GODIŠNJI IZVEŠTAJ godisnji final.pdfbanke i pad premije rizika zemlje, uticali su na pad kamatnih stopa na evro-indeksirane kredite. Sve navedeno doprinelo je oporavku kreditne aktivnosti

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2017GODIŠNJI IZVEŠTAJ O POSLOVANJU

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Sberbank Srbija a.d. Beograd I Godišnji izveštaj 2017

SADRŽAJ

Misija i Vizija

O Sberbank i Sberbank Europe

Uvodna reč predsednice Izvršnog odbora

Poslovanje sa privredom i globalna tržišta

Poslovanje sa stanovništvom

Sistem upravljanja rizicima

Finansije

IT sigurnost

Korporativna društvena odgovornost

Zaštita životne sredine

Finansijska edukacija

Istraživanja i razvoj

Ljudski resursi

Finansijski izveštaji

Ključni pokazatelji 2012-2016.

Ostvareni pokazatelji poslovanja banke

Bilans uspeha

Bilans stanja

Organizaciona struktura

Marketinška podrška

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Naš cilj je da kreiramo vrednost za naše klijente obezbeđujući im jednostavne, praktične i inovativne proizvode i usluge. Taj cilj ostvarićemo odgovornim kreditiranjem i uz pomoć naših talentovanih i posvećenih zaposlenih.

Pronalazimo rešenja i za najsloženije zahteve fizičkih lica, malih preduzeća i privrede. Zadovoljstvo naših klijenata, zajedno sa internom efikasnošću rezultira stvaranjem vrednosti za naše akcionare.

MISIJA

Inovativna banka od poverenja sa kojom klijenti vole da sarađuju, a na koju su zaposleni ponosni.

VIZIJA

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Sberbank Europe AG, sa sedištem u Beču, Austrija, je bankarska grupa koja je u 100% vlasništvu Sberbank Rusije, najveće banke u Rusiji. Sberbank Rusija pruža usluge za više od 70% ruskog stanovništva. Evropska podružnica Sberbank Europe prisutna je na osam evropskih tržišta: Austriji, Nemačkoj, Bosni i Hercegovini (Sarajevu i Banjaluci), Hrvatskoj, Češkoj, Mađarskoj, Sloveniji i Srbiji. U Nemačkoj, Sberbank Direct pruža

usluge stanovništvu, nudeći osnovne online bankarske proizvode. U Austriji, Sberbank Europe pruža usluge korporativnim klijentima sa poslovnim fokusom na tržištima CIE, Rusije i CIS-a. Sberbank Europe Group ima oko 665.000 klijenata, 190 filijala i zapošljava 4.050 radnika širom Evrope. Ukupna aktiva Sberbank Europe iznosi 12,6 milijardi evra (od decembra 2017. godine).

O Sberbank Europe

• Profitabilnost

Nakon uspešnog razvoja na tržištima Centralne i Istočne Evrope, Sberbank Europe će se usredsrediti na iskorišćavanje svojih kapitalnih i resursnih potencijala za dalje poslovanje u podružnicama Sberbank Europe.

• Samo-finansiranje

Pored dosadašnjih postignuća u optimizaciji kombinacije finansiranja i smanjenja zavisnosti od podrške akcionara, Sberbank Europe će se osloniti na mudro upravljanje kapitalom i upravljanje rizičnom aktivom kako bi se postigao maksimalan prihod na kapital.

• Moderni tokovi

Sberbank Europe će nastaviti da nadograđuje svoje digitalne mogućnosti i razvija adekvatnu kombinaciju fizičkog i online prisustva, što bi trebalo da osigura vrhunsko iskustvo klijenata na svim kanalima.

• Lakoća

Sberbank Europe nastavlja da osigurava upravljanje troškovima na najefikasniji način.


O SBERBANK I SBERBANK EUROPE

Poslovni model Sberbank Europe

Poslovni model Sberbank Europe nastavlja da se razvija oko četiri osnove:

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Poštovani,

S velikim zadovoljstvom, u ime Izvršnog odbora Sberbank Srbija, predstaviću vam odlične rezultate poslovanja koje je Sberbank Srbija ostvarila tokom 2017. godine.

Godinu za nama karakteriše nastavak makroekonomske stabilizacije u Srbiji, koja je za rezultat imala pad premije rizika na najniži nivo do sada kao i povećanje kreditnog rejtinga Srbije.

Povoljni trendovi na tržištu rada, značajan pad kamata na dinarske kredite, relaksacija monetarne politike od strane Evropske centralne banke i pad premije rizika zemlje, uticali su na pad kamatnih stopa na evro-indeksirane kredite. Sve navedeno doprinelo je oporavku kreditne aktivnosti. Zahvaljujući konzervativnim merama bankarski sektor je visoko kapitalizovan. Učešće problematičnih kredita tokom godine tokom godine u Sberbank Srbija iznosilo je 17%, što je najniži nivo od 2011. godine.

