DOCSLIB.ORG

Achieving Business Effectiveness Through Technology-Based Approaches 

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Achieving Business Effectiveness Through Technology-Based Approaches  Annual Report 2016 World Without Barriers. VTB Group Achieving business effectiveness through technology-based approaches 2 3 Contents Mission and values 4 5.3. General Meeting of Shareholders of VTB Bank 84 Statement of the Chairman of the Supervisory Council 6 5.4. Supervisory Council of VTB Bank 87 Statement of the President and Chairman of the Management Board 8 5.5. Management Board of VTB Bank 105 1. VTB key financial highlights 10 5.6. Remuneration of the members of the Supervisory Council and the Management Board 115 2. VTB market position 14 5.7. Statutory audit commission of VTB Bank 116 3. Russian economy and banking sector in 2016 18 5.8. Internal control and audit 118 4. Management report 24 5.9. Investor relations 122 4.1. Key events in 2016 24 5.10. Disclosure policy of VTB Bank 126 4.2. VTB Group strategy 26 6. Corporate social responsibility 130 4.3. Review of operating performance 35 6.1. Personnel 130 4.3.1. Corporate-investment banking 35 6.2. Responsible resource management 132 4.3.2. Mid-corporate banking 47 6.3. Social programmes 134 4.3.3. Retail business 52 7. Financial statements 138 4.3.4. Other non-banking financial business 62 7.1. Management responsibility statement 138 4.4. Review of financial performance 63 7.2. Consolidated financial statements 138 4.5. Risk management 68 8. Annexes 148 5. Corporate governance 80 8.1. Share capital of VTB Bank 148 5.1. Overview of the corporate governance system 80 8.2. Dividends of VTB Bank 149 5.1.1. VTB Group governance 80 8.3. Report on compliance with the principles and recommendations 5.1.2. Corporate governance of VTB Bank 81 of the code of corporate governance 151 5.2. Development of corporate governance in 2016 83 8.4. Contact information 170 VTB Annual Report 2016 VTB key financial VTB market Russian economy Management Corporate Corporate social Financial Mission and values highlights position and banking sector in 2016 report governance responsibility statements Annexes 4 5 Mission and values Our mission Versatility. Our wealth of expertise across a broad range of financial products and services ensures that we offer To provide world-class financial products and services all of our customers the most comprehensive, flexible and that help to create a prosperous and sustainable sophisticated solutions that suit their individual needs. future for our customers, stakeholders and society. Team. Our dedicated team of professionals Our values benefits from the synergy of knowledge afforded by our diverse line of businesses, and our Group’s Trust. Gaining and retaining the trust of our spirit is enhanced by the energy, creative insight customers is VTB Group’s most important value. and potential of each member of our team. Reliability. VTB Group’s long-term strength is Our identity reinforced by leading positions in the financial markets where we operate and our ability to VTB Group is the leading Russian financial institution provide local expertise on a global scale. with a strong presence in key international markets. Transparency. Our business is open and transparent, Our vision and all of our key stakeholders cooperate closely in order to deliver maximum value and visibility. VTB Group’s goal is to become a premier player in all of its priority markets. VTB Annual Report 2016 Statement of the Chairman of the Supervisory Council 6 Statement of the Chairman 7 of the Supervisory Council launch of Post Bank, the positive impact of the plan, the following modifications to the Charter possible at all shareholder meetings since integration of the Bank of Moscow, and our were adopted during 2016: criteria for dealing July, and the mobile app VTB Shareholder, leading position in the corporate investment with issues based on the majority of all voting which was launched at the end of 2015, has banking business have laid a solid foundation for members of the Supervisory Board, as well as attracted around 5,000 users in just one year. future growth. In 2017, the Group will continue measures envisioning the mandatory posting of to work on merging VTB24 with VTB Bank, which minutes from General Meetings of Shareholders All of this has helped to increase our 7+ corporate will enable us to achieve significant synergies. onto the company website. The authority of the governance rating to 7++ on the scale developed Supervisory Board was expanded to include by the Russian Institute of Directors (RID). This Strategy approval of the Bank’s business plan and corresponds to the category “Highly Developed oversight of major deals entered into by its largest Corporate Governance Practices.” In addition, RID The Supervisory Board approved a new medium- subsidiaries. A list of the most important issues experts have deemed the current composition of term strategy was adopted at the end of the year to be discussed at face-to-face meetings of the the Bank’s Shareholders Consultative Council to based on the latest market developments and Supervisory Council was developed. The required be balanced and representative of the interests VTB’s successful experience. The strategy for changes to the Charter will be considered by the of all investor and shareholder groups. 