looking more positive about their work performance and are more confident. Anyhow, we can conclude that employees are signaling that they are working harder and better. But, at the same time, superiors are increasing their expectations. 13% of employees constantly exceed expectations Another interesting thing is that the evaluation results on People management increased and now are almost the same as self-evaluation result in that domain. This means that team leaders and service/solution managers and their superiors have pretty much aligned expectations related to this subject. For all of you who want to compare your own results with companys average, keep in mind that the total average evaluation is 3.87; while average self-evaluation result is 4. 01.Finally, we should mention that, according to your superiors, 13% of you constantly exceed expectations. Congratulations!

Every year at the end of summer we are talking about Annual Performance Appraisal. Lets go together through the APA 2014 most important effects and results.

Jelena Kuani, Human Resource Department

More objectivity in less timeAPA process for 2014 happened to be very interesting and challenging process for all included. There are several reasons for that. One is the fact that the whole process was performed through HR.plus portal. We worked hard to do this as best it can be. Still, we are aware that there were some bugs and issues. Thank you for your patience with these. Needed corrections were done and we hope that next year everything will be better. Another important thing is that self-evaluation and evaluation process were done in parallel (or at least should have been). This decision reduced the time needed for the process to be done. But, more importantly, we believe that it increased objectivity in the evaluation process.Finally, the fact that we put additional information inside the tool (like 2014 quarterly stimulation data on average evaluation and amounts received) opened interesting questions about impor-tance of feedback. We believe that it will help us to improve feedback habits in our company. Also, this APA managed to foster several really honest performance interviews. Both managers and employees used this tool to increase awareness about their own contribution, expectations and to define next step regarding someones career.

Self-evaluation vs. evaluationNow lets take a closer look at the results. We calculated results by the following key: Never=1, Occasionally=2, Usually=3, Of-

REPORT

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Will APA increase your salary?Probably all of you are interested in the use of APA results. One of the most relevant for you is to support salary increase requests. This doesnt mean that good result itself is enough for a salary increase, but it is necessary information in the moment when HR receives request for your salary increase from your manager. Also, we are extracting those who possess some key knowledge in order to ensure knowledge sharing and to avoid having too many single points of failure. Another effect of APA is improving APA itself. Every year we prepare a detailed report for Management Board and then is discussed which are implications of results and what can be further improved in the process.

LONG STORY SHORT FOR NEWCOMERS

If this whole APA thing leaves you bewildered since youve been with us very shortly, heres a brief explanation. Every year we perform Annual Performance Appraisal in which we evaluate 3 to 4 performance areas: Operational efficiency, Problem solving, Client orientation and People management (for Head of units, Solution/Ser-vice managers/Team leaders). APA consists of two separated process: self-evaluation (done by you) and evaluation done by your 2nd line managers or delegate (usually Head of units). Who is eligible for appraisal? All employees below the level of Head of department who are employed in the company for more than 6 months in the pertaining business year (after July 1st, 2014). That means that you will do APA next year.

WHY DO COMPANIES USE STACK RANKING SYSTEM IN THE PERFORMANCE APPRAISAL?

Microsofts stack ranking system in perfor-mance appraisals was often criticized by their employees. It is a system in which units are forced to declare a certain percentage of em-ployees as top performers, good performers, average performers, etc. Depending on the ranking, management decides about bonuses for employees. Facebook, Yahoo and Amazon are examples of companies that are using the same system. Although this system can provoke competitiveness and negative atmo-sphere in the office, we should take a look the other side of the medal. All bonuses and salary increases are related to the budget. And since there is no fairy to create gold as much as we want, budget has its limit. And so do bonuses, which mean that only certain percentage of employees can be awarded. That is why big companies have stack ranking systems. And, no, ISP Card does not use it.

REPORT

Since we are constantly trying to improve APA process, we invite you to send your comments (if you already havent) and tell us your opinion about how we can improve the process further. You can send your answers on hr@intesasanpaolocard.com. We cant promise that all your comments and sugges-tions will be implemented, but it will help us to understand other side of APA.

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YOUR FEEDBACK FOR BETTER CUSTOMER FEEDBACK

REPORT

Dear colleagues, thank you for helping us improve our Partner Satisfaction Survey. Your participation in the pilot of a new survey resulted in the tool that will enable us to get more relevant feedback from our customers.

