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Annual Report BRANCHES 2 12 ANNUAL REPORT CREDIT DIVISION INTERNAL AUDIT CORPORATE DIVISION TABLE OF CONTENTS 1. MESSAGE FROM CEO E. TREASURY 2. PIRAEUS BANK GROUP F. TECHNOLOGY DEVELOPMENTS 3. TIRANA BANK OVERVIEW G. RISK A. GENERAL INFORMATION H. COMPLIANCE B. BRANCH NETWORK: MAP AND ADDRESSES I. FUNDS TRANSFER C. MAIN HIGHLIGHTS (TIMELINE) 7. CORPORATE SOCIAL RESPONSIBILITY 4. ECONOMIC OUTLOOK A. ENVIRONMENT A. INTERNATIONAL ECONOMY B. SOCIETY B. ALBANIAN ECONOMY C. CULTURE C. ALBANIAN BANKING SECTOR 8. HUMAN RESOURCES 5. TIRANA BANK MAIN RESULTs – 2012 9. FINANCIAL STATEMENTS (TABLES AND GRAPHS) A. MAIN FINANCIAL AND BUSINESS RESULTS A. CONTENTS OF THE FINANCIAL STATEMENTS B. TABLE OF FINANCIAL STATEMENTS B. INDEPENDENT AUDITor’s REPORT 6. TIRANA BANK During 2012 – PRODUCTS, PERFORMANCE & OTHERS C. INCOME STATEMENT A. RETAIL BANKING D. BALANCE SHEET B. SMEs BANKING E. StATEMENT OF CHANGES IN EQUITY C. CORPORATE BANKING F. CASH FLOW STATEMENT D. BRANCHES G. NOTES TO THE FINANCIAL STATEMENTS ANNUAL REPORT 2012 PAGE 2 01 Message from CEO In this period of challenge and uncertainty, role towards the society, economy, customers, Dear Stakeholders, Tirana Bank aimed to predominantly standby employees, and the shareholders of the Bank, and support its clients. Accordingly, it is fulfilled if we conduct our business with induced readiness of its staff towards the new transparency and integrity. Hence, adding challenges through guidance, empowerment value to the greater society and its well being and appropriate supervision. At the same time through contributing to a sound financial the core objective of protecting the interests of system, a healthy and growing economy and its shareholders was streamlined towards: a human oriented community. 2012 WAS ANOTHER PUZZLING YEAR for the • Managing and preserving the quality of its Looking ahead we are focusing on maintaining world economies hence, a period of ambiguity and asset portfolio our competitiveness ensuring that our change. Unavoidably, globalization has reflected • Retaining its liquidity position and its self organization is well equipped and ready to the economic uncertainty to the local economy as funded character reveal yet exploit any opportunity on the way well, leading to a decelerating domestic demand, • Maintaining at all times its capital adequacy forward. We need to continue reinforcing on the quest of consumers for a secure financial an effective corporate culture capitalizing direction. In these difficult times, we have a primary on change and adaptability. Nothing can be duty to protect our clients, both households achieved unless our people are competent The Albanian economy aims for financial stability and businesses. Even more for the latter the to face the challenges of new era with skill while being at the same time vulnerable to external safeguarding of the corporate and small/medium optimism, determination and passion on the and regional developments. Reformulation of companies becomes a must, as they constitute outlook for a promising future through growth. fiscal and monetary policies as well as structural indisputably the backbone of the economy. It Sincerely, changes necessary to face the challenges was essential to identify and capitalize on the on a macro and microeconomic level, define determined business managers and through an ever changing economic environment. Yet better communication and consultation to help Savvas Thalassinos the economic characteristics remain those of our customers overcome financial difficulties. In Managing Director and CEO decelerating consumption and subdue investments this regard we endeavored to offer effective accompanied by a more conservative financial and long-term solutions to our clients. banking activity. Especially in the area of crediting, the banking sector through the redrafting of new Now more than ever, in Tirana Bank we are strategies and policies reflected its sensitivity to committed to the principles of our corporate the quality and performance of its loan portfolio. responsibility. We strongly believe that our ANNUAL REPORT 2012 PAGE 3 02 Piraeus Bank Group SIGNIFICANT2012 YEAR Brief history During 2012, Piraeus Bank realized PIRAEUS BANK WAS FOUNDED IN 1916 and “Piraeus Bank AD Beograd”) and the Egyptian two significant strategic moves that operated through a period of private-ownership market by acquiring Egyptian Commercial Bank upgraded the Bank’s position and and management, while in 1975 it passed to state- (renamed “Piraeus Bank Egypt”). In 2007, Piraeus presence in banking in Greece: in July ownership until 1991. Since its privatization in Group expanded its international presence in the Bank acquired the “healthy” part of December 1991, Piraeus Bank Group has presented Ukraine