2017-2019 is aimed at increasing profitability, General Meeting of Shareholders. This improved integrating the Group’s banking business, system for VTB corporate governance will make Outlook and achieving a major technology-based it possible to precisely coordinate the activities transformation. Implementation of this strategy of each line of business in all the regions where The progress that was achieved in key strategic aims to strengthen the Group’s competitive they operate, increase revenue through efficient priorities during 2016 will bear fruit in the advantages, while we also optimising the cooperation between lines of business, share years ahead, bringing new opportunities for organisational structure and costs, which should best practices, as well as optimise expenditures growth and increasing the quality and pace help us achieve significant growth in profitability. by expanding the use of common resources and of VTB Group’s development. Moreover, VTB, infrastructure among the Group’s companies. which is developing as a systemically important Dear shareholders, clients and partners, The Group plans to increase the share of company and a socially responsible leader, will the retail business in the loan portfolio and The group will continue to devote increased continue to increase shareholder value and VTB Group significantly improved its financial deposits, optimise the cost of liabilities, attention to treating all shareholders equally and contribute to economic development in Russia performance in 2016, while continuing increase profitability, and rapidly develop our maintaining an active dialog with all stakeholders. and the other countries where we operate. to implement conservative risk management transaction banking business. We are confident Based on past practice, the representative policies and paying special attention to that, together with VTB’s excellent standing in of minority shareholders, Valery Petrov, Chairman cost management. I am very confident the sector, this strategy will generate positive of the Shareholders Consultative Council, was that our 2016 results, together with strong results for shareholders and clients. elected to the Supervisory Council. During the corporate social responsibility, ensure the reporting period Igor Repin, a member of the sustainable and balanced development Corporate governance Shareholders Consultative Council, was also of the Group over the long term. and shareholder relations elected to the Audit Commission. Accordingly, individual shareholders are represented on For the full year, VTB Group earned a net profit In 2016 VTB Group completed implementation both the management and oversight bodies. of RUB 51.6 billion, with sustainable performance of measures that had been adopted by the across all key indicators, improved cost efficiency, Supervisory Board to incorporate the provisions During the last year, VTB has been actively Chairman and strong capital adequacy ratios. Our retail of the Corporate Governance Code approved developing electronic methods of interacting of the Supervisory business’s growing market share, the successful by the Bank of Russia. In accordance with this with shareholders. Electronic voting has been Council of VTB Bank Sergey Dubinin VTB Annual Report 2016 Statement of the President and Chairman of the Management Board 8 Statement of the President and 9 Chairman of the Management Board Cost optimisation was one of VTB Group’s key in 2015. The Group plays a key role in some from 2017 onwards. Modernisation envisages priorities in 2016, enabling us to limit the increase of the largest public-private partnerships for development of digital products, a significant in staff costs and administrative expenses infrastructure projects of national importance. reduction in the time it takes to bring new to the level of inflation. Our cost-effectiveness products and services to market, the development increased in 2016, with the costs to net operating A number of major transaction banking projects were of data analysis models and an integrated income before provisions ratio declining completed in 2016, and deposits from clients of the programme of process automation. Under the to 45.8%, compared to 53.8% in 2015. Corporate-Investment business increased. Trade and new strategy, we have set the goal of delivering export financing grew, including several important net profit of over RUB 200 billion by 2019. VTB Group became the leader in the Russian export finance transactions with EXIAR, further retail banking market, with loans to individuals diversification by industry, and a move towards more I am certain that we will strengthen and improve growing by 11% year-on-year, and our market share complex structured projects while at the same time upon last year’s results, supported by growth in the increasing to 19.6%.
