Godišnji Izveštaj O Poslovanju 2015

GODIŠNJI IZVEŠTAJ O POSLOVANJU 2015

Godišnji izveštaj o poslovanju za 2015. godinu 1 Sadržaj

4 O Sberbank i Sberbank Europe

6 Uvodna reč predsednika Izvršnog odbora

8 Izveštaji po resorima i službama

8 Resor za poslovanje sa privredom i globalna tržišta

10 Resor za poslovanje sa stanovništvom

16 Resor za finansije i rizike

18 Upravljanje operacijama

19 Ljudski resursi

20 Komunikacije

21 Korporativna društvena odgovornost

22 Istraživanja i razvoj

24 Finansijski izveštaji

24 Ključni pokazatelji 2012-2015.

25 Ostvareni pokazatelji poslovanja banke

26 Bilans uspeha

27 Bilans stanja

28 Organizaciona struktura

2 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 3 O SBERBANK I 1. SBERBANK EUROPE

Nemačka je završila proces sveobuhvatne procene od strane revidiranom poslovnom strategijom. Dobri poslovni ECB. Sberbank Europe uspešno je prošla procenu rezultati Sberbank Europe očekivana su posledica Ukrajina Češka kvaliteta aktive, što je rezultiralo Zajedničkim pove ćanih ulaganja u bazu zaposlenih, informacione akcionarskim kapitalom - Nivo 1 od 9,6%, što je tehnologije i operativnu podršku. Ipak, jednokratna Slovačka iznad minimuma od 8% definisanog od strane ECB. izdvajanja, kao što je izdvajanje u iznosu od 25 miliona

Austrija Rezultati Stres testa pre procene kvaliteta aktive evra za konverziju kredita u švajcarskim francima Mađarska pokazali su zajednički akcionarski kapital - Nivo 1 u Hrvatskoj, negativno su uticala na ovogodišnje od 10,5% prema osnovnom scenariju i 6,3% prema poslovne rezultate. Kako se početna očekivanja rasta Slovenija Hrvatska negativnom scenariju za kraj 2017. godine. Rezultati iz 2012. godine, nakon ulaska Sberbank na tržište, nisu Strest testa nakon procene kvalitet aktive pokazali mogla u potpunosti ostvariti, neto rezultat i ključni Bosna i Hercegovina su Zajednički akcionarski kapital – Nivo 1 od 8,9% finansijski pokazatelji za Sberbank Europe stagnirali Srbija prema osnovnom scenariju za kraj 2017. godine su 2015. godine. (iznad definisanog minimuma od 8%). Prošle godine, bilans stanja u oblasti poslovanja Rezultat Stres testa nakon procene kvaliteta sa stanovništvom Sberbank Europe konstantno aktive za kraj 2017. godine prema negativnom je rastao. scenariju pokazao je Zajednički akcionarski kapital – Nivo 1 od 4,2% (minimum 5,5%). Implicirani Kreditiranje je beležilo značajan rast u Češkoj manjak kapitala (138.5 miliona evra) je u potpunosti Republici, Srbiji i Slovačkoj. Poslovanje sa fizičkim pokriven kapitalnim merama izvršenim već tokom licima nastavilo je da doprinosi bazi finansiranja berbank Europe a.d. sa sedištem u Beču niskih kamatnih stopa u okruženju i sankcija koje prvih devet meseci 2015. godine. Pored toga u svim zemljama, uz snažnu podršku internet S(Austrija) je bankarska grupa u 100% vlasništvu su EU i SAD uvele Rusiji u periodu nakon krimske zajednički akcionarski kapital - Nivo 1 povećan je banke Sberbank Direct u Nemačkoj, koja je Sberbank Rusije. Nakon što je Sberbank Rusija krize. sa 100 miliona evra u poslednjem kvartalu 2015. dostigla nivo depozita od skoro 1,8 milijardi evra. preuzela Volksbank International (VBI) 2012. godine, što je obezbedilo prostor za nove poslove. Banka u Češkoj Republici zabeležila je rast baze godine i preimenovala je u Sberbank Europe, Posledica ovih uticaja jeste da prvobitno očekivani Sberbank Europe napravila je dobru osnovu za klijenata za 50% (više od 100.000 klijenata) u preduzeti su značajni koraci u cilju njenog rast poslovanja Sberbank Europe nije moguće u poslovanje u sledećoj ali i narednim godinama odnosu na 2014. godinu. postepenog transformisanja u potpuno razvijenu potpunosti ostvariti. U skladu sa novonastalim uspešnom konverzijom 370 miliona subordiniranih samofinansirajuću i profitabilnu univerzalnu okolnostima, Sberbank grupa je tokom 2015. godine kredita (Nivo 2 kapitala) u Zajednički akcionarski Sberbank Europe nastavlja da razvija svoje digitalne banku sa jakim fokusom na klijente, fizička i pravna revidirala svoj poslovni model u skladu sa dugoročnim kapital – Nivo 1. mogu ćnosti. U Češkoj i Hrvatskoj, filijale Sberbank lica. Sberbank Europe je prisutna na 10 tržišta izgledima profitabilnosti na tržištima na kojima Europe pokrenule su novu aplikaciju mobilnog u centralnoj i istočnoj Evropi: u Austriji, Bosni i je prisutna. Važan korak u sprovođenju revidirane Banka je značajno poboljšala kako strukturu bankarstva, dok u Srbiji, Sloveniji i Mađarskoj Hercegovini (Sarajevo i Banja Luka), Hrvatskoj, poslovne strategije predstavlja potpisivanje ugovora kapitala, tako i procenat Zajedničkog akcionarskog Sberbank Europe nadograđuje postojeće mobilne Češkoj, Mađarskoj, Slovačkoj, Sloveniji, Srbiji, sa Penta Investments o prodaji 99,5% udela u kapitala – Nivo 1. Nakon konverzije Zajednički i internet aplikacije. Potpuno redizajnirani sajt je Ukrajini i Nemačkoj. U Nemačkoj Sberbank Direct Sberbank Slovensko, koji će biti realizovan u prvoj akcionarski kapital – Nivo 1 Sberbank Europe pokrenut u Sloveniji, a uskoro će biti razvijen i u posluje sa fizičkim licima putem onlajn ponude polovini 2016. godine. U ovom trenutku, Sberbank porastao je na 14,5 procenata. Prema izveštaju iz drugim zemljama, uključujući Austriju. osnovnih bankarskih proizvoda. U Austriji Sberbank Europe ne teži rastu na svim tržištima, već selektivno 2015.godine koji je objavila Evropska bankarska Europe posluje sa pravnim licima, pri čemu je fokus bira ključna tržišta i segmente u cilju jačanja i razvoja agencija (EBA), prosečni procenat Zajedničkog Poslovanje sa privredom i investiciono bankarstvo na poslovanju na tržištima Centralne i Istočne baze klijenata. akcionarskog kapitala – Nivo 1 među austrijskim nastavilo je da se razvija tokom 2015. godine. Evrope, Rusije i ZND. Sberbank Europe ima više bankama dostiže 11,3 procenta. Volumen kredita ostvario je rast od 5% u odnosu od 700.000 klijenata, 280 filijala i zapošljava oko Evropska centralna banka (ECB) izvršila na prethodnu godinu i iznosi 3,95 milijardi evra što 5.000 ljudi širom CIE. Ukupna aktiva Sberbank detaljnu procenu Sberbank Europe a.d. Rast u poslovanju sa fizičkim licima; predstavlja najviši zabeleženi iznos. Tokom 2015. Europe iznosi 14,3 milijardi (na kraju 2015. god.). finansijski rezultati postignuti godine iznos novih kredita u privredi (uključujući U novembru 2014. godine, Sberbank Europe jednokratnim plasmanima i uvećanjem prolongiranja) isplaćen u okviru mreže Sberbank Revidirana poslovna strategija klasifikovana je kao značajna institucija i nalazi se investicija Europe dostigao je rekordni nivo od 1,6 milijardi pod direktnim nadzorom Evropske centralne banke evra na osnovu snažnog učinka Sberbank Europe, Poslovni model Sberbank Europe poslednjih (ECB). Tokom 2015.godine, Sberbank Europe, koja je Bankarska grupacija Sberbank Europe, iako uz godišnji rast kreditiranja za više od 35% i nekoliko godina je pod uticajem dva spoljna uticaja: do tada bila pod nadzorom austrijskih vlasti, uspešno sporijim tempom, i dalje je u fazi razvoja u skladu sa pove ćanje baze klijenata od 65 procenata.

4 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 5 UVODNA REČ 2. IZVRŠNOG ODBORA

U Srbiji je u 2015. godini Narodna banka Srbije U okviru Rusko-srpskog poslovnog foruma u sprovela Stres test kojim je ispitala adekvatnost Moskvi potpisani su sporazumi o saradnji sa kapitala najvećih banaka na tržištu. Sposobnost kompanijama NIS a.d. Novi Sad i Energoprojekt Sberbank Srbija da odgovori na vanredne rizike Holding a.d. Beograd u cilju unapređenja i jačanja je odlično ocenjena budući da je adekvatnost strateške saradnje. Uspostavljen je i adekvatan kapitala banke nakon Stres testa izuzetno visoka model finansiranja lokalnih samouprava koji će i iznosi 15,40 procenata, dok je pre ovog testa dodatno biti upotpunjen preko JPP-a (javno- iznosila 17,46 procenata. privatno partnerstvo), kao adekvatnog modela finansiranja kada su u pitanju investicioni projekti Segmenti poslovanja sa privredom i u lokalnim samoupravama. stanovništvom zabeleženi su u vidu rasta poslovnih pokazatelja. Ostvaren je rast broja Glavno usmerenje u oblasti Resora za upravljanje klijenata, kao i povećanja obima kreditiranja i operacijama bili su podrška bankarskom poslovanju Izvršni odbor oštovani, prikupljenih depozita. uz osiguranje najvišeg nivoa operativne efikasnosti, Sberbank Srbija a.d. Beograd P optimizacija troškova i unapređenje bezbednosnih Zadovoljni smo ostvarenim rezultatom na kraju Resor poslovanja sa stanovništvom susreo se sa informacionih tehnologija. 2015. godine budući da je on u najvećoj meri velikim izmenama zakonske regulative kojima se Dušan Radičević posledica promišljene i planirane dugoročne uspešno prilagodio. Kada su u pitanju depoziti, član Izvršnog odbora stepenasta štednja ostvarila je najveći uspeh, dok strategije upravljanja rizicima. U značajnoj meri smo Želimo da se zahvalimo klijentima koji su nam se inovativnošću i lakoćom korišćenja ističe Dobro pokrili rizične plasmane, što je za banku ove godine ukazali poverenje, koji su godinama sa nama, sa Marijana Vasilescu jutro štednja.Bonus kredit je i tokom ove godine predstavljalo veliki izdatak i umnogome uticalo na kojima rastemo i zbog kojih se stalno usavršavamo. član Izvršnog odbora bio glavni izbor naših klijenata. Krajem godine, finansijski rezultat kojim smo završili godinu. S druge Iskrenu zahvalnost izražavamo i svim zaposlenima započeo je i jedinstven projekat PIKA migracije strane, unapredili smo politike upravljanja rizikom i koji su pružili najveći doprinos i ličnim ulaganjem Valeriy Ovsyannikov kojim korisnici platne PIKA kartice prelaze na odobravanja kredita koje će sinergijskim delovanjem doprineli da ova godina bude godina daljeg razvoja Predsednik Izvršnog odbora platnu Super Karticu i koji je za veoma kratko obezbediti zdravu osnovu za dalje uspehe u narednim za Sberbank Srbija.U 2016.godini, nastavićemo da vreme postigao izuzetne rezultate i postavio godinama. budemo posvećeni klijentima i njihovim potrebama, osnovu za dalji rast. Staša Popović da unapređujemo postojeće i stvaramo nove veze, Važno je napomenuti da je Evropska centralna član Izvršnog odbora nastojeći da prevazilazimo očekivanja i povećamo banka (ECB) u toku godine završila sveobuhvatnu U Resoru za poslovanje sa privredom i globalna njihovo zadovoljstvo. Vladimir Pajović procenu Sberbank Europe AG, koja se sastojala od tržišta, zabeleženo je povećanje obima saradnje sa član Izvršnog odbora kontrole kvaliteta aktive i Stres testa. Rezultati postoje ćim klijentima, ali i povećanje broja novih su pokazali da banka zauzima solidnu kapitalnu klijenata. Orijentacija na klijente, ponuda proizvoda S poštovanjem, poziciju, te da je u potpunoj saglasnosti sa važećim po meri, kvalitet usluge i brzina realizacije doprineli Napomena: Imena članova odbora navedena su zahtevima ECB. su pozitivnom rezultatu u ovom segmentu. Izvršni odbor Sberbank Srbija a.d. Beograd prema rasporedu stajanja na fotografiji, sleva nadesno.