Sanja Bra, Marketing Communication and Customer Experience Department

Last autumn brought us some novelties in the survey field, like the inclusion of our customers from Activa Group into the survey, resulting in the expanded respondents pool and consequently, more representative PSS results. This autumn is going to bring us even more refreshments in the PSS area. Before we reveal them all, let's take a snap shot over the last six years:

Without a doubt, these are some impressive figures. Nev-ertheless, we wanted more so we started a new concept of conducting surveys with a new tool, called Oracle Right now solution, that will enable PSS to have more flexibility, transparency and a wider spectrum of possibilities within the same budget range.

The first official survey to be conducted with this new tool is planned for PSS within ISBD in the autumn 2015. In order

to approach our customers efficiently and professionally we invited 85 of our colleagues to take a part in testing of the new tool through a pilot survey. The selected employees, majority of whom have been already been part of the PSS process up before, were asked to assume the role of our final customers and answer the questionnaire, providing us a critical point of view for the whole user experience. You played that role perfectly and sent us valuable feedback which will help us to fine tune the application before going live to the final customer. Thanks to you, our attention has been drawn onto the couple of points that have to be upgraded in the application, in order to achieve good customer experience. For example, since you asked for the back button, from now on the respondents will navigate through application in both ways: next page or previous page depending on the needs.

Furthermore, the name title will be emphasized while special attention will be paid to the security issue, since some of our colleagues could not even approach to the survey. That means that the communication with some of our customers within PSS process, like ISPBA for instance, will have to be handled separately. Your feedback also made us realize that the application will not work properly on some old internet browsers so com-munication with respondents will be adjusted accordingly.Finally, 85% of you confirmed to us that we did a good job. After fine tuning the application based on your sug-gestions we hope to increase this number to 100%! Keep in mind that it can be used for different kinds of research so use our tool for your own needs and be advocates for Customer centric culture.

IMPORTANTThe Oracle Right now solution has a wide range of possibilities and, besides PSS, can be used for various kinds of

research. If you think this application may be beneficial to your own work, please

contact us at CustomerCare@intesasan-paolocard.com and well help you how

to make the best use of it.

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We, employees of Intesa Sanpaolo Card, are the weakest link in the security chain and the only way to change that is by changing our behavior. Thats why were starting a regular section aiming to help you help the Company in the follow-ing of important security rules. Lets start by highlighting the significance of the proper handling of confidential electronic and hardcopy documents.

Prepared by: Security Office

Through the obligatory process of classification of the informa-tion, The Company assigns a special value to information, which is, in many aspects, the most important asset of our organization.In our Company we assign three categories to the information: strictly confidential, significant and normal. (Detailed information on classifying information can be found in the respective rulebook).

The protection of information is based on the principle that information is protected by adopting effective and efficient countermeasures in proportion to the value that the same information has for the com-pany. In this article we would like to list the measures that should be applied when dealing with strictly confidential information, which also encompass the documents life cycle.

HOW TO MANAGE STRICTLY CONFIDENTIAL INFORMATION

THE WORLD OF SECUR I TY

Labelling documents and mediaClearly write the wording: highly confidential on each page of the documents in both electronic format and in hard copy and/or directly on the media containing the same information or documents (e.g. folder, ring binder, CD, ...)

Keeping documents and mediaRemove documents and media them from visible positions and place them in locked cabinets and drawers even when temporarily leaving your workstation

Saving / BackupMake a backup copy in network folders prepared by the Company.Make an additional backup copy on a removable medium and store it suitably (see keeping documents and media) as far as possible from the original.

Distribution/ transmission and sharing Only distribute and/or share the documents and media with people who actually need to use them.If sent by traditional mail: use sealed holders (e.g. package, envelope, etc.) and make a backup copy before sending them. Use double sealed holders indicating the level of classification and ascertain their receipt by contacting the recipient.

Reproduction / printingOnly reproduce the quantities strictly necessary and avoid that abusive copies are made by promptly removing the originals from photocopiers or scanners and the documents from printers.

DestructionWhen possible, empty the PC's bin as soon as the files are deleted (destroy hardcopy documents so that they cannot be reconstructed).

Company information must be protected through the methods selected according to its level of classification, and each copy of the same information must be ensured the same level of protection agreed for the original.In particular, it should be noted that, where a specific measure is not indicated, the in-formation shall be classified as significant.For detailed insight, check the Group rule regulating this area.