Load more

Recommended publications
  • Russia's Nuclear Security Policy
    Innovative approaches to peace and security from the Stanley Foundation POLICYANALYSISBRIEF THE STANLEY FOUNDATION | MAY 2015 Russia’s Nuclear Security Policy: Priorities and Potential Areas for Cooperation The crisis over Ukraine has led to a drastic reduction in regular official Russian-US contacts in most areas, including those where it is in the two countries’ mutual national security interests to work together. Bilateral cooperation on nuclear nonproliferation and nuclear security has been among the affected areas. The United States has suspended contacts with Russia in the framework of the G-8 and in the Russian-US Bilateral Presidential Commission’s Nuclear Energy and Nuclear Security Working Group. Implementation of the September 2013 agreement on Cooperation in Nuclear- and Energy- Related Scientific Research and Development (R&D Agreement), which Anton Khlopkov prioritizes joint efforts on nuclear nonproliferation and nuclear security, has also been put on hold, and exchanges between nuclear scientists of the two Author countries have been frozen. In turn, Russia has decided not to take part in Anton Khlopkov1 is director of the preparations for the 2016 Nuclear Security Summit. Moscow also notified Moscow-based Center for Energy and Washington that most of the joint nuclear security projects in Russia would Security Studies and editor in chief of the not be extended beyond December 31, 2014. journal Nuclear Club. He is a member of the Advisory Board under the Security This trend is a serious cause for concern, given that Russia and the United Council of the Russian Federation and States, which are depositaries of the Treaty on the Non-Proliferation of chairman of the Moscow Nonproliferation Nuclear Weapons (NPT), bear special responsibility for maintaining the Conference.
    [Show full text]
  • Doing Business in Russia EY Sadovnicheskaya Nab., 77, Bld
    Doing business in Russia EY Sadovnicheskaya nab., 77, bld. 1 115035, Moscow, Russia Paveletskaya Pl., 2, bld. 2 115054, Moscow, Russia Tel: +7 (495) 755 9700 Fax: +7 (495) 755 9701 2 Doing business in Russia Introduction This guide has been prepared by EY Russia to give the potential investor an insight into Russia and its economy and tax system, provide an overview of forms of business and accounting rules and answer questions that frequently arise for foreign businesses. Russia is a fast-developing country and is committed to improving the investment climate and developing a better legal environment for doing business. On the one hand, this makes doing business in Russia an attractive prospect; on the other, it can make for difficult decisions both when starting a business and further down the line. EY provides assurance, tax, legal, strategy, transactions and consulting services in 150 countries and employs over 300,000 professionals across the globe1, including more than 3,500 employees in 9 offices in Russia. EY possesses extensive, in-depth knowledge of Russian realities and is always ready to come to the assistance of first-time and experienced investors alike. This guide contains information current as at March 2021 (except where a later date is specified). You can find more information about doing business in Russia as well as up-to-date information on developments in its legal and tax environment on our website: www.ey.com/ru. 1 Who we are – Builders of a better working world | EY — Global Doing business in Russia 1 2 Doing business
    [Show full text]
  • Russian M&A Review 2017
    Russian M&A review 2017 March 2018 KPMG in Russia and the CIS kpmg.ru 2 Russian M&A review 2017 Contents page 3 page 6 page 10 page 13 page 28 page 29 KEY M&A 2017 OUTLOOK DRIVERS OVERVIEW IN REVIEW FOR 2018 IN 2017 METHODOLOGY APPENDICES — Oil and gas — Macro trends and medium-term — Financing – forecasts sanctions-related implications — Appetite and capacity for M&A — Debt sales market — Cross-border M&A highlights — Sector highlights © 2018 KPMG. All rights reserved. Russian M&A review 2017 3 Overview Although deal activity increased by 13% in 2017, the value of Russian M&A Deal was 12% lower than the previous activity 13% year, at USD66.9 billion, mainly due to an absence of larger deals. This was in particular reflected in the oil and gas sector, which in 2016 was characterised by three large deals with a combined value exceeding USD28 billion. The good news is that investors have adjusted to the realities of sanctions and lower oil prices, and sought opportunities brought by both the economic recovery and governmental efforts to create a new industrial strategy. 2017 saw a significant rise in the number and value of deals outside the Deal more traditional extractive industries value 37% and utility sectors, which have historically driven Russian M&A. Oil and gas sector is excluded If the oil and gas sector is excluded, then the value of deals rose by 37%, from USD35.5 billion in 2016 to USD48.5 billion in 2017. USD48.5bln USD35.5bln 2016 2017 © 2018 KPMG.