6 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 7 IZVEŠTAJI PO RESORIMA 3. I SLUŽBAMA

U okviru Rusko-srpskog poslovnog foruma u U želji da podržimo izvoz, lansiran je proizvod Moskvi potpisani su sporazumi o saradnji “Rešenje za izvoznike” koji je prvenstveno sa kompanijama NIS a.d. Novi Sad i orijentsan na zaštitu od rizika naplate Energoprojekt Holding a.d. Beograd u cilju potraživanja, ali i promene kursa. Proizvod je pre daljeg unapređenja i jačanja strateške saradnje. svega namenjen izvoznicima na tržište Ruske Banka je odobrila garancijski potencijal za Federacije, ali se može primeniti i za ostala Energoprojekt u iznosu od 50 miliona evra. tržišta. Proizvod je potpuno jedinstven i pruža Resor za poslovanje klijentima visok nivo fleksibilnosti u planiranju. Kao rezultat gore navedenog, obim platnog Pored toga, otvara mogućnost povećanja sa privredom prometa preko banke je povećan, a time i obim izvoza. Razvoj novih proizvoda i usluga će ostati prikupljenih depozita čime je banka postigla viši jedan od ključnih pokretača budućeg razvoja i globalna tržišta nivo samofinansiranja. poslovanja u Resoru za poslovanje sa privredom i globalna tržišta i u narednim godinama. Banka je otvorila vrata za novi segment i uspostavljen je adekvatan model finansiranja lokalnih samouprava (Municipality Finance), koji će dodatno biti upotpunjen preko JPP-a (javno-privatno partnerstvo), kao adekvatnog modela finansiranja kad su u pitanju investicioni projekti u lokalnim samoupravama. Uzimajući u obzir potencijale za investiranje, na ovaj način je ada je u pitanju saradnja sa pravnim licima, srpsko uspostavljena osnova za dalji razvoj saradnje sa Kbankarsko tržište u 2015. godini karakteriše pad javnim sektorom i lokalnim samoupravama. aktivnosti u prvoj polovini godine, da bi se u drugoj polovini ista pojačala. Međutim, do značajnog rasta Sa druge strane, na tržištu je zabeležen snažan pad nije došlo, tako da nivo plasmana nije prešao onaj aktivnih kamatnih stopa, dok stope na depozite koji je zabeležen u 2012. godini. . nisu pratile taj trend, tako da je profitabilnost niža nego u prethodnim godinama. U Resoru za poslovanje sa privredom i globalna tržišta Sberbank Srbija je u 2015. godini zabeležila Banka i dalje zauzima jednu od liderskih pozicija dobre rezultate imajući u vidu opštu poslovnu kada je reč o trgovanju sa lokalnim i inostranim klimu u Srbiji, kao i eksterne faktore vezane za bankama, kao i u saradnji sa klijentima. svetska tržišta. Zabeležen je rast plasmana u Sektoru malih i srednjih preduzeća, dok je sa Ovakvi pozitivni pomaci ne bi bili mogući da tržištu druge strane zabeležen blagi pad u Sektoru za rad nisu ponuđeni novi, inovativni proizvodi polazeći sa privredom. od proizvoda koji omogućuju klijentima zaštitu od raznih rizika koji prate njihovo poslovanje, do Međutim, banka je nastavila trend iz prethodnih kreditnih proizvoda. Jedan od njih predstavlja godina, a to je da sa velikim korporativnm segment „Banka na poslu“ koji je banka lansirala klijentima saradnju ostvaruje i preko članica krajem 2014. godine i koji je unapređen 2015. godine. Sberbank grupe čime je suštinski zabeležen rast Na ovaj način inovativnim pristupom omogućeno aktivnosti i u Sektoru za rad sa privredom. je servisiranje zaposlenih u kompanijama sa Ovo je svakako rezultat povećanog obima kojima imamo ostvarenu saradnju, zahvaljući saradnje sa postojećim klijentima, ali i povećanja čemu je značajno porastao broj klijenta u Resoru broja novih klijenata. za poslovanje sa stanovništvom.

8 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 9 Resor za poslovanje sa stanovništvom

rethodna godina je bila izuzetno uspešna njegovu primenu, osim na fizička lica, i na stope,postignut je uspeh i trend je ispraćen, te je Pza Resor poslovanja sa stanovništvom. Svi preduzetnike i poljoprivrednike. Stupanjem na zadržana cenovna konkurentnost uz dalji fokus parametri prodaje ostvarili su rast u odnosu snagu Zakona o platnim uslugama, banka je bila na pružanje dodatnih benefita za klijente. Tako na prethodnu godinu. Iz celokupnih ostvarenja u obavezi da se uskladi sa njegovim odredbama, je klijentima pored samog kreditnog proizvoda izdvojili bismo sledeće: obaveštavajući klijente pravovremeno o novinama omogu ćeno korišćenje Jednostavno tekućeg koje ovaj zakon nosi sa sobom. računa sa besplatnim uslugama 24/7 i uključenom platnom Super Karticom bez dodatnog troška Banka je postupila u skladu sa Odlukom Narodne 1. Nivo novih plasmana je iznosio 108,7 miliona njenog održavanja, kontinuirano ukazujući na banke Srbije o merama za očuvanje finansijskog evra, čime je ostvaren rast od 13% u odnosu važnost korišćenja više vezanih proizvoda kako bi sistema u vezi sa kreditima indeksiranim u stranoj na prethodnu godinu. Potrebno je istaći da je ostvarili najveći nivo uštede i time postigli optimalni valuti i ujedno u praksi primenila četiri modela rast plasmana fizičkim licima iznosio čak 45% u nivo cene i kombinacije proizvoda. Poseban akcenat otplate za klijente, korisnike kredita indeksiranih odnosu na prethodnu godinu i dostigao iznos od stavljen je na onlajn podnošenje zahteva za u švajcarskim francima. Omogućen je precizan 50 miliona evra. kredit, čime je ponuda klijentima podignuta na i transparentan sistem praćenja i izveštavanja viši nivo. Omogućena je laka kupovina bankarskog 2. Ukupan kreditni portfolio porastao je za 1,3%. o rezultatima ovih mera i aktivnosti koje su proizvoda, koja ukoliko se opredele za ovaj način preduzete u skladu sa pomenutom Odlukom. apliciranja, klijente nagrađuje povoljnijom kamatom, 3. Povećan je depozitni portfolio za 77 miliona što je idejno bio podstrek da se klijenti više usmere evra na iznos od 256 miliona evra tj. ostvaren je U delu kreditnih proizvoda, nastavljena je promocija na digitalne kanale. rast od čak 43%. Bonus kredita koju je pratila uspešna televizijska reklamna kampanja koja je podržala promotivnu U segmentu mikro klijenata učinjen je veliki 4. Broj novih aktivnih klijenata porastao je za ponudu. Kako je tržište u drugoj polovini godine pomak – definisana je jasna mikro strategija gotovo 40.000 (rast od 70%) i dostigao broj od postalo izuzetno cenovno turbulentno, uslovljeno za budući period, čime su klijenti podeljeni skoro 100.000 aktivnih klijenata. dinamičnim padom referentne kamatne na 3 jasne kategorije – mass, primary i premium, zavisno od visine njihovih poslovnih 5. Otvoreno je gotovo 19.000 novih tekućih prihoda. Ponuda proizvoda se kontinuirano računa. širi, uz dominaciju revolving kreditne linije kao najfleksibilnijeg proizvoda ove vrste na tržištu. 6. Izdato je 30.300 kreditnih kartica, što Tokom godine broj aktivnih dozvoljenih minusa predstavlja rast od 400% u odnosu na prethodnu je značajno povećan, pa je tako u periodu od pri čemu je raspolaganje pripisanom kamatom godinu. januara do decembra zabeležen porast od 178%. potpuno slobodno, kao i preko-noćnoj Dobro Kontinuirane posebne kampanjske ponude ovoj jutro štednji kojom se kamata pripisuje svako 7. Ostvaren je porast prihoda od naknada od kategoriji klijenata uspele su da održe pozijciju jutro. 29% u odnosu na prethodnu godinu. banke kao jedne od prepoznatljivih lidera u mikro segmentu. Tokom godine sa radom je počeo i DSA 8. Segment Banka na poslu ostvario je 231% (agenti direktne prodaje) kanal prodaje, koji više od ciljane produkcije u kreditima i 162% U segmentu depozitnih proizvoda trendovi u predstavlja kanal direktne distribucije proizvoda planiranog broja otvorenih računa. prethodnim godinama izrazito su se menjali. za stanovništvo potencijalnim klijentima banke. Kako je isplata kamate klijentima na štednju Prednost ovog pristupa je što se kroz rad na terenu osnovni bankarski princip kojeg se banka ostvaruje direktan kontakt sa klijentima, kao i to pridržava, omogućeno je da tokom prošle što su usluge banke dostupne kada, i gde klijentu godine cena depozita ostane na prihvatljivom najviše odgovara. Godina 2015. je bila godina izazova. Sa stanovišta nivou, jer, dobrim planiranjem ta sredstva je bilo proizvoda, zadatak je bio održati kontinuitet i mogu će upotrebiti i dalje kroz finansiranja na Odeljenje za digitalno bankarstvo i partnerstva u nastaviti sa inovativnim pristupom, kako fizičkim kratak rok. Pored klasičnih štednih proizvoda, i 2015.godini ostvarilo je značajna unapređenja koja licima tako i preduzetnicima i malim preduzećima. dalje je naglasak na fleksibilnosti kao važnoj imaju za cilj da korisnicima omoguće jednostavnije koriš ćenje bankarskih proizvoda i usluga uz njihovu Tokom prošle godine, došlo je do velikih zakonskih osobini proizvoda za klijente, što su klijenti dostupnost 24/7. Unapređena je aplikacija izmena. U prvoj polovini godine uspešno su i prepoznali, a to se odrazilo kroz najveći za elektronsko bankarstvo za fizička lica implementirane sve izmene u Zakonu o zaštiti rast upravo u stepenastoj štednji koja pruža - internet bankarstvo i u ponudu banke je korisnika finansijskih usluga, proširujući mogu ćnost pripisa kamate i pre isteka oročenja,

10 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 11 a koji je započet u drugoj polovini godine. U okviru U sledećoj godini, banka će nastaviti da razvija ovog projekta, banka je razvila potpuno nov sistem partnerstva sa najuspešnijim kompanijama u za prihvatanje i obradu aplikacija koji u sebi ima zemlji, a posebno sa kompanijama koje su partneri ugrađene mehanizme odlučivanja sa potvrđenim Super Karticaprograma lojalnosti, omogućavajući kapacitetom sistema od 200 obrađenih zahteva korisnicima na taj način širu dostupnost bankarskih na sat. Sistem je jedinstven i po tome što podržava proizvoda i usluga, značajne benefite, uz pun prijem zahteva i njihovu obradu od strane partnera komfor u njihovom svakodnevnom korišćenju. uz punu kontrolu od strane banke i poštovanje svih važe ćih propisa. Migracija korisnika je započeta U oblasti poslovanja sa stanovništvom, planirano 7.decembra u objektima Mercator S i uz podršku je da se evidentni rast svih pokazatelja nastavi, partnera, za nepune tri nedelje obrađeno je i tokom sledeće godine, kako inovacijama i preko 32.000 zahteva i izdato više od 20.000 osmišljavanjem zanimljivih proizvoda i usluga, kreditnih kartica čime je Sberbank Srbija tako i kroz partnerstvo sa najvećim kompanijama prepoznata kao banka sa najbrže rastućim u Srbiji, a u cilju očuvanja ukazanog poverenja, portfolijom kreditnih kartica u zemlji. danas već preko 100 hiljada klijenata.

uvršćena napredna aplikacija za mobilno bankarstvo. Ona korisnicima omogućava pun okvir usluga i informacija uključujući komunikaciju sa bankom, lociranje najbliže Sberbank ekspoziture ili bankomata u Srbiji, pregled stanja po računima i karticama kao i obavljanje transakcija plaćanja i kupoprodaje deviza.