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THE STORY OF INSERTER task of mail folding and inserting, together with the machine, was outsourced to a third-party in 2012. But its not the machine itself that made this room so special. Its the people by whom the machine was operated and the cheerful, yet hard working atmosphere that had always surrounded it.To scratch a bit below the surface and find out more about these good, old times, including even pre-Inserter period, we talked to some of our colleagues who were the main protagonists of this era. They all agree on one thing: Inserter was a special place to work in.

Before inserter, even a CEO was inserting card reports in the envelopeDarko Habu, nowadays Head of Data Processing and Datacenter Operations Unit, is certainly the most referent person when talking about Inserter, as hes been closely related to its system operability throughout its entire existence, as the first responsible for inserter. Darko is also well-versed in the entire development of card processing in our Company as he was among our datacenter pioneers, ever since Atlas American Express times. Together with Bojan Toni who was IT director at the time, Darko was the first to enter new Lastovska data center on the New Years Eve in 1989. There were 37 processors that composed the first data center. For storing 1 GB of data one cubic meter was needed. To process the present quantity of data with that technology, wed need the entire Savica area covered with computers-says Darko.In the first years of American Express presence in Croatia back in 70s, the Amex members were so few that the card invoices were written on the typewriters recalls Darko. Later on, the numbers from credit card slips were entered manually, processed elsewhere, printed out on endless A3 sheets and then equally distributed among all employees. Until 1987 when NCR technology was introduced, literally everyone took part in manual folding and inserting of SOC/ROC reports (summary/record of charge) in envelopes, in-cluding CEO and cleaning ladies!

The boom of marketing with the first mail processing machine The NCR technology for data printing that entered in practice in 1987 dispensed inserting process, as it was based on printing of sheets ready-made for mailing. Still, this method proved very costly resulting in its replacement with the first inserter machine based on laser technology, which arrived from England in 1993. Besides lowering the costs by 50%, Inserter marked the beginning of an entirely new era: inclusion of marketing materials alongside card reports! Logically, it didnt take long for the boom of marketing to happen just like it didnt take long for a second, upgraded version of inserter to land in Lastovska. The third machine acquired in 2000, two years after PBZ took over the Amex franchise, repre-sented the most cutting-edge technology in automatic mail processing, having been the first of the kind in Croatia. Many

The room where once a legendary Inserter machine was folding and inserting thousands of envelopes ad-dressed to cardholders, is our new get-together place for constructive escapes from Radnika.

Ana Zvonari, Internal Communication

Old room with a new purposeA chronic lack of meeting rooms in Radnika is an old sore spot of ours. (So is a chronic excess of meetings, obviously). But from now on your Outlook calendar offers you an alter-native option when looking for a location for a meeting the Inserter room. And this alternative option is alternative both in the terms of location and appearance. Slightly dislocated from the Green Gold, Inserter is situ-ated in the basement of our good, old home, Lastovska 23. Once used as internal mailing factory, the space has been recently renovated to serve as a get-together place for whatever purpose - meetings, trainings, workshops, parties you name it.With a surface of approximately 70 m2, plus an extra adjacent room of 15m2, Inserter is capable of hosting bigger groups. For the time being, the room is equipped with the basic conference equipment: several tables, approx.30 chairs, two white boards, coffee machine, Wi-Fi connectionQuite modest beginning, but moving into a new home usually means starting off with basics, right? With time (and budget allowances) also Inserter will grow into a more comfortable and better supplied meeting place.

I N THE FOCUS

For the time being, the room is equipped with the basic confer-ence equipment: several tables, approx.30 chairs, two white boards, coffee machine, Wi-Fi connection

Why Inserter?In tribute to the former subtenant, this room was named after the inserter, a machine for automatic mail processing that found here its last asylum, before the entire operational

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Hardworking cowboysWhenever our management hosted important guests, theyd bring them to see the inserter. Still, for as much as it was great show-off, this machine gave us a lot of headaches. Shortly after the arrival of the last and the most sophisticated inserter, we detected several deficiencies on it. All the advice from the factory experts and many hours spent on conference calls proved useless. Finally, Rora, Saa Iri and I decided to fix it our way, both hardware and software wise, and managed to set it right. The most valuable lesson we got from Inserter is the ability to improvise - recalls Robert tipak. He also keeps many great memories from these days. The superiors conceded us a lot of independence in our work which was largely appreciated. We used to work endless hours, including nights and weekends, all to meet the strict deadlines. But then we also knew how to indulge ourselves after hard work loud music accompanied by smell of good food was usually coming out from our room. Those were real cowboy days that brought us many good laughs; we were always playing pranks on each other. The atmosphere in the Inserter room was always fantastic. concluded Robert.(Actually, he didnt conclude his story with that but with a number of juicy anecdotes, but that will have to remain off record. Take any of the inserter people for a coffee and you may find out!).