    [Show full text]
  • Russia in Figures. 2017: Statistical Handbook/Rosstat - M., 2017 - 511 P
    FEDERAL STATE STATISTICS SERVICE (Rosstat) RUSSIA IN FIGURES 2017 STATISTICAL HANDBOOK Moscow 2017 UDK 31(470) Editorial Board: A. Surinov - Chairman of the Editorial Board E. Baranov, N. Bugakova, M. Gelvanovsky, L. Gokhberg, S. Egorenko, V. Elizarov, V. Zhitkov, Yu. Ivanov, A. Kevesh, A. Kosarev, K. Laikam, I. Masakova, V. Nesterov, G. Oksenoit, O. Rybak, B. Ryabushkin, A. Tatarinov, A. Khoroshilov Russia in Figures. 2017: Statistical Handbook/Rosstat - M., 2017 - 511 p. ISBN 978-5-89476-436-8 The handbook contains information on the social and eco- nomic situation of Russia in 2016 as compared with the previous years. It presents data characterizing the state structure of the Russian Federation, production and use of the Gross Domestic Product. Information is published on the population, its employ- ment and money incomes. The handbook highlights problems of social field, results of R&D work and innovation activities, fin- ances, investments, prices and tariffs. Some materials are dedi- cated to situation in organizations of different economic activi- ties. Reflected are the external economic activities of the Rus- sian Federation. Selected international comparisons are also given. The handbook is intended for managerial personnel, man- agers and employees of enterprises and organizations, scientif- ic, entrepreneurial and banking circles, professors and lecturers, under-graduate and post-graduate students of higher economic education institutions and other users. UDK 31(470) ISBN 978-5-89476-436-8 Federal State Statistics Service, 2017 E-mail: [email protected] http://www.gks.ru PREFACE The concise statistical handbook comprises main indicators cha- racterizing socio-economic situation of Russia in 2016 as compared with a number of previous years.
    [Show full text]
  • Russian Associated Gas Utilization: Problems And
    Russian Associated Gas Utilization: Problems and Prospects А. Knizhnikov, N. Poussenkova Annual Report within the Framework of the Project Environment and Energy: International Context Issue 1 Moscow • 2009 Russian Associated Gas Utilization: Problems and Prospects A.Yu. Knizhnikov – WWF-Russia N.N. Poussenkova – Institute of World Economy and International Relations of the Russian Academy of Sciences Issue 1 (working materials) for the annual review within the framework of the joint project of the Institute of World Economy and International Relations of the Russian Academy of Sciences and WWF-Russia “Environment and Energy. International Context” Please, send your comments on the Review to WWF-Russia: 19-3 Nikoloyamskaya Street, Moscow, 109240 e-mail: [email protected] Moscow, 2009 TABLE OF CONTENTS Russian Associated Gas Utilization: Problems and Prospects ..................................................................................... 2 1. Russian associated gas flaring volumes ....................................................................................................................... 2 2. Environmental and climatic implications of large-scale associated gas flaring .............................................................. 4 3. Financial implications of large-scale associated gas flaring .......................................................................................... 4 4. Potential ways to utilize associated gas ........................................................................................................................
    [Show full text]
  • Russian Academy of Sciences (Imemo Ran)
    INSTITUTE OF WORLD ECONOMY AND INTERNATIONAL RELATIONS RUSSIAN ACADEMY OF SCIENCES (IMEMO RAN) RUSSIA: ARMS CONTROL, DISARMAMENT AND INTERNATIONAL SECURITY IMEMO SUPPLEMENT TO THE RUSSIAN EDITION OF THE SIPRI YEARBOOK 2013 Preface by Alexander Dynkin Editors Alexei Arbatov and Sergey Oznobishchev Editorial Assistant Tatiana Anichkina Moscow IMEMO RAN 2014 УДК 327 ББК 64.4(0) Rus 95 Rus 95 Russia: arms control, disarmament and international security. IMEMO supplement to the Russian edition of the SIPRI Yearbook 2013 / Ed. by Alexei Arbatov and Sergey Oznobishchev. – M., IMEMO RAN, 2014. – 230 p. ISBN 978-5-9535-0403-4 The volume provides IMEMO contributions to the Russian edition of the 2013 SIPRI Yearbook: Armaments, Disarmament and International Security. The contributors address issues involving future of negotiations on strategic arms, European security debates, UN Security Council role in managing the Syrian crisis, history of Syrian chemical weapons and their destruction, dangers of international terrorism, contemporary information warfare, and Russia-CIS military cooperation. This year’s edition also highlights problems of technology transfer in Russia, military cooperation among BRICS countries, Luxembourg Forum’s nuclear tolerance initiative, and US-Russian cooperation beyond Nunn-Lugar program. To view IMEMO RAN publications, please visit our website at http://www.imemo.ru ISBN 978-5-9535-0403-4 © ИМЭМО РАН, 2014 CONTENTS PREFACE ........................................................................................... 7 Alexander