Prepoznajući potencijal i kontekst poslovanja u eri potpune digitalizacije i društvenih mreža, strategija banke se zasniva na razvoju novih i inovativnih usluga i proizvoda, koji će ispuniti veoma zahtevne potrebe korisnika u ovom segmentu istovremeno postavljajući nove standarde bankarskog poslovanja na trzištu.

Najve ći uspeh u razvoju poslovanja sa fizičkim licima postignut je u delu partnerstva gde izdvajamo dalji razvoj saradnje sa najvećim i najznačajnijim kompanijama kroz Super Karticaprogram lojalnosti. Plasmani fizičkim licima – članovima programa Super Kartica dostigli su nivo od 18 miliona evra što iznosi preko 35% ukupnih plasmana fizičkim licima banke. Takođe, izdato je preko 30.000 kreditnih kartica. Posebno se izdvaja projekat PIKA migracije, kojim korisnici platne PIKA kartice prelaze na platnu Super Karticu,

12 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 13 ao podrška poslovanju sa stanovništvom, KSektor za marketing i komunikacije je tokom 2015. godine fokus stavio na promovisanje ključnih proizvoda banke:

• Bonus kredit

• Platna Super Kartica

• Stepenasta štednja

• Jednostavno tekući račun

Početak godine obeležen je nastavkom televizijske kampanje za Jednostavno tekući račun. Pored inovativnih usluga koje ovaj paket teku ćeg računa uključuje, u februaru i martu 2015. godini, veliki broj marketinških aktivnosti oglasima, za nepunih 11 meseci stranica je dostigla 2015. godine promovisana je dodatna pogodnost Usproveden je namenski na onlajn kanalima preko 16.000 pratilaca. Pored Facebook stranice, u vidu besplatnog mesečnog održavanja računa komunikacije, jer digitalna komunikacija predstavlja u sferi društvenih mreža Sberbank Srbija je aktivna kreditne kartice za korisnike paketa koji se odluče strateško opredeljenje banke. U sklopu funkcije i na LinkedIn mreži, na Google+ platformi i ima svoj za platnu Super Karticu. Ovo je ujedno bio prvi kamatna stopa od 13,95%, dok je u drugoj polovini digitalni marketing, intenzivan plan aktivnosti je zvanični YouTube kanal. put da su istovremeno komunicirana dva različita godine naglasak bio na najvećem iznosu bonusa doprineo ostvarenju ambicioznih ciljeva u promociji proizvoda banke. Zadati ciljevi su ostvareni, kako koji klijent može da ostvari. Obe kampanje su brenda i proizvoda banke, ali i u ostvarenju prodaje. u slučaju tekućih računa tako i kreditnih kartica. privukle značajan udeo novih klijenata i uticale su na povećanje prodaje ne samo kredita, već i Jedan od najvažnijih kanala za pružanje drugih bankarskih proizvoda. relevantnih informacija, promovisanje i prodaju proizvoda i usluga banke je zvanična internet Platna Super Kartica je kreditna kartica stranica www.sberbank.rs. Tokom cele godine, razvijena u saradnji sa Super Kartica programom rađeno je na unapređenju web stranice u lojalnosti i predstavlja inovativno sredstvo smislu sadržaja, navigacije, što jednostavnije pla ćanja koje služi kako za plaćanja svuda u zemlji prezentacije proizvoda i usluga kao i na i svetu, tako i za sakupljanje bodova za kupovinu unapređenju aplikacionih formi za podnošenje u okviru i van mreže Super Kartica partnera. zahteva onlajn. Za ključne proizvode, uvedene Ova kartica omogućava plaćanje do 12 rata bez su „landing stranice“, kako bi prezentacija kamate, a u Mercator S prodajnim objektima i proizvoda i apliciranje onlajn bilo još jednostavnije. bez naknade. Aktivna promocija ove kreditne Pored toga, ponuda proizvoda učinjena je još kartice bila je aktuelna tokom cele godine putem atraktivnijom dajući posebne, povoljnije uslove za Super Kartica knjižice pogodnosti, oglašavanja na onlajn apliciranje za proizvod. Google Search-u i kroz televizijske kampanje. U skladu sa tim, unapređen je i onlajn prodajni Za razliku od prethodne godine, ponuda za proces, kako bi klijentima bilo omogućeno da na štednju je u 2015. godini zauzela značajno mesto što jednostavniji način podnesu zahtev za proizvod u oglašavanju banke. Kao ključni proizvod na ovaj način. Pored jednostavne aplikacione forme, istaknuta je Stepenasta štednja pod sloganom uveden je i nov način obrade onlajn zahteva, tako „Jednostavno štednja koju vi kreirate“. da korisnici kada podnesu zahtev mogu da očekuju Kampanja je u štampanim i onlajn izdanjima poziv agenta u roku od 24 sata i tako brzo i lako trajala tokom aprila i maja meseca, dok je tokom završe proces zahteva za proizvod banke. Bonus kredit, kao jedinstveni kreditni narednih 6 meseci ista ponuda bila promovisana proizvod na srpskom bankarskom tržištu i na brendiranim autobusima u Beogradu. U Još jedna novina u 2015. godini bilo je pokretanje promovisan je putem televizijske kampanje u oktobru mesecu, fokus komunikacije bio je na zvanične Facebook stranice banke. Precizno dva talasa. U prvom talasu, fokus komunikacije atraktivnoj kamatnoj stopi kako za Stepenastu, kreiranom strategijom, stalnim planiranjem mesečnog bila je tada promotivna i veoma konkurentna tako i za štednju švajcarskim francima. sadržaja, aktivacijom fanova i sponzorisanim

14 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 15 Resor za finansije i rizike

funkcija, procesa i sistema praćenja kvaliteta U cilju efikasnog upravljanja likvidnošću, kreditnog portfolija i ranog uočavanja povećanog dužnosti su podeljene između Sektora za investicije kreditnog rizika klijenata i na taj način značajno je i tržišta koje vrši operativno upravljanje likvidnošću, smanjen priliv novih problematičnih plasmana. Odeljenja za upravljanje aktivom i pasivom koje se bavi strukturnom likvidnošću i optimizacijom Tokom 2015. godine Evropska Centralna izvora i plasmana dok Grupa za upravljanje tržišnim Banka je sprovela sveobuhvatnu kontrolu rizicima radi analize i stres testiranje likvidnosti. U poslovanja SBEU grupe i svih njenih članica, cilju smanjenja rizika likvidnosti banka nastoji da uključujući i Sberbank Srbija, sa osnovnim koristi diversifikovane izvore novčanih sredstava, ciljem da proveri da li su banke adekvatno kao što su: depoziti sa različitim rokovima dospeća kapitalizovane. Najvažniji deo kontrole se odnosio (po broju i vrsti deponenata), dugoročna sredstva na procenu akekvatnosti upravljanja kreditnim sa različitih finansijskih tržišta, subordinirane rizikom i proveru kvaliteta kreditnog portfolija obaveze i akcijski kapital. banaka. Takođe, u cilju povećanja transparentnosti, sagledavanja eventualnih potreba za dodatnim Tokom 2015. godine banka je usmerila svoj fokus kapitalom kod pojedinih banaka i uopšte jačanja na rast i povećanje udela lokalnih izvora poverenja u finansijsku poziciju domaćih banaka finansiranja, odnosno porast depozita naših Narodna Banka Srbije je od juna do novembra klijenata. Ukupan ostvareni godišnji prirast 2015. godine sprovela posebna dijagnostička depozita iznosi 148 miliona evra, što govori o ispitivanja u 14 banaka koje posluju u Republici velikom poverenju od strane klijenata i bitnom Srbiji radi provere kvaliteta aktive tih banaka, a smanjivanju zavisnosti u finansiranju od centrale među kojima je bila i Sberbank Srbija. odnosno većoj nezavisnosti.

Ove obuhvatne i zahtevne kontrole su potvrdile Banka svojom imovinom i obavezama upravlja da su procesi i procedure banke visokog na način koji joj obezbeđuje da u svakom talni cilj upravljanja rizicima je da se obezbedi Kako je visok nivo problematičnih kredita jedan kvaliteta i da banka raspolaže dovoljnim nivoom trenutku ispunjava sve svoje obaveze, kao i Sstabilno poslovanje kao osnov za ispunjenje od osnovnih problema finansijskog sektora Srbije, kapitala za pokriće svih rizika kojima je izložena u da njeni klijenti raspolažu svojim sredstvima u poslovne politike i strategije banke. Sberbank Srbija je u toku 2015. godine preduzela svom poslovanju (što potvrđuje i visok pokazatelj skladu sa ugovorenim rokovima. Banka održava niz aktivnosti i mera za njihovo rešavanje. S jedne adekvatnosti kapitala), čime je potvrđena njena portfolio koji se sastoji od visoko likvidnih hartija Banka upravlja rizicima i donosi odluke u skladu strane su povećana rezervisanja za postojeće stabilnost i solventnost. Ovo je još jedan dokaz da od vrednosti koje mogu lako da se konvertuju sa definisanim rizičnim profilom koji određuje problematične plasmane, otpisana su nenaplativa su naši klijenti mudro odabrali stabilnost i snagu u gotovinu u slučaju nepredvidivih i negativnih prihvatljiv nivo kreditnog, tržišnog, operativnog potraživanja, i prodat je deo portfolija problematičnih Sberbanke. oscilacija u tokovima gotovine. i rizika likvidnosti. Upravljanje rizicima treba da plasamana.S druge strane su sprovedene zaštiti, ali i da efikasno koristi kapital banke i raznovrsne aktivnosti na restrukturiranju Upravljanje rizikom likvidnosti definisano je kao Principi upravljanja kapitalom i rizicima da održava adekvatnost kapitala na potrebnom problematičnih plasmana i ponovnoj niz aktivnosti u cilju održavanja neophodnog će biti neprekidno usavršavani i revidirani u nivou kako bi poslovanje banke bilo sigurno za produktivnoj upotrebi raznih sredstava do nivoa likvidnosti za poslovanje banke, a u skladu sa razvojem regulative, promenama u sve zainteresovane strane (klijente, vlasnike, tada zarobljenih u problematičnim plasmanima. skladu sa analizom ročnosti bilansnih obaveza, okruženju, veličinom i kompleksnošću poslovanja zaposlene i regulatore). Nadalje, posebna pažnja je posvećena unapređenju potraživanja i vanbilansnih stavki. banke kao i najboljim međunarodnim primerima.

16 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 17 Nivo obrazovanja zaposlenih u banci

66% 13% 21%

Master ili II I stepen studija Srednje stepen studija obrazovanje Resor za upravljanje operacijama 4. LJUDSKI RESURSI

esor za upravljanje operacijama nosilac je U oblasti platnog prometa zabeleženo je značajno Rprojekta kojim je uspešno implementiran pove ćanje obima aktivnosti. Tako je u domaćem Zakon o platnim uslugama. Projekat je trajao pet platnom prometu zabeležen porast naloga odina 2015. je za banku kao poslodavca bila veoma uspešna. Tokom godine Sberbank Srbija se pozicionirala meseci i od 1. oktobra poslovanje banke u potpunosti dostavljenih elektronskim bankarstvom Gna drugo mesto kao najpoželjniji poslodavac u anketi sporovedenoj od strane AIESEC-a, i na prvo mesto je usklađeno sa ovim zakonom koji uređuje uslove i za 20,83% u odnosu na prethodnu godinu, dok među bankama. način pružanja usluga platnog prometa, elektronskog to povećanje u međunarodnom platnom novca i platnih sistema. Tokom projekta bilo je prometu iznosi 15,42%. Povećanje ukupnog Godinu 2015. završili smo sa 768 zaposlenih. Tokom godine smo zaposlili 193 novih kolega i koleginica. dosta izazova kao što su: analiza zakonskog okvira, broja naloga u domaćem platnom prometu u projektovanje, razvoj i implementacija adekvatnog odnosu na prethodnu godinu iznosi 17,06%. Porast informacionog rešenja, usklađivanje procesa i ukupnog broja naloga od 6,19% zabeležen je i u internih procedura, izmena Opštih uslova poslovanja međunarodnom platnom prometu. Prosečan Prosečna radni staž Podrška projektu konverzije starost 4,7 PIKA kartice u 36 godina Unapređenje mobilnog platnu Super Karticu godina bankarstva za ﬁzička lica 66% 34%

Centralizacija i optimizacija svih štampi iz IT sistema Uvođenje međubankarskog kliring sistema u devizama

Optimizacija IT infrastrukture Nivo obrazovanja zaposlenih u banci u cilju poboljšanja nivoa usluga Razvoj internih aplikacija za podršku poslovnim procesima Podrška implementaciji svih zakonskih izmena 66% 13% 21% Glavni pravci delovanja