In any case, the Inserters story is weaved around collegiality, hard work and fun. Yes, occasional disagreements happened, but would soon be overcome by the good spirit of Inserter. May that very same spirit remain in Inserter room forever and possess all of you who enter it.

of our business counterparts wanted to get acquainted with the machine with the capacity of 3500 envelopes per hour - representatives from ZABA and Croatian Post Office rushed to Lastovska to check out the wide range of Inserters pos-sibilities in the automatic preparation of materials for mailing.During all that time Inserter was operated en passant, that is, without a dedicated team, but with employees who jumped to the aid alongside their regular jobs, under organization of Darko Habu.

Logically, with constant growth of cardholders the daily mail volumes were also increasing, requiring an organized team operating in shiftwork. Robert tipak, currently Head of Risk Portfolio management, was appointed the team Inserter team leader, having run the unit since 1998 with strong support of Aleksandar Iri and Radojev Rora, who was in charge of technical maintenance. From 2002 till the end, Inserter was operatively led by Aleksandar Iri, under supervision of Darko Habu, with a number of other employees including Zoran Kralj, Franjo Marku, Drako Sadak, Vid and Vlado Soleniki, Nemanja Iri, etc. This team has also welcomed the last version of Inserter machine that arrived from Sweden in 2006 and soon got popularly nicknamed veo. In its entire existence, in the period from 1993 -2012, the four versions of Inserter processed more than 180 million of various paper units, all neatly folded and inserted in 85 million envelopes!

I N THE FOCUS

The last photo with veo taken on the day of its departure, January 2nd 2012, when inserting process was finally outsourced. First row, from left to right: Vid Soleniki, Darko Habu, Ujo (!), Mislav (from CityExpress). Second row: Drako Sadak, Aleksan-dar Iri, Mihael Hini

William Montgomery, the US ambassador in Croatia, was impressed with Inserters technical performance during his visit to Atlas American Express in 1998. Robert tipak and Radojev Rora are in the background.

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CLEARING AND RECONCILIATION UNITIts needless to emphasize how finances are a delicate and serious matter. Therefore, all the mentioned activities must be executed on a regular and ongoing basis fitting prescribed timeframes to enable final endpoints fulfil their further obligations. In case one of the packages is not delivered on time, or gets delivered with inaccurate data or is not delivered at all, the financial consequences are possible.In a company oriented to card business like ours, one of the units in the Customer Operations Department is taking care of clearing and reconciliation whereas settlement is, in

general, under banks` domain.

What does it mean to take care of clearing and reconciliation? Well, in our Clearing and Reconciliation Unit seven employees sup-ported by an external associate are in charge of operational handling of clearing and recon-ciliation process, con-trolling and supervising daily transaction batch

processing cycle per each Bank - more than 130 files, exchanged between ISP Card and card schemes (Mas-terCard, Visa, GNS). Also, they are monitoring declined/rejected transactions and performing data corrections when necessary (meaning quite often since card schemes reject approximately 200 transactions every month).

They provide first line of support in resolving banks in-quiries about daily transaction batch processing, error, returned and rejected transactions (with more than 40 tickets per month!).Given their vast experience in the clearing process, they also support mandates management from the analysis to implementation phase, participating in setting parameters in clearing and reconciliation and chargeback application systems. Their activities also include providing support to business, processing and development teams, in test-ing, installations, file transfers and archiving definition and implementation, certifications with global networks, housekeeping servers, writing documentation.

For legacy reasons, the Unit also performs financial opera-tions such as account booking, payment preparation etc., that is, all the tasks that are still performed on ISP Card side. Lots of activities and lots of tasks to handle

Find out what clearing and reconciliation actually stand for and who makes sure they are impeccably executed

Maja Munjak Haramini, Customer Operations Department

Once upon a time, between the era when messages were exchanged by pigeons and the era of e-mails and SMS, the mankind used postal services for exchanging letters, things and even money.Everything was quite risky. A man could suffer loss because of a letter lost and not delivered; it was more difficult to bear loss caused by a lost en-velope with money in it. Its always about the money, right?Since sending money was very unsafe, a man knew that some-thing had to be done. The process of mon-ey transfer evolved in many directions and today, among all, the mankind has at its dis-posal a wide palette of payment cards guarded by an entire army of security elements and supporting technologies.