    [Show full text]
  • Nuclear Security Culture: the Case of Russia
    NUCLEAR SECURITY CULTURE: THE CASE OF RUSSIA Center for International Trade and Security The University of Georgia NUCLEAR SECURITY CULTURE: THE CASE OF RUSSIA © Center for International Trade and Security University of Georgia December 2004 nuclear security culture: the case of russia ABOUT THE CENTER FOR INTERNATIONAL TRADE AND SECURITY he Center for International Trade and Security (CITS) works to address the dangers posed by transfers of weapons of mass destruction (WMD) and WMD-related technology and materials. CITS seeks to Taccomplish its mission by: • Engaging and informing policymakers, industry representatives, educators, and the public, both in the United States and abroad, about dangers stemming from the trade in and theft of weapons and weapons components. CITS communicates these concepts through policy research, public forums, editorials, briefings, Internet publications, and the publication of a journal, The Monitor: International Perspectives on Nonproliferation • Facilitating international dialogue through exchanges of officials and experts that will promote greater cooperation in preventing the spread of dangerous weapons and technology • Establishing training programs for government officials and others in “best practices” for controlling, monitoring, and preventing the trade in WMD and related items • Preparing future leaders for careers in international security and nonproliferation The CITS Security Policy Program is focused on: • Improving understanding and awareness of the importance of training and motivating personnel responsible for protecting nuclear and other WMD-related materials • Promoting U.S.-Russian dialogue on nonproliferation and threat reduction • Facilitating U.S. assistance to Russia and the other former Soviet states through analysis of their nuclear and military-industrial complexes • Analyzing and strengthening security at WMD-related facilities internationally Center for International Trade and Security 120 Holmes/Hunter Academic Building University of Georgia Athens, GA 30602 Dr.
    [Show full text]
  • Russia Nuclear Chronology
    Russia Nuclear Chronology 2010 | 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 2002 | 2001-2000 | 1999 | 1998 | 1997-1993 Last update: July 2010 This annotated chronology is based on the data sources that follow each entry. Public sources often provide conflicting information on classified military programs. In some cases we are unable to resolve these discrepancies, in others we have deliberately refrained from doing so to highlight the potential influence of false or misleading information as it appeared over time. In many cases, we are unable to independently verify claims. Hence in reviewing this chronology, readers should take into account the credibility of the sources employed here. Inclusion in this chronology does not necessarily indicate that a particular development is of direct or indirect proliferation significance. Some entries provide international or domestic context for technological development and national policymaking. Moreover, some entries may refer to developments with positive consequences for nonproliferation 2010 10 January 2010 UNIT OF VOLGODONSK POWER PLANT UNDERGOES EMERGENCY SHUTDOWN The first power unit of the Volgodonsk nuclear power plant in south Russia was shut down by an emergency protection system. Problems with a steam generator were the likely cause of the protection system activation. Rosenergoatom reported a normal level of background radiation at the plant. The Volgodonsk power plant began operating in 2001. It is situated some 1,000 km (621 miles) south of Moscow and has a single pressurized water reactor. —"Radiation Level Normal at Volgodonsk NPP After Emergency Shutdown," RIA Novosti, 1 January 2010, http://en.rian.ru; "Volgodonsk NPP Shuts Down First Power Unit in Emergency Mode," RIA Novosti, 1 January 2010, http://en.rian.ru.