Master ili II I stepen studija Srednje stepen studija obrazovanje

i ugovorne dokumentacije, kao i obaveštavanje Posve ćenost zadovoljstvu klijenata rezultirala klijenata o predviđenim izmenama. je skraćenjem vremenskog perioda od trenutka Prosečna starost zaposlenih u banci je 36 godina a prosečan radni staž je 4 godine i 7 meseci. odobravanja do trenutka isplate kredita za čak Tokom 2015. godine, Služba za informacione 37% za fizička lica i mala i srednja preduzeća. Radili smo, kao i prethodne godine, na korporativnoj kulturi i implementaciji vrednosti banke: tehnologije aktivno je doprinela realizaciji postavljenih poslovnih planova, prevashodno Ostvaren je porast broja kartica za 100,5%, a uvođenjem savremenih end-to-end informatičkih za isti procenat povećana je i produktivnost. rešenja i optimizaciji postojećih procesa. Resor za upravljanje operacijama tokom godine Kontinuirana posvećenost racionalizaciji troškova ostvario je značajne rezultate u unapređenju Prosečan i resursa ogleda se u brojnim preduzetim procesa, povećanju produktivnosti i upravljanju Prosečna radni staž aktivnostima. Tako je na osnovu uvođenja novih troškovima, te postavio osnove za dalja Drugu polovinu godine obeležio projekat PIKAstarost migracije u4,7 okviru koga je bilo angažovano i obučeno za rad 36 godina rešenja u oblasti telekomunikacija ostvarena ušteda poboljšanja i nove projekte koji će biti sprovedeni preko 120 novih zaposlenih. godina od 26% dok je istovremeno uvođenjem novih, znatno 2016. godine.. 66% 34% pouzdanijih multifunkcionalnih štampača povećan Plan za narednu godinu je poboljšanje praćenja uspešnosti zaposlenih, dalji razvoj internih treninga kako stepen zaštite podataka i informacija. bismo omogućili što bolji prenos znanja u okviru banke, kao i razvoj višeg i srednjeg menadžmenta.

18 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 19 KOMUNIKACIJE KORPORATIVNA DRUŠTVENA 5. 6. ODGOVORNOST

skladu sa strateškim opredeljenjem da projekti Udruštvene odgvornosti predstavljaju integralni deo poslovanja, tokom 2015. godine podržane su brojne akcije i inicijative u domenu humanitarne pomo ći, obrazovanja, kulture i sporta.

Prvu polovinu godine obeležile su donacije trotineta osnovnoj školi u Obrenovcu i nameštaja Gimnazij u Sremskoj Mitrovici. Godina je ispraćena velikom akcijom ,,Sberbank deci” u okviru koje su decu iz svih sedam objekata Centra za zaštitu odojčadi, dece i omladine u Beogradu prisustvovala ruskoj novogodišnjoj predstavi ,,Maša i medved”. Sledećeg dana zaposleni banke su posetili prostorije Centra, družili se štićenicima, podelili poklone i okitili jelku.

Odgovorno upravljanje otpadom je veoma važno za banku i u skladu sa tim, preduzeti su koraci u cilju smanjenja uticaja na životnu sredinu, što ujedno predstavlja doprinos povećanju efikasnosti radnih procesa:

• Sistemsko prikupljanje i reciklaža otpada U skladu sa Zakonom o zaštiti životne sredine postavljene su kante za prikupljanje plastičnog i papirnog otpada koji se zatim reciklira. Rezultat berbank Srbija komunikaciju sa svim Sberbank Srbija u medijima inicijative je da je tokom godine prikupljeno preko Szainteresovanim javnostima planira i sprovodi 3 tone raznog otpada i 4 tone elektronskog na strateškom nivou, prepoznajući je kao sredstvo Ukupan broj medijskih priloga koje je banka otpada. koje doprinosi izgradnji i održavanju pozitivne ostvarila tokom godine iznosi 1239, od čega je 267 • Uređenje parka u Bulevaru kralja Aleksandra reputacije. Na taj način se postiže dugoročno priloga objavljeno u štampanim medijima, 83 u • Racionalizacija korišćenja papira 84 finansirala je banka, a akciji su doprinos pružili zadovoljstvo korisnika, ali i zaposlenih, bolji elektronskim medijima i 795 u onlajn medijima. Uspostavljeno je centralizovano upravljanje i zaposleni volonterskim učešćem. Zaposleni su rezultati, te uspešnije poslovanje u celini. Medijske agencije su objavile 94 priloga. uređajima; uvedeni su multifunkcionalni aparati čistili park, farbali klupe i ogradu, te postavljali koji su podešeni na dvostrano štampanje sadnice. Po završenom uređenju, park je posetio Komunikacione aktivnosti podeljene su u četiri Glavne teme koje su se izdvojile u medijima: materijala, što je rezultiralo uštedom od preko i gradonačelnik Beograda, gospodin Siniša Mali i segmenta: 25 procenata. zasadio drvo. Banka je obezbedila i finansiranje Bankarski proizvodi i usluge održavanja parka u trajanju od godinu dana, od • Reciklirajmo za humanost trenutka završetka uređenja. • Interna komunikacija • Oročena štednja Zaposleni su prikupljali plastični otpad za reciklažu, • Eksterna komunikacija • Subvencionisani krediti za poljoprivredu a prikupljena sredstva donirana su fondu za lečenje Une Mitrović, učenice OŠ ,,Jovan Miodragović”. • Korporativna društvena odgovornost • Jednostavno tekući račun • Čep za hendikep

• Organizacija događaja • Platna Super Kartica. Banka se priključila humanitarnoj i ekološkoj inicijativi Udruženja paraplegičara i kvadriplegičara Tokom 2015. godine banka je negovala i Opšte teme Banata ,,Čep za hendikep”. U poslovnim unapređivala saradnju sa medijima promovišući prostorijama banke postavljene su specijalne proizvode i usluge, ali i druge aspekte • Poslovanje Sberbank grupacije kutije u koje zaposleni odlažu prikupljene plastične poslovanja. Fokus je bio na kreiranju i distribuciji zapušače. Novac od reciklaže sakupljenih čepova pravovremenih, tačnih i relevantnih informacija • Saradnja sa Vladom Republike Srbije koristi za kupovinu invalidskih kolica za potreb ovih putem nacionalnih, kao i lokalnih televizijskih i korisnika. Akcija će biti nastavljena i u narednoj radio stanica, štampanih, te onlajn medija. • Rusko-srpski poslovni forum u Moskvi godini.

20 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 21 Razvoj prepoznatljivosti brenda Posebna blagajna za mikro klijente ISTRAŽIVANJA I RAZVOJ (Brand Awareness) Kroz segmentiran pristup osluškivanja potreba 7. U svakom kvartalu u toku godine, pomoću istraživanja klijenata, malim preduzećima i preduzetnicima FMDS (finansijski omnibus) koje sprovodi nezavisna obezbeđen je poseban servis na blagajni. Od agencija GfK, meri se prepoznatljivost Sberbank septembra meseca, većina Sberbank ekspozitura brenda na tržištu i prati se njegov trend. U 2015. godini, ima blagajne namenjene servisiranju ovog ostvareni su slični rezultati spontane prepoznatljivosti poslovnog segmenta na kojima mogu obaviti brenda kao u 2014. godini, odnosno sa ostvarenih sve svoje finansijske potrebe bez dužeg čekanja 12,9% u četvrtom kvartalu 2015. godine održana je u redu. dobra pozicija prepoznatljivosti Sberbank brenda i pored povećanog prisustva i marketinških aktivnosti Unapređenje procesa za upućivanje drugih banaka na tržištu. prigovora - Vaše mišljenje je važno!

Regulisanje čekanja u redovima i U želji da se što bolje upoznaju klijenti i izađe veća diskrecija na blagajni u susret njihovim potrebama, unapređen je proces, dokumentacija, kontakt forme i mesta U cilju povećanja kvaliteta usluge, u svim za upućivanje prigovora, pohvala, sugestija Sberbank ekspoziturama izvršena je postavka ili za postavljanje pitanja. Kompletan proces zelenih traka na podu ili postavka stalaka sa dobio je svoj formalni naziv ‘’Vaše mišljenje je natpisom ,,Molimo Vas sačekajte ovde”. Na važno’’ i posebnu stranicu na veb sajtu banke sa taj način, izašli smo u susret zahtevima klijenata kompletnom formom i transparentnim podacima sklopu daljeg razvoja i istraživanja potreba i da im se omogući diskrecija pri obavljanju za upućivanje prigovora. U svim Sberbank Uočekivanja klijenata, Sberbank Srbija se u 2015. blagajničkih poslova i omogućeno je zaposlenima ekspoziturama, postavljene su specijalne bele godini opredelila za strateško upravljanje iskustvom u ekspoziturama nesmetano i sigurnije obavljanje kutije za ubacivanje posebno dizajniranog i klijenata. Upravljanje iskustvom klijenata ili ‘’Customer posla uz organizovano čekanje u redu na blagajni. prilagođenog formulara ‘’Vaše mišljenje je važno’’. Experience Management’’ predstavlja modernu disciplinu i metodologiju koja se koristi za sveobuhvatno upravljanje iskustvom klijenata, interakcije i transakcije sa kompanijom, proizvodom, brendom ili uslugom, a sve u cilju zadovoljenja potreba klijenata.

U okviru Resora za poslovanje sa stanovništvom Implementacija internih standarda postavljena je strategija i uvedeni su interni kvaliteta usluge standardi kvaliteta za unapređenje usluge u Sberbank ekspoziturama, sa fokusom na blagajničko i savetničko poslovanje, organizaciju rada, smanjenje vremena čekanja u redovima, upućivanje prigovora i kvalitetnom praćenju i ispitivanju ključnih Drugi interni standard kvaliteta – S2: segmentirani brzi servis za mikro klijente. Uaspekata u klijentovom životu i iskustvu sa bankom pomažu definisani Standardi kvaliteta Standard S2 istražuje ’’Zadovoljstvo klijenata’’ U sklopu poslovnog segmenta upravljanja iskustvom usluge i metodologije merenja. sa ciljem utvrđivanja nivoa zadovoljstva klijenata u klijenata, Sberbank Srbija je u toku 2015.godine toku saradnje sa bankom, na više od 40 aspekata. organizovala niz aktivnosti namenjenih poboljšanju Oslanjajući se na korporativne vrednosti “Svi za Ključni indikatori koji se dobijaju iz ovog istraživanja iskustva klijenata sa fokusom na važnost ponašanja klijenta” i ”Mi smo tim”, a sa ciljem povećanja su CSI – Customer Satisfaction Index (indeks i reakciju klijenata u saradnji i kontaktu sa bankom. zadovoljstva klijenata i konstantnog unapređenja zadovoljstva klijenata) i NPS – Net Promoter Score Sprovedena su testiranja i merenja prvenstveno kvaliteta usluge, u oktobru mesecu 2015. godine na nivou banke (neto vrednost preporuke). namenjena proveri i analizi iskustva i zadovoljstva usvojeni su interni standardi kvaliteta usluge sa klijenata proizvodima i uslugom u banci, kao i čijom implementacijom se kreće u 2016. godini. istraživanja vezano za percepciju Sberbank brenda, Kvalitet proizvoproizvoda imidža i uspešnosti oglašavanja: Prvi interni standard kvaliteta – S1:

Standard S1 ispituje ’’Kvalitet usluge’’ metodom Cene istraživanja Mystery Shopping (Tajna kupovina)

Izgled e sa ciljem merenja performansi zaposlenih u ekspozitureekspo ZADOVOLJSTVO ekspoziturama, odnosno utvrđivanja odstupanja KLIJENTA od definisanih internih standarda kvaliteta EmocionalniEmEmociona usluge, standarda za tehnike prodaje i poznavanja cionalni proizvoda. Iz ovog istraživanja se dobijaju ključni faktor indikatori SQI - Service Quality Index (indeks Usluga,Uslug kvaliteta usluge) i NPS – Net Promoter Score po ekspozituri (neto vrednost preporuke). zaposleniaposleni

22 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 23 8. FINANSIJSKI IZVEŠTAJI

Ključni pokazatelji 2012-2015. Ostvareni pokazatelji poslovanja Banke na dan 31. decembar 2015. godine

Racio operativni troškovi kroz neto prihode iz poslovanja

2012 44%

2013 43%

2014 48% Pokazatelji poslovanja Ostvareno Propisano 2015 67% Kapital EUR 103.218.519 min. EUR 10.000.000 Ukupni depoziti klijenata u milionima RSD Adekvatnost kapitala 20,05% min. 12% 2012 24,705

2013 28,137 Pokazatelj ukupnih ulaganja u lica koja nisu u ﬁnansijskom sektoru i osnovna sredstva 5,60% max. 60% 2014 35,852 Izloženost prema licima povezanim 2015 53,655 sa bankom u odnosu na kapital 22,57% max. 25%

Plasman kredita (bruto) Pokazatelj zbira velikih izloženosti banke 169,17% max. 400% u milionima RSD 2012 78,655 Pokazatelj likvidnosti – decembar 1,91 min. 0,8

2013 71,518 Pokazatelj deviznog rizika 8,35% max. 20%

2014 77,058

2015 77,964

24 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 25 BILANS USPEHA za godinu završenu BILANS STANJA za godinu završenu 31. decembra 2015. godine 31. decembra 2015. godine

U hiljadama dinara 2015. 2014.