by acquiring the International Commerce ATEbank and in December it acquired significant growth in size and activities. Bank (renamed into Piraeus Bank ICB) and in 2008, Geniki Bank in Cyprus, with Piraeus Bank (Cyprus) Ltd. Along with its organic growth, Piraeus Bank has made a series of strategic moves with the goal of During 2012, Piraeus Bank realized two significant establishing a strong presence in the domestic strategic moves that upgraded the Bank’s position market. Thus, in the period of 1997-1999, the Bank and presence in banking in Greece: in July the absorbed the activities of Chase Manhattan, Credit Bank acquired the “healthy” part of ATEbank and Lyonnais Hellas and National Westminster Bank in December it acquired Geniki Bank. Piraeus Plc in Greece. The Bank also acquired Macedonia Group’s pro-forma total assets amounted at the end Thrace Bank and Xiosbank which were absorbed in of December 2012 to EUR 79.1 billion (*), gross 2000. In 2002, Piraeus Bank acquired the Hellenic loans EUR 50.6 billion, customer deposits EUR 37.0 Industrial Development Bank (ETBAbank) which billion, while the group’s branch network comprised was absorbed in late 2003. of 1,338 units and employed 18,597 people. In 2005, Piraeus Bank Group, implementing its strategy for expansion in Southeastern Europe and the Eastern Mediterranean Basin, acquired the Bulgarian Eurobank (renamed “Piraeus Bank Bulgaria”) strengthening its presence in Bulgaria (*) Including EUR 7.3 billion capital commitment, which started in 1993, while it entered into the EUR 0.6 billion commitment for ATEbank and EUR 0.8 billion of the additional funding gap of ATEbank Serbian market by acquiring Atlas Bank (renamed (all amounts provided by HFSF), ANNUAL REPORT 2012 PAGE 4 Country Bank Assets (€ mn) Romania Piraeus Bank Romania 3.402 In 2013, Piraeus Bank continued to play 2000 as the first complete electronic Bulgaria Piraeus Bank Bulgaria 1.653 an important role in the restructuring of banking service in Greece, offering a full Albania Tirana Bank 713 the Greek banking system and acquired set of services. Winbank has received Serbia Piraeus Bank Beograd 719 the banking operations of 3 Cypriot a series of significant awards, both Ukraine Piraeus Bank ICB 328 Banks in Greece (Bank of Cyprus, domestic and international, reflecting Cyprus Piraeus Bank Cyprus 1.278 Cyprus Popular Bank and Hellenic the high level of its services. Egypt Piraeus Bank Egypt 935 Bank) and Millennium Bank. Today, the London Piraeus Bank 194 Group employs approximately 25,000 International Operations Frankfurt Piraeus Bank-ATEbank 141 people, while the entire branch network Piraeus Bank Group’s international Total 9.363 numbers 1,750 units, with a presence presence is mainly focused in in 10 countries including Greece and Southeastern Europe and Eastern data as of 31.12.2012 servicing approximately 6 million Mediterranean, but also in London and customers. Frankfurt. BUSINESS ACTIVITY Domestic Operations STRATEGY Today, Piraeus Bank leads a group The main midterm objectives of Piraeus of companies covering all financial Group’s policy are: to safeguard and banking activities in the Greek liquidity, capital adequacy and asset LONDON market (universal bank). Piraeus Bank quality, achieve high efficiency by FRANKFURT possesses particular know-how in containing operating costs, and the areas of small and medium-sized to smoothly integrate the recently UKRAINE enterprises (SMEs), agricultural and acquired banking activities in Greece, retail banking, leasing, capital markets thus achieving significant synergies. and investment banking. Piraeus Bank will continue to focus ROMANIA on SMEs, the agricultural sector and SERBIA These services are offered through the retail banking segments, where it holds BULGARIA Bank’s nation-wide network of c. 1,300 strong expertise. ALBANIA branches and c. 2,400 ATMs and also through winbank, the electronic banking platform. The latter was launched in CYPRUS ANNUAL REPORT 2012 PAGE 5 03 Tirana Bank Overview 2004 Tirana Bank network has 22 branches with the opening of seven other branches, becoming the Bank with the second largest branch network. TIRANA BANK HAS A NETWORK OF 56 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> BRANCHES, COVERING THE WHOLE 1999 2000 2001 2002 2003 Launch of VISA Tirana Bank Rapid growth Year of network Two more COUNTRY. >> EXECUTIVE COMMITTEE purchasing opens its new achieved, expansion. Tirana Bank 1. SAVVAS THALASSINOS - Managing Director & CEO service. First branches in with assets’ First VISA agencies are 2. JANI GJIKA - Head of Corporate Division positive Gjirokastra and figures tripling Credit Card is opened. 3. MANJOLA CAPO - Head of Credit Division financial Korça. compared with issued. 4. SOTIRIS KOUSOURIS
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