    [Show full text]
  • Wiira No Me Mar.Pdf (2.061Mb)
    UNIVERSIDADE ESTADUAL PAULISTA “JÚLIO DE MESQUITA FILHO” FACULDADE DE FILOSOFIA E CIÊNCIAS PROGRAMA DE PÓS-GRADUAÇÃO EM CIÊNCIAS SOCIAIS NAYARA DE OLIVEIRA WIIRA UMA ANÁLISE DA ESTRUTURAÇÃO DO CAPITALISMO RUSSO ATRAVÉS DA PRIVATIZAÇÃO NO GOVERNO YELTSIN (1991-1999). MARÍLIA 2020 NAYARA DE OLIVEIRA WIIRA UMA ANÁLISE DA ESTRUTURAÇÃO DO CAPITALISMO RUSSO ATRAVÉS DA PRIVATIZAÇÃO NO GOVERNO YELTSIN (1991-1999). Dissertação apresentada ao Programa de Pós-Graduação em Ciências Sociais da Faculdade de Filosofia e Ciências, da Universidade Estadual Paulista – UNESP – Campus de Marília, para a obtenção do título de Mestre em Ciências Sociais. Orientador: Prof. Dr. Francisco Luiz Corsi MARÍLIA 2020 Wiira, Nayara de Oliveira W662a Uma análise da estruturação do capitalismo russo através da privatização no governo Yeltsin (1991-1999) / Nayara de Oliveira Wiira. -- Marília, 2020 280 f. Dissertação (mestrado) - Universidade Estadual Paulista (Unesp), Faculdade de Filosofia e Ciências, Marília Orientador: Francisco Luiz Corsi 1. História econômica. 2. História econômica russa. 3. Privatização. 4. Capitalismo. I. Título. Sistema de geração automática de fichas catalográficas da Unesp. Biblioteca da Faculdade de Filosofia e Ciências, Marília. Dados fornecidos pelo autor(a). Essa ficha não pode ser modificada. NAYARA DE OLIVEIRA WIIRA UMA ANÁLISE DA ESTRUTURAÇÃO DO CAPITALISMO RUSSO ATRAVÉS DA PRIVATIZAÇÃO NO GOVERNO YELTSIN (1991-1999). Dissertação apresentada ao Programa de Pós-Graduação em Ciências Sociais da Faculdade de Filosofia e Ciências, da Universidade Estadual Paulista – UNESP – Campus de Marília, para a obtenção do título de Mestre em Ciências Sociais. Linha de pesquisa 4: Relações Internacionais e Desenvolvimento BANCA EXAMINADORA ________________________________________ Orientador: Prof. Dr. Francisco Luiz Corsi Universidade Estadual Paulista “Júlio de Mesquita Filho” Faculdade de Filosofia e Ciências ________________________________________ Prof.
    [Show full text]
  • FRAUDE EM ALTAS POSIÇÕES: O Contrato Corrupto Da Dívida De Angola À Rússia
    FRAUDE EM ALTAS POSIÇÕES: O contrato corrupto da dívida de Angola à Rússia Associação Mãos Livres Corruption Watch UK Fraude em Altas Posições: O contrato corrupto da dívida de Angola à Rússia 2 FRAUDE EM ALTAS POSIÇO˜ ES: O contrato corrupto da dívida de Angola à Rússia “Quand on est banquier, il faut savoir avoir des oeillères. Et savoir se concentrer sur ce qui concerne la banque” “Quando se é banqueiro, há que saber ao que se deve fechar os olhos. E saber como se concentrar nos interesses do banco.” Jean-Didier Maille ex-banqueiro, Banco Paribas, testemunho no caso “Angolagate” francês 1 FRAUDE EM ALTAS POSIÇO˜ ES: O contrato corrupto da dívida de Angola à Rússia 3 Direitos autorais © 2013 Corruption Watch UK e Associação Mãos Livres . Todos os direitos reservados. Esta publicação não pode ser reproduzida nem armazenada em um sistema de recuperação ou transmitida de qualquer forma ou por qualquer meio sem a autorização prévia do editor. ISBN: 978-0-9576260-1-0 PUBLICADO POR Corruption Watch UK e Associação Mãos Livres PARA MAIS INFORMAÇÕES CONTACTAR Andrew Feinstein [email protected] CRÉDITOS DAS FOTOS Capa: Robin Hammond l Panos Páginas 2–3: Petróleo manchado de Angola: AP foto l Bruce Stanley Página 18: Imagens © 2013 CNES Spot Image l DigitalGlobe, os dados do Mapa © 2013 Google Página 24: Arcadi Gaydamak: AP foto l Emilio Morenatti Página 25: Pierre Falcone: AP foto l Jacques Brinon Página 34: Vitaly Malkin l Foto: AP Página 41: Jose Eduardo Dos Santos l AP foto l Ed Betz Página 43: Joaquim Duarte Da Costa David l CC BY-NC-SA 2.0 l Presidência do Governo das Canarias (http://www.fl ickr.com/photos/presican/7414597862/in/photostream/) EDIÇÃO E PAGINAÇÃO Judit Kovács l Createch IMPRESSO Createch l 1 de Abril de 2013 4 FRAUDE EM ALTAS POSIÇO˜ ES: O contrato corrupto da dívida de Angola à Rússia Índice Lista de tabelas, anexos e provas...........................................................