AKTIVA Gotovina i sredstva kod Centralne banke 17.490.339 6.896.956 Finansijska sredstva po fer vrednosti kroz bilans uspeha namenjena trgovanju 17.726 5.734 U hiljadama dinara 2015. 2014. Finansijska sredstva raspoloživa za prodaju 12.262.823 11.190.848 Finansijska sredstva koja se drže do dospeća - 499.323 Krediti i potraživanja od banaka i drugih Prihodi od kamata 6.484.905 6.196.626 ﬁnansijskih organizacija 7.339.593 19.670.409 Rashodi kamata (1.492.834) (1.451.229) Krediti i potraživanja od komitenata 67.767.172 68.461.508 Neto prihod po osnovu kamata 4.992.071 4.745.397 Nematerijalna ulaganja 277.203 209.186 Prihodi od naknada i provizija 1.358.773 1.278.647 Nekretnine, postrojenja i oprema 553.576 615.477 Rashodi naknada i provizija (382.269) (130.334) Tekuća poreska sredstva 64.071 159.881 Neto prihod po osnovu naknada i provizija 976.504 1.148.313 Odložena poreska sredstva 94.207 10.940 Ostala sredstva 968.820 711.103 Neto gubitak po osnovu ﬁnansijskih sredstava namenjenih trgovanju (6.525) (335) UKUPNA AKTIVA 106.835.530 108.431.365

Neto gubitak po osnovu zaštite od rizika (10) - OBAVEZE Neto prihod od kursnih razlika i efekata Finansijske obaveze po fer vrednosti kroz bilans uspeha ugovorene valutne klauzule 368.106 470.147 namenjene trgovanju 20.557 2.040 Neto gubitak po osnovu investicija u pridružena Depoziti i ostale obaveze prema bankama, drugim društva i zajedničke poduhvate (131) - ﬁnansijskim organizacijama i Centralnoj banci 21.842.496 41.744.658 Ostali poslovni prihodi 67.376 85.747 Depoziti i ostale obaveze prema drugim komitentima 53.655.327 35.852.280 Neto rashod po osnovu obezvređenja ﬁnansijskih sredstava i kreditno rizičnih vanbilansnih stavki (2.672.524) (1.710.167) Subordinirane obaveze 6.689.713 6.652.706 Troškovi zarada, naknada zarada i ostali lični rashodi (1.278.380) (1.323.286) Rezervisanja 399.223 552.753 Troškovi amortizacije (148.578) (142.546) Odložene poreske obaveze 78.495 - Ostali rashodi (2.879.996) (1.661.759) Ostale obaveze 949.906 383.048

Gubitak/ dobitak pre oporezivanja (582.087) 1.611.511 UKUPNO OBAVEZE 83.635.717 85.187.485 Porez na dobitak - (69.474) KAPITAL Dobitak po osnovu odloženih poreza 84.356 7.776 Akcijski kapital 14.820.961 14.820.961 Gubitak/ dobitak nakon oporezivanja (497.731) 1.549.813 Gubitak (497.731) 1.549.813 Pripisuje se: Rezerve 8.877.673 6.873.106 Akcionarima matičnog pravnog lica (497.731) 1.549.813 Nerealizovani gubici (1.090) - Zarada po akciji (u dinarima bez para) - 254 UKUPAN KAPITAL 23.199.813 23.243.880

UKUPNO PASIVA 106.835.530 108.431.365

26 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 27 ORGANIZACIONA ŠEMA VAŽI OD 3.11.2015. 9. Sberbank Srbija a.d. Beograd

UPRAVNI ODBOR

Služba Služba usklađenosti interne poslovanja revizije banke

PREDSEDNIK IZVRŠNOG B-1 pozicije ODBORA

B-2 pozicije Služba za ljudske Pravna resurse služba

RESOR ZA RESOR ZA POSLOVE SA RESOR ZA POSLOVE RESOR ZA UPRAVLJANJE STANOVNIŠTVOM SA PRIVREDOM I UPRAVLJANJE FINASIJAMA I RIZICIMA (Član Izvršnog odbora) GLOBALNA TRŽIŠTA OPERACIJAMA (Član Izvršnog odbora) (Član Izvršnog odbora) (Član Izvršnog odbora)

Odeljenje za Sektor za Odeljenje za Odeljenje za Odeljenje za Sektor za Odeljenje za Sektor Sektor za Sektor za Služba za Služba za Sektor Sektor za Odeljenje za Marketing i digitalno poslove sa Služba za Grupa za Služba za integrisano upravljanje upravljanje restrukturiranje i Odeljenje za Sektor za razvoj prodaje i poslove sa investicije i informacione organizaciju i bankarskih procenu kreditnim rizikom kreditnim rizikom naplatu analizu upravljanje komunikacije bankarstvo i malim i srednjim upravljanje održavanje i nabavku bezbednost kreditnog upravljanje ﬁnansije aktivom i proizvoda distribucije privredom tržišta tehnologije operacija podršku u segmentu u segmentu problematičnih kolaterala partnerstva preduzećima eﬁkasnošću rizika rizicima stanovništva privrede plasmana pasivom

Grupa za analizu Grupa za Grupa za Odeljenje za Odeljenje za Odeljenje za Odeljenje za Odeljenje za Odeljenje za Grupa za Grupa za analizu Odeljenje za ranu obuku i Region poslove poslove sa Odeljenje prodaju brokersko- Odeljenje za Odeljenje procenu portfolio analizu kreditnog rizika Region Region poslove sa razvoj Odeljenje Odeljenje Odeljenje administraciju kreditnog rizika identifikaciju Odeljenje podršku Beograd Kragujevac zastupanja u korporativnim kreditne finansijskih dilerske Grupa za kreditne kreditnog rizika - integrisano portfolia i Novi Sad malim isrednjim analize proizvoda trgovanja platnog Direktnih računa i modeliranje portfolia i limite problematičnih računovodstva prodaje osiguranju klijentima i javnim preduzećima i MIS instrumenata poslove infrastrukturu prometa kanala administracije za poslove sa upravljanje u segmentu plasmana u sektorom i operacije podršku mreži privredom rizicima u segmentu stanovništva privrede sektoru privrede Grupa za usluge Odeljenje za Grupa za klijentima iz procenu metodologiju i Grupa za Odeljenje za Odeljenje Zajednice kreditnog rizika procese Grupa za metodologiju upravljanja Grupa za metodologiju restrukturiranje i Regionalni centar Regionalni centar Ekspoziture nezavisnih Grupa kreditne za poslove sa - integrisano kreditnog rizika i naplatu finansijama Beograd 1 Novi Sad aplikativnu Grupa za kreditnog rizika država Regionalni Grupa za podršku Grupa za administracije malom privredom upravljanje rizicima rezervisanja problematičnih Centar brokerske platni promet u Kontakt centar u segmentu u segmentu podršku mreži za rad sa stanovništva plasmana za Regionalni centar Ekspoziture Odeljenje za Beograd poslove zemlji stanovništvom privrede poslove sa Beograd 2 finansijske Odeljenje za Grupa za privredom Grupa za procenu upravljanje izveštavanje institucije i Grupa za Grupa za Grupa za kreditnog rizika tržišnim Narodnoj Banci Ekspoziture finansiranje Grupa za Grupa kreditne tehnologiju u tehnologiju u Odeljenje za spoljnotrgovinskih Regionalni Grupa za platni promet za poslove sa rizicima Srbije administraciju administracije stanovništvom kreditnim kreditnim restrukturiranje i poslova Centar dilerske sa rizicima rizicima računa za rad sa naplatu Čačak poslove inostranstvom privredom u segmentu u segmentu problematičnih Grupa za stanovništva privrede plasmana za upravljanje poslove sa operativnim stanovništvom Regionalni Grupa za Grupa za Grupa za Grupa za rizicima Centar korporativne režimsku poslove knjiženje i kontrolu glavnog trezora usaglašavanje Novi Sad poslove Grupa za ranu naplatu potraživanja za Grupa za poslove sa podršku sektoru stanovništvom tržišta

Grupa dokumentarnih poslova i garancija

28 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 29 ANNUAL BUSINESS REPORT 2015

Annual Business Report for 2015 1 Contents

4 About Sberbank and Sberbank Europe

6 Foreword of the Executive Board

8 Ressort and Department Reports

8 Corporate and Global Markets Ressort

10 Retail Ressort

16 Finance and Risk Ressort

18 Operations Ressort

19 Human Resources

20 Communications

21 Corporate Social Responsibility

22 Research and Development

24 Financial Statements

24 Key Facts 2012-2015

25 Performance Indicators

26 Income Statement

27 Balance Sheet

28 Organisation Structure

2 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 3 ABOUT SBERBANK AND 1 SBERBANK EUROPE

Germany

Ukraine Czech Republic

Slovakia

Austria Hungary Assessment exercise by the ECB. Sberbank In addition, one-off effects such as EUR 25 mn Europe comfortably passed the AQR, resulting resulting from the CHF-loans legislation in Croatia Slovenia in a Common Equity Tier 1 (CET1) ratio of 9.6%, have negatively affected the business results in Croatia which is above the 8% threshold defined by ECB. 2015. As growth expectations since Sberbank’s Bosnia and The pre-AQR adjusted Stress Test results showed market entry in 2012 could not fully materialize, Herzegovina Serbia a CET1 ratio of 10.5% under baseline scenario and net result and key financials for Sberbank Europe 6.3% under adverse scenario for year-end 2017. remained subdued in 2015. The post-AQR adjusted Stress Test results led to a CET1 ratio of 8.9% under baseline scenario for Last year, Sberbank Europe continuously grew its year-end 2017 (above the defined 8% threshold). balance sheet in Retail business.