In banking area, it is a common knowledge that making transaction with any kind of MasterCard, Visa or Amex card does not correspond to an instant movement of funds between two institutions a card issuer and a card acceptor (acquirer). Once the transaction is authorized and confirmed, only a commitment of payment is accomplished. The path from such a promise of payment leading to the actual money transfer from one bank to another, starts with packing of all necessary details about transactions into packages-files. In the case of above mentioned cards, the exchange of these files between two final endpoints - issuer and ac-quirer via MasterCard, Visa and GNS payment schemes, is called clearing.During the process of clearing, it must be assured that data of transactions performed and exchanged are mutually reconciled, ensuring that the money leaving an account matches the actual money spent.Packing and exchanging of packages must be thoroughly and carefully undertaken because it represents basis for movement of funds called settlement.

MEET THE TEAM

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Drawing the line under all of that, as a permanent and ongoing process, great efforts are made by the Unit to improve, optimize and automate processes which very often include different kind of development. We believe that results of these efforts are additional particles that make us stronger and stronger link in the chain in our Company.

Gregor Boi, Head of Unit, about his team:

Our unit is located both in Koper (Nada Bauman-Lenari, Sonja Hrvatin, Kristina Smrdel and Gregor Boi) and Zagreb (Mira Leki-Kneevi, Samira Crnoli Dragini, Luka Rakamari and Danijel Popovi replac-ing Domagoj Paunovi). Different persons composing the Unit come from different areas of expertise: finance and accounting, chargeback, IT development, business design and other. Such a versatility of knowledge and skills is the most important and valuable asset of the Unit. Based on the variety of tasks the Unit comes across, it is very important to know not just how clearing and reconciliation processes work, but also to have a good knowledge of all the surrounding activities inside Intesa Sanpaolo Card. This is the only way to support the clearing and reconciliation processes without having negative impact on all other existing flows.

MEET THE TEAM

Main activities of the Clearing and Reconciliation Unit:

Clearing & Reconciliation controls

Implementation of changes, mandated by card

schemes

Improvements of the process

Operational tasks

Chargeback team and application support

Certications

+ some specific inherited activites:

GL accounting

GL reporting open positions

Authorizations of merchant payments

Quarterly reporting to card schemes (MC/VI)

From left to right: Luka Rakamari, Mira Leki-Kneevi, Gregor Boi, Samira Crnoli Dragini, Domagoj Paunovi (replaced by Danijel Popovi)

From left to right: Kristina Smrdel, Nada Bauman-Lenari, Gregor Boi Missing: Sonja Hrvatin

Pre-Edit

Edit Package

Sopra InterPel

CMS

ZMS

Exact

UC4

BKScan

Main tools of the Unit:

Second time better! The first Targeted Development Pro-gram (TDP) was ambitiously started with over 30 keen colleagues in 2012/13. Another 30 followed in the second edition of the program in 2014, including all the good things from the previous edition, and improving some sore spots. Currently all colleagues passed the Personal development module (remember Chris Haines!) and Change Manage-ment (remember Jon Thedham!), while the HR department is helping them choose a training of their own choice for third module Professional Excelling: under assumption that something that is good for them personally shall by default be good for the company. Some choose techni-cal trainings (related to Agile, or expert English language courses), some chose conferences (travelling to Berlin, Budapest, London) and then there are soft skills trainings, from NLP (neurolinguistic programming) to communication and project leading. Magda Stojkovi shares with us her experience from attending the course aimed at development of management and leadership skills, in the organization of the education center Berlitz.

Trust is the pillar of good communicationMagda Stojkovi, Service Management Department

The TDP offered the participants a great opportunity: for the third module of the program we were able to attend a training of our choice. Soon we realized that sky is not a limit on this one, as good trainings can be very expensive. But nevertheless, by join-ing forces, Marko Mlinar, Domagoj Petoi and myself had a wonderful experience.As we learned a lot during the first two sessions, we wanted to expand our soft skill learnings and put them in practice. Berlitz, a Japanese education company, prepared a customized three

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PERSONAL IMPROVEMENT IN THE SERVICE OF THE COMPANY

TRA IN ING AND EDUCAT ION

day education on employee communication and manage-ment. Our trainer was Daniel Hirschler, an ex-journalist from Germany that is now an experienced consultant, trainer and moderator specialized in organization, communication, team-building and leadership.