    [Show full text]
  • Shelling Russia's White House in 1993
    WWW.BNE.EU Russian retail investors piling into the stock market for the first time, but CBR worried about rising risks Estonian premier quits after Tallinn development scandal February 2021 Fears of authoritarianism as Kyrgyz populist wins landslide and backing for ‘Khanstitution’ Making Magnit great again Has Navalny started a revolution? SHELLING RUSSIA’S WHITE HOUSE IN 1993 What a real coup looks like Belarus’ IT industry The oligarch problem OUTLOOKS 2021 in meltdown p.35 p.42 p.24 ISSN 2059-2736 ISSN 2 I Contents bne February 2021 Senior editorial board Ben Aris editor-in-chief & publisher I Berlin 206 +49 17664016602 I [email protected] Clare Nuttall news editor I Glasgow +44 7766 513641 I [email protected] William Conroy editor Eurasia & SE Europe I Prague +420 774 849 172 I [email protected] ——— Subscriptions Stephen Vanson 7 London I +44 753 529 6546 [email protected] ——— COMPANIES & MARKETS 14 Russian petrochemical giant Sibur Advertising closes $11bn joint venture deal to 4 Hungarian official threatens build Amur Gas Chemical plant Elena Arbuzova to wage war on foreign with China’s Sinopec business development director I Moscow +7 9160015510 I [email protected] retailers ——— 16 Rio Tinto reports maiden ore 5 Hungary's largest bank reserve at Jadar project in Serbia Design merger granted exemption Olga Gusarova from competition scrutiny 17 Turkish hotels in fire sale art director I London +44 7738783240 I [email protected] 6 Foreign investors eye 18 Online video service ivi.ru starts bargains on distressed NASDAQ IPO registration procedure Please direct comments, letters, press releases Budapest hotel market, but and other editorial enquires to [email protected] owners won't budge 19 AFC CAPITAL: Uzbekistan’s stock market re-rating has much further All rights reserved.
    [Show full text]
  • EASTERN EUROPE Name Net Worth Sector
    EASTERN EUROPE Name Net worth Sector BELARUS 1 Minsk-born Kislyi (40) is the founder and major shareholder of the Wargaming group of compa- Viktor Kislyi nies, one of the rare global success stories to $1bn have originated in Belarus. His Cyprus-head- quartered group now has 15 offices and 4,000 Computer games employees worldwide, and its games are played by more than 150mn players. 2 Arkadiy Dobkin (56) founded EPAM Systems in Arkadiy Dobkin the Belarusian capital of Minsk in 1993, which Wealth unknown has since grown into a global software engi- neering giant listed on the NYSE and employing Software around 17,000 people in his homeland. RUSSIA 2 Mikhelson (61) is the chairman of the indepen- dent Russian gas company Novatek and of the Sibur gas processing and petrochemical com- Leonid Mikhelson pany, for which his partner in both is billion- $18bn aire Gennady Timchenko. After the fall of the Soviet Union he acquired a stake in a privatised Gas pipeline construction company from which he formed Novatek to secure licences to explore for natural gas. 3 Timchenko (64) is the founder and owner of the private investment group Volga Group, which Gennady Timchenko specialises in energy, transport and infrastruc- ture. His wealth came mainly from oil and gas, $15.7bn from his former 43% stake in international Energy, transport, energy trader Gunvor Group, and stakes in infrastructure independent gas company Novatek, petrochem- ichal producer Sibur Holding, railway operator Transoil and the STG Group construction firm. 4 Lisin (60) is the chairman and majority share- Vladimir Lisin holder of the NLMK steel company, and also $15.1bn controls Universal Cargo Logistics Holding, which owns railway operator First Cargo, and Steel, transport some ports and shipping companies.
    [Show full text]