The post-AQR adjusted Stress Test results for year- New lending has been growing significantly in end 2017 under the adverse scenario showed a CET1 Czech Republic, Serbia and Slovakia. The Retail berbank Europe AG, headquartered in Vienna, years: The low interest rate environment and the ratio of 4.2% (threshold 5.5%). The implied capital segment continued to contribute to the funding SAustria, is a banking group that is 100% imposed EU and US sanctions against Russia in shortfall (EUR 138.5 mn) has been fully covered by base in all countries, strongly supported by the owned by Sberbank Russia. Since Sberbank the aftermath of the Crimea crisis. capital measures executed already in the first nine purely-online bank Sberbank Direct in Germany, Russia acquired Volksbank International (VBI) months of 2015. In addition, CET1 capital increased where a deposit volume of almost EUR 1.8 bn has in 2012 and rebranded it into Sberbank Europe, Because of these factors, the initial growth by 100 mn EUR in Q4 2015, providing room for been reached. The Czech subsidiary successfully major steps were taken to gradually transform expectations for Sberbank Europe could not new business. Sberbank Europe created a solid grew its customer base by 50% (exceeding Sberbank Europe into a fully-fledged self-funded fully materialize. Consequently, Sberbank Group base for business activities for 2016 and beyond by 100,000 customers) compared to 2014. and profitable universal bank with a strong focus reviewed throughout 2015 its business model successfully converting 370 mn subordinated loans on retail and corporate customers. Sberbank against its long-term profitability prospects in (Tier 2 capital) to CET1 capital. Sberbank Europe continues to develop its digital Europe is present in 10 markets in Central and the markets of its presence. As an important capabilities. In Czech Republic and Croatia, Eastern Europe: Austria, Bosnia and Herzegovina step in executing its revised business strategy, The bank significantly improved both the capital Sberbank Europe’s subsidiaries are piloting a (Sarajevo and Banja Luka), Croatia, Czech Sberbank Europe signed an agreement with structure as well as its CET1 capital ratio. After new mobile banking application, while in Serbia, Republic, Hungary, Slovakia, Slovenia, Serbia, Penta Investments about the sale of the 99.5% the conversion, Sberbank Europe’s estimated Slovenia and in Hungary Sberbank Europe Ukraine and Germany. In Germany, Sberbank stake of Sberbank Slovensko. The deal is expected CET1 capital ratio increased to 14.5%. According upgraded the current mobile and internet Direct serves retail clients, offering online basic to be closed in 1HY 2016. At present, Sberbank to a 2015 report issued by the European Banking applications. A fully redesigned website was banking products. In Austria, Sberbank Europe Europe is not pursuing growth in all markets, but Authority (EBA), the average CET1 ratio among launched in Slovenia and will be soon rolled out in serves corporate clients with business focus on selectively choosing its core markets and core Austrian banks reaches 11.3%. other countries including Austria. CEE markets, Russia and CIS. Sberbank Europe segments to strengthen and further develop its has more than 700,000 customers, operates 280 customer base. Growth in Retail Business; Financial Results Corporate & Investment Banking business branches and employs around 5,000 employees Impacted by One-Offs and Ramp-Up continued to grow in 2015. The loan volume across CEE. Total assets of Sberbank Europe Sberbank Europe AG Completed Investments increased year-on-year by 5%, reaching an all- amount to EUR 14.3 bn (as of YE 2015). Comprehensive Assessment by ECB time high of EUR 3.95 bn at year-end. In 2015, the As a banking group, Sberbank Europe is still within volume of new corporate loans (incl. prolongations) Revised Business Strategy In November 2014, Sberbank Europe has been a significant ramp-up phase, even though at a disbursed within the Sberbank Europe network classified as a significant institution and is directly slower pace which mirrors the revised business reached a record level of EUR 1.6 bn, mainly on The business model of Sberbank Europe has supervised by the ECB. In 2015, Sberbank Europe, strategy. Sberbank Europe’s business results the back of the strong performance of Sberbank been, among other factors, mainly influenced previously supervised by Austrian authorities, continue to reflect ramp-up investments into Europe AG, with an annual growth of more than by two external developments of the recent successfully completed the Comprehensive employee base, IT and operations. 35% in loans, and a 65% increase in customer base.

4 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 5 FOREWORD 2 OF THE EXECUTIVE BOARD

In Serbia, in 2015 the National Bank of Serbia During the Serbian-Russian business forum conducted a Stress Test, examining the in Moscow, we entered into agreements on adequacy of capital of the biggest banks in cooperation with companies such as NIS the market. The ability of Sberbank Serbia to a.d. Novi Sad and Energoprojekt Holding respond to extraordinary risks was graded as a.d Belgrade, with the aim of improving and excellent, since the adequacy of the Bank’s strengthening the strategic cooperation. We capital after the Stress test was exceptionally have also established an effective financing high and amounted to as much as 15,40%, model for local governments, which shall be while before the test it was at 17,46 percentage additionally supplemented through PPP (public- points. private partnership) as a suitable financing model in terms of investment projects within In our Corporate and Global Markets and the scope of local governments. Retail Ressorts, we have recorded a growth in business indicators. We have achieved an Our main focus when it comes to operations increase in the customer portfolio, as well as management was to support the banking a rise in the volume of extended loans and business accompanied by a secured highest collected deposits. level of operational effectiveness, cost optimisation and improvement of security ear Sir/Madam, The Retail Ressort faced significant changes of information technologies. Executive Board D the legal framework and adapted successfully Sberbank Serbia a.d. Belgrade We are satisfied with the results achieved by to it. When it comes to the deposits, our Step We would like to express our gratitude to our the end of 2015, in light that they are a primary Up savings proved to be a very successful customers which have placed their trust in Dušan Radičević consequence of a well-thought and planned long- product, whereas the Dobro jutro savings us, have been with us for several years, with Member of the Executive Board term risk management strategy. We have been was identified as unique due to its innovative whom we have grown together and for whom very successful in covering non-performing loans, character and simplicity of use. In 2015, the we are constantly improving ourselves for. We Marijana Vasilescu which was a significant expense for the bank in Bonus loan was once again the primary choice are sincerely thankful to all our employees, Member of the Executive Board 2015 and which greatly influenced our financial of our customers. At the end of the year, we who made the greatest contribution and who, results at the end of the year. On the other launched a unique PIKA migration project, with their personal effort, made 2015 the year hand, we have improved our risk management where the users of the payment PIKA cards of continued growth for Sberbank Serbia. In Valeriy Ovsyannikov and loan approval policies, which shall provide a migrated onto the payment Super Kartica. In 2016, we shall continue to be oriented towards President of the Executive Board healthy basis for further accomplishments in the a very short period, this project brought about our customers and their needs, to improve the years to come. some excellent results and set the foundation existing relationships and to create new ones, Staša Popović for future growth. all the while aspiring to exceed our customers’ Member of the Executive Board It is important to mention that during the year, expectations and to increase their satisfaction. the European Central Bank (ECB) conducted In the Coroprate and Global Markets Ressort, we Vladimir Pajović an overall assessment of Sberbank Europe AG’s recorded an increase in the volume of business Member of the Executive Board business, which included a quality inspection of with the existing customers, but also an increase its assets and a Stress test. The results indicated in the new customers’ portfolio. Our customer- With respect, that the Bank’s capital position was solid and oriented approach, offer of customised products, The Executive Board of Sberbank Serbia that it is in complete accordance with the high quality of service and prompt realisation have Note: Members of the Board are introduced in standing order, from left to right. applicable requirements of the ECB. contributed to a positive result in this segment.

6 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 7 RESSORT AND 3 DEPARTMENT REPORTS

Cooperation agreements were signed with the lead to a significant increase in the number of companies NIS a.d. Novi Sad and Energoprojekt customers in the Retail Ressort. Holding a.d. Beograd, during the Serbian- Russian Business Forum in Moscow, with the In addition, with the aim of supporting export, aim of further promotion and strengthening of we launched a product called “Solution for our strategic cooperation. The Bank approved Exporters” which is primarily oriented towards Corporate and Global a guarantee potential for Energoprojekt in the the protection against risks of collection of due amount of 50 million EUR. receivables, but also against risks of fluctuation Markets Ressort of the currency exchange rate. The product is As a result of the above stated, the volume primarily aimed at exporters to the Russian of payment operations through the bank was market, but it can also be applied to other increased, which lead to enhancing the volume markets. The product is completely unique and of collected deposits that enabled the bank to it allows customers to have a higher level of achieve a higher level of self-funding. flexibility in making plans. In addition to this, it also offers the possibility of increasing export. The Bank opened its door to a new segment The development of new products and services and an adequate model of financing will remain one of the key motivators of future local governments (Municipality Finance) business development within the Corporate was established, which will be additionally Banking Division. complemented through PPP (public-private partnership), as an adequate model of hen it comes to doing business with legal financing with regard to investment projects Wentities, in 2015, the Serbian banking market in local governments. Taking into consideration was characterised by a drop in activities in the first investment potentials, the basis for further half of the year, only to then experience a rise in development of the cooperation with the public these activities in the second half. However, a more sector and local governments was established. substantial growth did not occur, so that the level of placements did not exceed the one recorded in On the other hand, a decrease on active interest 2012. rates has been recorded on the market, whereas the deposit rates did not follow this trend, In the Corporate and Global Markets Ressort, which therefore caused lower profitability than Sberbank Serbia achieved good results in 2015, in the previous years. having in mind the general business climate in Serbia, as well as the external factors related The bank still occupies one of the leading to global markets. A placement growth was positions when it comes to trading with local recorded in the SME Banking Division, and foreign banks, as well as in doing business whereas on the other hand, a mild drop was with customers. recorded in the Corporate Banking Division. These positive advances would not have been Nevertheless, the bank continued with its possible if the market had not been offered trend from the previous years, which is to new, innovative products, starting from the achieve cooperation with large corporate ones concerning the protection of customers customers through the members of Sberbank against various risks which accompany their Group, which is essentially interpreted as a business to loan products. One such segment growth in the Corporate Banking Division. is “Bank at work”, launched by the bank at This is undoubtedly the result of the increased the end of 2014 and which has been upgraded volume of cooperation with existing customers, in 2015. Through an innovative approach, the but also the increase in the number of new servicing of employees of companies who are customers. customers of the bank has been enabled, which

8 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 9 Retail Ressort

he previous year was very successful for the application from private individuals to entrepreneurs became extremely turbulent in terms of pricing TRetail Ressort. Growth was recorded in all and farmers. When the Law on Payment Services and conditioned by the dynamic drop in the sales parameters, compared to the previous year. was introduced, the bank was under obligation to reference interest rate, we managed to keep up From our overall achievement, we would like to align its business with the provisions of this Law, by with the trend and we preserved the pricing, so single out the following: duly notifying customers of the novelties included we preserved the pricing competitiveness with in this Law. further focus on providing additional benefits to our customers. In doing so, our customers The bank acted in accordance with the Decision 1. Level of new loans amounted to EUR 108.7 were also able to use the Jednostavno current million, which induced a growth of 13% compared of the National Bank of Serbia on Measures for account with free 24/7 services and included to the year before. We wish to emphasize that the Preserving Stability of the Financial System in the payment Super Kartica with no additional costs for growth of loans to private individuals amounted context of foreign currency-indexed loans and its maintenance. We continued to emphasise the up to 45% compared to the previous year and it at the same time, it applied in practice the four importance of using several connected products in reached the sum of EUR 50 million. models of loan repayment for customers who order to achieve a maximum level of savings and were extended loans indexed in Swiss francs. reach the optimal price and product combination 2. The rise in the total loan portfolio amounted We have devised a precise and transparent ratio. Special emphasis was placed on the process to 1.3%. system for monitoring and reporting on the of online application for loans, which raised our results of these measures and activities, taken offer to customers on a higher level. We enabled 3. The increase in the deposit portfolio was by in accordance with the mentioned Decision. our clients to comfortably purchase a banking EUR 77 million to a sum of EUR 256 million, i.e. a product, which, if they opt for this method of growth of up to 43%. As for loan products, we continued to promote the application, would reward them with a more Bonus loan with a successful advertising television favourable interest that was initially supposed to 4. The number of new active customers was campaign which supported the promotional offer. motivate the customers to gradually shift to the increased by nearly 40,000 (growth of 70%) and Since in the second half of the year the market digital sales channels. reached nearly 100,000 active customers. With clients from the micro segment there was a 5. Nearly 19,000 new current accounts were major breakthrough – we defined aclear micro- opened. strategy for the future period, which divided the customers in 3 distinctive categories: 6. 30,300 credit cards were issued, which mass, primary and premium, depending on translates into a growth of 400% compared to the level of their business income. The product products, our focus is still on the flexibility the previous year. portfolio has been constantly expanding and it is as an important quality of products aimed now dominated by the revolving credit line as the at customers. Our customers themselves have 7. Remuneration profit was enhanced by 29% most flexible product on the market. Over the year, recognised it and this in turn materialised in compared to the previous year. the number of active overdrafts was substantially the form of the highest growth exactly in Step increased, so that from January to December, Up savings. This product allows the option of 8. The Bank at Work segment exceeded the a rise of 178% was recorded. The continuous accruing interest even before the expiration of targeted production in loans by 231% and by 162% special campaign offers to this customer category the term of the deposit, whereby the disposal of of the targeted number of opened accounts. contributed to preserving the bank’s position as the accrued interest is entirely free; in addition being one of the highly identifiable leading banks to the overnight Dobro jutro savings, where in the micro segment. interest is accrued every morning. The year 2015 was a year of challenges. Regarding products, the task was to sustain continuity and Savings trends have been changing drastically During the year, we also launched the DSA continue applying an innovative approach, both during the previous years. Since the payment (Direct Sales Agents) sales channel, which is towards private individuals and towards the of interests on deposits is a basic banking a channel of direct distribution of retail products customers in SME Banking Division. principle upheld by the bank, we made it to the bank’s potential customers. The advantage possible to keep the price of deposits on an of this approach is in the fact that through During the previous year, major legal changes took acceptable level in the previous years, because fieldwork, a direct contact with customers is place. In the first half of the year, all amendments through sustainable planning we were able to achieved, as well the fact that banking services to the Law on Protection of Financial Services further use those resources through short-term are available at the time and place which suit the users were successfully implemented, expanding its financing. In addition to the traditional savings customer best.