The training was just for the three of us, which gave us enough opportunity to actively engage, to focus on specifics that are relevant to our company, our departments and, of course, us. It was a great opportunity to get to know each other better, bond and exchange experiences as we are based on three locations - Jankomir, Radnika and Koper. We started the education by finding out that trust is the pillar of good communication; starting on the standpoint that Im ok and youre ok enables a successful communication. This was a concept that the three of us really took on board as we are aware that often we judge people or have low self-esteem in certain situations. During the exercises it was amazing to see how these states of mind affected the message that we wanted to get across.

We learned that every communication has four sides: factual (facts and figures), appeal (the speaker declares what the listener should do), relationship (express sympathy and antipathy) and self-revelation (self-disclosure of the speaker). Being aware of those sides and adjusting your message to the context is the key to be successful in communication.We also learned about leadership styles, which styles are we comfortable in and how can we adapt to other styles. As all three of us are heads of units this will be very helpful, as well as the conflict resolution tips that we received. We even had the opportunity to discuss actual conflicts in our work lives and find out our own conflict styles. We did some exercise on active listening and negotiations. We also learned some new things about motivation and culture.

Overall, I feel we really made a step forward on everything that we already learned in the first two sessions of the TDP and received

great hints and practice tools for the future. Its now our responsibility to try to put as many of those in practice.

Our trainer admitted ours was not a common form of training (having only three participants), but never-

theless we had the opportunity of having a coach for three days! I would heartily recommend this training to anyone.This experience was really priceless to me. In our everyday rush we tend to forget to think

about how successful we are as communi-cators, facilitators, leaders, listeners But being mindful of the environment and

relationships that we create and affect could

really help us to achieve our goals.

WHISPER15

Corporate template for PPT presentationsAs announced in Whisper 35 and mid-May on the intranet, new Groups communication strategy brought the new graphic format and consequently new corporate template for presentations.

A transition period for adoption of the new template was June 1st, and from that day on new version should be used, both in internal and in all external presentations.

STANDARD SPOTTING

USE

DO NOT USE

Filed on intranet, Communication

site, Presentation template web part

WHISPER16

EVENT

HAPPY CAMPERS!The favourite summer escape for the kids of the employees from ISBD continues to be Follonica camp, a sunny children resort in Vilaggio Marino di Follonica in Italy, situated on the Tyrrhenian coast. This time five children of ISP Card employees spent wonderful two weeks in Italy. As could be expected, most of them singled out the visit to Aqua Park as the most remarkable event of the camp, whereas a day visit to Rome and seeing the most important landmarks of the Eternal city got also stuck in their memory as a highlight.

There were many wonderful moments in the camp, but what intrigued me and couple of my friends the most, was our special hide-away place within the camp complex. We found a table and a bench carved in the stone, hidden in the woods and used to go there and hang out imagining were knights and princesses from the past said Leon Grdini.

Another Leon also loved the international experience: Besides Aqua Park, I really liked hanging out on the sandy beach and building sand castles he said.

THE GREAT FIVE:LEON GOLUBI, son of Janja Savi

LEON GRDINI, son of Vesna Klarica

MARTIN AND KATARINA PETROVI,

son and daughter of Ivana urkovi Petrovi

PAULA PEROK, daughter of eljka Perok

Paula Perok, up close!

The entire Croatian crew on the beach

A memory from the excursion to Eternal city

Leon Grdini proved to be an expert in water battles

Racing on the beach towards fizzing waves, who can beat that?

Happy campers

Love from Follonica!

www.intesasanpaolocard.com

in the world Implementation of the

HCE pilot and commercial launch for American Express with PBZ

1st

in Europe Implementation of the

HCE pilot and commercial launch for Visa with

VB Banka

2ndin South-Eastern

Europe, CIS countries and the Serbian market Implementation of the HCE pilot for Visa with Banca

Intesa Belgrade

1stEVERY GREAT ACHIEVEMENT WAS

ONCE CONSIDERED IMPOSSIBLE UNTIL THE RIGHT TEAM CAME ALONG

INTERNATIONAL&INNOVATIVE

TEAMWORK

DREAM WORK

IS MAKING THE