10 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 11 has been achieved in the domain of Partnerships, with the support of the partner, over 32,000 where we would like to single out the continued applications were processed and over 20,000 cooperation with the largest and most important credit cards issued in less than three weeks, retail companies through the Super Kartica loyalty which was the reason why Sberbank Serbia was programme. Placements to private individuals identified as the bank with the fastest growing – members of the Super Kartica programme credit card portfolio in the country. reached a level of 18 million Euros, which is more than 35% of the total bank’s placements to private In the following year, the bank will continue to individuals. Apart from this, we issued over develop partnerships with the most successful 30,000 credit cards. A special emphasis is on companies in the country and especially with the PIKA migration project, a migration from companies who are partners of the Super Mercator payment PIKA cards to the Sberbank Kartica loyalty programme, thus providing payment Super Kartica, which has started in the customers with a wider range of banking second half of the year. Within this project, the products and services and significant benefits bank has developed an entirely new system of with completely comfortable everyday use. accepting and processing of applications, which consists of internal mechanisms of decision- In the Retail Ressort we plan to continue with the making with verified system capacity of 200 evident growth of all indicators in the following processed applications per hour. The system is year, both in the form of innovations and devising also unique because it supports the reception interesting products and services, and through of applications and their processing by the partnerships with the largest companies in partner, with full control by the bank Serbia, with the aim of preserving and with abidance by all the the trust that more than relevant regulations. The 100.000 customers have card migration started bestowed upon us. on December 7th In the Digital Banking and Partnership Department, 2015 in Mercator the bank has achieved substantial advancements S stores and where the aim was to enable customers with a simpler use of banking products and services by making them available 24/7. The electronic banking application for private individuals – internet banking, was improved and an advanced mobile banking application was included in the bank’s offer. This application enables the customers usage of a complete range of services and information, including communication with the bank, locating the nearest Sberbank branch or ATM in Serbia, overview of the balance per accounts and cards, as well as making payment transactions and exchange of foreign currencies.

By identifying the potential and the business context in the era of total digitalisation and social networks, the bank’s strategy is based on the development of new and innovative services and products which will meet the highly demanding needs of our customers in this segment and at the same time set new standards of banking in the market.

The largest success in the development of the bank’s business operations with private individuals

12 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 13 s a support to the retail business, in 2015 our AMarketing and Communications Department focused on promoting key banking products:

• Bonus Loan

• Payment Super Kartica

• Step Up Savings

• Jednostavno Current Account

The start of the year was marked by the follow up of the television campaign for the Jednostavno Current Account. In addition to the innovative n 2015, many marketing activities were conducted precisely designed strategy, continued planning services included in this current account package, Ipurposefully via online channels because digital of monthly content, activation of fans and in February and March 2015 we promoted an is a strategic focus of the bank. Within the digital sponsored advertising, the page has reached additional benefit in the form of a free monthly marketing function, an intensive activity plan more than 16,000 followers in less than credit card account maintenance for customers has contributed to the achievement of ambitious 11 months. Apart from the Facebook page, who opt for the payment Super Kartica. This was targets regarding brand and banking products Sberbank Serbia is also actively present on also the first time that two different banking whereas in the second stage the focus shifted promotion, but also regarding the achievement LinkedIn, Google+ platform and it runs its official products have been offered to the customers and towards the maximum amount of bonus that a of sales targets. YouTube channel. the set sales targets were achieved, both in the customer may earn. Both campaigns attracted case of current accounts and credit cards. a significant share of new customers and One of the most important channels for providing influenced the increase in sales of not only relevant information, promotion and sales of loans, but also of other banking products. the banking products is the official website of the bank, www.sberbank.rs. Throughout the The payment Super Kartica is a credit card year, the website has been improved in terms of developed in cooperation with the Super content, navigation, simplifying the presentation Kartica loyalty program and it is an innovative of products and services, as well as in terms of payment instrument which may be used both for application forms for submitting online requests. payments anywhere in the country and around We have introduced ‘’landing pages’’ for the the world and for collecting points to be used key products, so as to further simplify the for purchases inside and outside the network presentation of products and the application of Super Kartica partners. This card allows process. In addition to this, the product offer has payments in up to 12 interest-free instalments been made even more attractive by extending and in Mercator S stores even without a special and more favourable terms if applying for fee. This credit card was actively promoted the product online. throughout the year through the Super Kartica benefits booklet, advertising on Google Search In accordance to this, we have also improved the and through television campaigns. online sales process with the aim of enabling the customers to submit their online applications Unlike the previous year, in 2015 the savings offer for purchases of products as simply as possible. occupied an important place in the bank’s offer. In addition to the straightforward application As a key product, we emphasised the Step Up form, we have introduced a new procedure for Savings under the motto “Simply savings the processing of the online applications, so that designed by you”. The campaign in the press upon making a request, customers may expect The Bonus Loan, a unique loan product on and online editions was active during April and a call from an agent within 24 hours and to the Serbian banking market was promoted by May, while during the next 6 months the same complete process of application for the banking means of a television campaign in two stages. offer was promoted also on branded buses in product quickly and easily. During the first stage, the communicative Belgrade. In October, the communicative focus focus was on the then promotional and was on the attractive interest rate, as well as Another innovation in 2015 was the launch of highly competitive interest rate of 13.95%, on savings in Swiss francs. the bank’s official Facebook page. With a

14 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 15 Finance and Risk Ressort

advancing functions, processes and systems With the goal of effective liquidity management, for monitoring the quality of the loan portfolio the assignments were divided among the and for early identification of increased credit risk of Investments and Markets Sector which is in customers. By doing this, we significantly reduced charge of operational liquidity management, the the inflow of new non-performing loans. ALM Department which is in charge of structural liquidity and optimization of sources of funding During 2015, the European Central Bank and placements, whereas the Market Risk Group undertook an overall inspection of the SBEU handles analyses and stress testing of liquidity. Group’s business and of the business of all its Aiming at reducing its liquidity risk, the Bank members, including Sberbank Serbia, with the aspired to use diversified sources of funds, such as primary goal to inspect the banks’ capital adequacy. deposits with different maturity dates (in terms The most important segment of this inspection of number and type of depositors), long-term referred to the assessment of the credit risk funds coming from different markets, subordinate management adequacy and to the investigation of liabilities and share capital. the Bank’s credit portfolio quality. In addition, with the aim of increasing transparency, identifying During 2015, the Bank shifted its focus towards potential needs for additional capital at certain the growth and enhancement of the share banks and generally strengthening the trust in the of local sources of funding, i.e. the increase financial position of domestic banks, during the in our customers’ deposits. The total annual period from June to November 2015, the National deposits growth achieved 148 million EUR, which Bank of Serbia conducted special diagnostic only testifies of the level of trust our customers analyses at 14 banks, including Sberbank bestow upon us and of the substantial reduction Serbia, doing business in the Republic of Serbia, in of funding dependence on the head office, i.e. of order to inspect the quality of these banks’ assets. greater independence.

These extensive and demanding analyses verified that The Bank manages its property and liabilities the processes and procedures at the Bank are of in a manner which guarantees the ability to high quality and that the Bank disposes of a sufficient perform its obligations at any given time, amount of capital to cover all the risks to which it is as well as the ability to allow its customers constant goal of risk management is to provide Since the high level of non-performing loans is one exposed during its business operations (which is also to dispose of their assets within the set Astable funding, as a basis for pursuing the of the major problems of the Serbian financial sector, confirmed by the high capital adequacy ratio) and timeframes. The Bank maintains a portfolio Bank’s business policy and strategy. in 2015 Sberbank has taken a series of activities and this in turn demonstrated the Bank’s stability and which includes securities of high liquidity which measures to solve this problem. On one hand, the solvency. This is just another piece of evidence which can be easily converted into cash, in the event The bank manages risks and makes decisions in reserves for existing non-performing loans proves that our customers have wisely opted for the of unpredictable and negative fluctuations in accordance with the defined risk portfolio, which were enhanced, irrecoverable debts were written stability and strength of Sberbank. cash flows during the year. determines the acceptable rate of credit, market, off and a portion of the non-performing loans operational and liquidity risk. Risk management portfolio was sold. On the other hand, we took Liquidity risk management was defined as a Capital and risk management principles is supposed to protect, but also to efficiently various activities with the aim to restructure series of activities whose aim is to maintain the shall be continuously perfected and revised exploit the Bank’s capital and to maintain capital the non-performing loans and re-enable the level of liquidity necessary for the Bank’s business in accordance with the development of the adequacy at the level necessary to make the productive use of various assets which have up to operations, completely in accordance with the legislation, changes in the environment, scope bank’s business safe for all the stakeholders that moment been blocked in these non-performing analysis of maturity of balance sheet liabilities, and complexity of the Bank’s business operations, (customers, owners, employees and regulators). loans. Further on, special attention was paid to receivables and off-balance sheet items. as well as international examples of best practice.

16 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 17 The level of education of Bank's employees:

66% 13% 21%

Master studies First degree Secondary or second degree education

Operations Ressort HUMAN RESOURCES

he Operations Ressort is the holder of the significantly more reliable multifunction printers, 4 Tproject which successfully implemented the level of data and information protection has the Law on Payment Services. The duration of been increased. the project was five months and as of October 1st, the Bank’s operations have completely been In the field of payment services, a significant he year 2015 was very successful for the bank as an employer. Over the year, the bank has positioned harmonised with this law, which regulates the increase in the scope of activities has been noted. In Titself as the second most desirable employer according to a survey conducted by AISEC and as the first conditions and manner of providing payment domestic payment operations, there was a 20.83% most desirable employer as assessed by the banks. operations, electronic money and payment increase in orders submitted by e-banking in systems. There were many challenges during the relation to the previous year, while the increase in At the end of 2015, we had 768 employees. Over the year, we have employed 193 new colleagues, both project, such as the analysis of the legal framework, international payment operations amounted male and female. planning, the development and implementation to 15.42%. The increase in the total number of of an adequate information technology solution, orders in domestic payment operations in relation The average the harmonisation of processes and internal to the previous year amounts to 17.06%. There was The average length of age is service is Support to the project 36 4,7 years of migration from the PIKA card years Improvement of mobile to the payment Super Kartica 66% 34% banking for private individuals

Centralisation and optimisation of all printed material in the IT system Introducing the System of interbank clearing of foreign exchange payments

The level of education of Bank's employees: IT infrastructure optimisation with the aim of improving service quality Development of internal applications for support to the business processes Support to the implementation 66% 13% 21% The main of all legal amendments activities were directed at Master studies First degree Secondary or second degree education

The average age of the Bank’s employees is 36 years, whereas the average length of service is 4 years and procedures, the amendments to the General also a 6.19% increase in the total number of orders 7 months. Terms of Business and contracting documentation in international payment operations. and informing clients of the envisaged changes. Many activities were realised, with the aim of improving our corporate culture and implementing the The dedication to our clients’ satisfaction resulted in bank’s values: During 2015, our Information Technologies shortening the period from the moment of approval Department made an active contribution to until the loan disbursement by as much as 37% for the realisation of set business plans, primarily by private individuals and small and medium enterprises. introducing contemporary end-to-end IT solutions and through optimisation of the existing processes. The number of cards increased by 100.5%, as The average did the productivity. The average length of age is service is Continuous dedication to the rationalisation 36 4,7 years The second half of the year was marked by theyears Pika Project, which required the involvement and work of expenses and resources is reflected in Over the year, the Operations Ressort has achieved 66% 34% numerous activities initiated. Thus, on the basis significant results in the improvement of processes, training for more than 120 new employees. of the introduction of new solutions in the field of increasing productivity and cost management and telecommunications, 26% of savings have been has laid the foundations for further improvements The plan for the following year is to improve the monitoring of employees’ performance, to further develop made, while at the same time, by introducing new, and new projects which will be implemented in 2016. internal trainings to enable the optimal transfer of knowledge within the bank, as well as to develop middle and higher management.

18 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 19 COMMUNICATIONS CORPORATE SOCIAL 5 6 RESPONSIBILITY

ursuing our strategic decision to integrate socially Presponsible projects as a part of our business, throughout the year 2015 we have supported many activities and initiatives in the area of charity work, education, culture and sports.

The first half of the year stands out by donations of children’s scooters to the Obrenovac Elementary School and furniture to the Grammar school in Sremska Mitrovica. At the end of the year, we organised a major activity “Sberbank to Children”, whose focal point was a New Year’s theatrical performance of the Russian play “Masa and the Bear”, attended by children from all the seven facilities of the Belgrade Centre for Protection of Infants, Children and Youth. On the following day, the bank’s employees visited the premises of the Centre, spent time with the children, distributed presents and decorated the Christmas tree.

Responsible waste management is a very important task for the bank and it is our duty to take action with the aim of reducing impact on the environment, which at the same time contributes berbank Serbia communicates with all Sberbank Serbia in the Media to increasing the efficiency of working processes: Sinterested parties in a planned and strategic manner, identifying this form of communication The total number of media features produced • Systematic waste collection and recycling In accordance to the Law on Environmental wheelchairs for the members of this association. as a tool that promotes the development and by the bank during the year was 1,239, of which This activity shall continue in the following year. maintenance of positive reputation, which is 267 were published in print media, 83 in electronic Protection, bins for disposal of recyclable plastic and a non-material value that distinguishes the media and 795 in online media. Media agencies paper waste have been placed. The result of this initiative is that over 3 tons of miscellaneous waste • Landscape decoration of the park at Bulevar bank in the market and makes a long-term published 94 media features. Kralja Aleksandra Street 84 was funded by the contribution to customer satisfaction, but also and 4 tons of electronic waste were collected over the year. bank and the project was also supported by our of the employees, to better results and to a more As the main media topics, the following were employees by taking voluntary participation. They successful business in general. singled out: • Rationalisation of paper use cleaned the park, painted benches and fences and planted seedlings. Upon completing the landscaping, Our communicative activities are divided into Banking Products and Services Centralised device management was introduced: multifunctional machines set to print the paper on the park was visited by the Mayor of Belgrade, four segments: Mr Sinisa Mali, who planted a tree. The bank also • Term-deposit savings both sides were installed, which resulted in savings of more than 25 percent. provided funds for one year of park maintenance, • Internal Communication starting from the moment of completing the project. • Subsidised agricultural loans • External Communication • Let’s Recycle for Humanity • Jednostavno current account Employees collected recyclable plastic waste, • Corporate Social Responsibility and the gathered resources were donated to the • Payment Super Kartica charity fund for the treating of Una Mitrovic, pupil • Event Planning of “Jovan Miodragovic” Elementary School. General Topics During 2015, the bank nurtured and improved its • Cap for Handicap cooperation with media by promoting products • Business of Sberbank Group The bank joined a charity and eco-friendly initiative and services, but also other business aspects. The of the Association of Paraplegics and Quadriplegics focus was on designing and distributing timely, • Cooperation with the Government of the of Banat, “Cap for handicap”. Special boxes, where accurate and relevant pieces of information by Republic of Serbia employees can leave their collected caps were placed means of national, as well as local television and at the bank’s premises. The funds gathered through radio stations, print and online media. • Russian–Serbian business forum in Moscow recycling of the collected caps are used to purchase

20 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 21 agency GfK, the awareness of the Sberbank brand has and entrepreneurs have been granted a special RESEARCH AND been measured and its trend monitored. The results service at the teller desk. As of September 2015, of spontaneous brand awareness achieved in 2015 most of the Sberbank branch offices offer teller 7 DEVELOPMENT were equivalent to the ones from 2014, with realized desks aimed at servicing this particular business 12.9% in Q4 2015, which means that we maintained segment, where these customers can handle all our position despite the enhanced presence and of their financial operations without having to marketing activities of other banks on the market. wait in lines for a longer period.

Managing Waiting in Lines and Promotion of the Complaint Improving Discretion at the Teller Desk Management Process –

With the purpose of enhancing quality of our Your Opinion Matters! services, in August 2015 green lines on floors or Wishing to get to know our customers better and signposts were placed in every Sberbank branch to meet their needs, the process, documentation, with texts saying “Please, wait here”. By doing contact forms and space for addressing this, we have been forthcoming to our customers’ complaints, questions, recommendations and request to have more privacy while handling their suggestions have been improved. This entire transactions at the teller desks and by organised process was formally titled “Your opinion waiting in lines, we have enabled the employees matters!” and it was allocated a separate page at the branch offices to perform their duties with on the bank’s website, offering a complete form less distractions and higher security. and transparent information for addressing A Special Teller Desk for Micro Customers complaints. At all Sberbank branches, special ithin the scope of further development white boxes have been placed for inserting Wand research into our customers’ needs Through a segmented approach to paying specially designed and adapted forms “Your and expectations, in 2015 Sberbank Serbia has attention to our customers’ needs, small business opinion matters!”. opted for strategic management of customer experience. Customer Experience Management is a contemporary discipline and methodology which is used for the overall management of customer experience, interaction and transactions with a company, product, brand or service, with the Implementation of the ultimate purpose of meeting customers’ needs. Internal Service Quality Standards In 2015, a strategy has been established and internal standards for promotion of services at Sberbank branch offices have been introduced o help monitor and examine the key aspects of Second Internal Quality Standard – S2: within the Retail Ressort, with focus on teller Tour customers’ lives and experiences with the and consultancy operations, work organisation, bank in a high quality manner, Service Quality The S2 Standard examines “Customer Satisfaction” reducing the time spent waiting in lines, addressing Standards and assessment methodologies have with the aim of establishing the level of customers complaints and segmented prompt service for been defined. satisfaction while doing business with the bank in micro customers. over 40 aspects. The key indicators obtained from By relying on our corporate values “All for customer” this research are CSI - Customer Satisfaction Index Within the segment of customer experience and “We are a team” and with the aim to raise and NPS - Net Promoter Score at the bank level (net management, Sberbank Serbia has organised customers satisfaction and to constantly improve value of recommendation). a series of activities aimed at improving overall our quality of services, we have adopted our internal customer experience, with focus on the importance service quality standards in October 2015. of customers’ behaviour and reaction while doing business with the bank. Tests and evaluations First Internal Quality Standard – S1: have been conducted, primarily with the aim of examining and analysing customer experience The S1 Standard examines “Service quality” and their level of satisfaction with products and by applying the research method called the services at the bank, as well as research related to Mystery Shopping, with the aim to measure the the perception of the Sberbank brand, image and performance of our employees at our branch achievements in advertising. offices, i.e. to identify deviations from the defined internal service quality standards, sales techniques Brand Awareness and product knowledge standards. This research produces the key indicators SQI - Service Quality In every quarter during the year, through the FMDS Index and the NPS - Net Promoter Score per research (a financial tool) conducted by the independent branch office (net value of recommendation).

22 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 23 8 FINANCIAL STATEMENTS

Key Facts 2012-2015 Performance Indicators as of December 31st 2015

Cost Income

2012 44%

2013 43% Performance Indicators Achieved Set 2014 48%

2015 67% Capital EUR 103.218.519 min. EUR 10.000.000

Total Customer Deposit Capital Adequacy 20,05% min. 12% in MRSD 2012 24,705 Indicator of the sum of all the investments in non-ﬁnancial sector entities and ﬁxed assets 5,60% max. 60% 2013 28,137

2014 35,852 Total exposure to entities related to the Bank with respect to the capital 22,57% max. 25% 2015 53,655 Indicator of the sum of all large exposures 169,17% max. 400% Loan Placement (Gross Loans) of the Bank in MRSD 2012 78,655 Indicator of liquidity – December 1,91 min. 0,8

2013 71,518 Indicator of foreign exchange risk 8,35% max. 20%

2014 77,058

2015 77,964

24 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 25 INCOME STATEMENT BALANCE SHEET for the Year Ending on December 31st 2015 for the Year Ending on December 31st 2015

In RSD thousand 2015 2014

ASSETS Cash and deposits with Central bank 17.490.339 6.896.956 Financial assets at fair value through the proﬁt or loss held for trading 17.726 5.734 In RSD thousand 2015 2014 Financial assets available for sale 12.262.823 11.190.848 Financial assets held to maturity - 499.323 Loans and receivables from banks and other ﬁnancial institutions 7.339.593 19.670.409 Interest income 6.484.905 6.196.626 Loans and receivables from customers 67.767.172 68.461.508 Interest expenses (1.492.834) (1.451.229) Intangible assets 277.203 209.186 Net interest income 4.992.071 4.745.397 Property, plant and equipment 553.576 615.477 Fee and commission income 1.358.773 1.278.647 Current tax assets 64.071 159.881 Fee and commission expenses (382.269) (130.334) Deferred tax assets 94.207 10.940 Net fee and commission income 976.504 1.148.313 Other assets 968.820 711.103

Net loss on financial assets TOTAL ASSETS 106.835.530 108.431.365 held for trading (6.525) (335) Net loss on hedging (10) - LIABILITIES Financial liabilities at fair value through profit Net foreign exchange gains 368.106 470.147 or loss held for trading 20.557 2.040 Net loss on investments in assosciates (131) - Deposits and other liabilities to banks, Other operating income 67.376 85.747 other financial institutions and Central Bank 21.842.496 41.744.658 Deposits and other liabilities to other customers 53.655.327 35.852.280 Impairment losses on financial assets and o-balance sheet items, net (2.672.524) (1.710.167) Subordinated liabilities 6.689.713 6.652.706 Provisions 399.223 552.753 Salaries, wages and other personal expenses (1.278.380) (1.323.286) Deferred tax liabilities 78.495 - Depreciation and amortization (148.578) (142.546) Other liabilities 949.906 383.048 Other operating expenses (2.879.996) (1.661.759) TOTAL LIABILITIES 83.635.717 85.187.485 Profit before tax (582.087) 1.611.511 Income tax - (69.474) EQUITY Share capital 14.820.961 14.820.961 Deferred income tax 84.356 7.776 Profit for the year (497.731) 1.549.813 Profit (497.731) 1.549.813 Reserves 8.877.673 6.873.106 Attributable to: Shareholders of the Parent company (497.731) 1.549.813 Unrealised losses (1.090) - TOTAL EQUITY 23.199.813 23.243.880 Earnings per share (in RSD) - 254 TOTAL LIABILITIES AND EQUITY 106.835.530 108.431.365

26 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 27 ORGANISATION STRUCTURE VALID FROM November 3rd, 2015 9 Sberbank Serbia a.d. Belgrade

MANAGING BOARD

Compliance of the Bank’s Internal Audit Business Department Department

PRESIDENT OF THE EXECUTIVE B-1 positions BOARD

B-2 positions Human Resources Legal

RETAIL RESSORT CORPORATE AND OPERATIONS RESSORT FINANCE AND RISK (Member of the GLOBAL MARKETS (Member of the RESSORT (Member of Executive Board) RESSORT (Member of Executive Board) the Executive Board) the Executive Board)

Partnership Integrated Product Sales and Corporate Investment Informational Organisation Banking Retail Corporate Restructuring and Marketing and and Digital SME Banking Facility and Procurement Secutiry Underwriting Risk Collateral Finance ALM Development Distribution Banking and Global Technologies and Eciency Operations Credit Risk Credit Risk Collection of Services Communications Banking Division Management Support Group Services Division Management Non-Performing Division Department Department Division Division Markets Service Division Management Department Department Department Department Division Service Department Loans Division

Market Broker and SFE Training Product Market Account Belgrade Novi Sad Kragujevac Insurance Corporate SME Sales Credit Analysis Development Execution Execution Dealership Payment Direct Loan SME & Corporate Pre-Workout Accounting and sales (Sales) Businesses Infrastructure Administration and Underwriting Portfolio Analysis Portfolio Analysis Portfolio Analysis Region Region Region Group Department Department Department and MIS (Trading) and Services Channels Administration and Modeling Corporate Department Support Group Department Division Network Support Department Division Group and Limits Department Department Department Operations Department Department Department Group Group

Micro Methodology CIS Customers Underwriting Controlling Regional Centre Regional Centre Branch oces Group Applicative and Processes Corporate Department Retail and Micro Department Group Methodology Methodology and Belgrade 1 Novi Sad Regional Broker Support Group Domestic Network Loan Group Reserves Group Restructuring and Centre Businesses Call Centre Workout Payment Group Support Group Administration Department Regional Centre Branch oces Belgrade Group Group Belgrade 2 Trade Finance and Retail Market Financial Risk Group Reporting Underwriting to NBS Group Branch oces Institutions Account Corporate and Risk Department Regional Dealership International SME Loan Department Risk Centre Businesses Administration Technologies Technologies Payment Group Group Administration Group Group Retail Restructuring Čačak Group Group and Workout Operational Department Risk Group Regional Cash Handling Booking and Corporate FX Transactions Management Reconciliation Centre Aairs Group Payment Group Novi Sad Group Group Retail Early Collection Group Global Markets Back Oce Group

Documentary Business / Trade Finance Group

28 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 29 www.sberbank.rs

30 Sberbank Serbia a.d. Belgrade