UVODNA REČ PREDSEDNICEIZVRŠNOG ODBORA

Zahvaljujući rastu produkcije u svim poslovnim segmentima, poboljšanju kvaliteta kreditnog portfolija i većem obimu poslovanja, ostvareni neto rezultat pokazuje rast od 84% u odnosu na 2016. godinu. Pored rasta operativnih prihoda, zaustavili smo rast troškova i samim tim povećali ukupnu efikasnost poslovanja.

Kao i prethodne godine, u segmentu poslovanja sa stanovništvom, Sberbank Srbija ostvarila je odlične rezultate. Ukupna profitabilnost Banke poboljšana je za čak 202%. Posebno bih istakla rast plasmana fizičkim licima koji je dostigao iznos od 100 miliona evra, što je zaista veliki uspeh.

Partnerstvom s najvećim programom lojalnosti u regionu “Super Kartica”, kao i saradnjom s kompanijom NIS Gazprom Neft, kroz zajednički projekat „Sa nama na putu“, Sberbank Srbija je dodatno ojačala segment poslovanja sa stanovništvom.

Tokom 2017. godine uvedene su i dve izuzetne inovacije na polju digitalizacije: „Scan 2 Pay“ funkcionalnost u okviru mobilne bankarske aplikacije i servis „Sber X:Change“ – aplikaciju jedinstvenu na tržištu Srbije. Na ovaj način Sberbank Srbija zasigurno ide ka daljem razvoju digitalizacije i tehnologije, a sve u cilju poboljšanja efikasnosti poslovanja.

U delu poslovanja sa privredom i dalje težimo da kao Banka budemo pouzdan, lojalan i stabilan partner i podrška našim korporativnim klijentima, kontinuirano gradeći mostove između srpskih i ruskih kompanija.Na strani upravljanja rizicima, tokom 2017. godine, bili smo fokusirani na delotvorno rešavanje problematičnih plasmana, odnosno

efektivnu i efikasnu primenu novih regulatornih zahteva u oblasti upravljanja rizicima.

Ponosna sam što smo i u 2017. godini bili posvećeni našim zajedničkim aktivnostima, u okviru projekata korporativno društvene odgovornosti. Na ovaj način još jednom smo dokazali svoju brigu o zajednici u kojoj poslujemo i pokazali želju da ličnim primerom i zalaganjem doprinesemo boljim uslovima za život svih ljudi u Srbiji.

Najvažniji resurs uspešnog poslovanja su zadovoljni zaposleni. Oni su bili i ostali naš prioritet. Naš tim u protekloj godini osnažen je novim visoko profesionalnim, ambicioznim ljudima spremnim da se suoče sa svim izazovima koje naša struka nosi. Kao i do sada, nastavićemo da podstičemo sve članove tima na dodatna usavršavanje i obuke. Verujemo da je svaki zaposleni dragocena karika za buduće uspehe, ali i svojevrstan brend ambasador naše Banke.

U godini pred nama, težićemo da ispunimo sve zahteve tržišta, razvijajući nova, inovativna i kreativna rešenja, kojima ćemo učvrstiti svoju lidersku poziciju u kvalitetu usluga koje pružamo, kao i poverenje klijenata.

S poštovanjem,

Marijana VasilescuPredsednica Izvršnog odbora

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U segmentu poslovanja sa privredom, Banka je u 2017. godini ostvarila istorijski dobre rezultate, pa je u poređenju sa prethodnom godinom zabeležen značajan rast zdravog portfolija, praćen zavidnim rastom depozitne baze. U sektoru malih i srednjih preduzeća zabeležen je rast portfolija od skoro 17%, dok je evidentirani rast u Sektoru velikih korporativnih klijenata iznad 26%. Kao rezultat novih i prethodno potpisanih sporazuma, realizovano je nekoliko većih transakcija, a Banka je nastavila dobru praksu podrške velikim korporativnim klijentima preko članica Sberbank grupe. Povećan je obim saradnje sa kompanijama iz sektora energetike i poljoprivrede, a primetan je porast investiranja i u građevinskoj industriji kroz projektno finansiranje.

Ukupan obim spoljnotrgovinske razmene sa Rusijom je praćen značajnim učesćem Banke u ukupnom spoljnotrgovinskom prometu i transakcijama u Ruskim rubljama, sa tendencijom kontinuiranog rasta, što potvrđuje stratešku orijentaciju Sberbank Srbije kada je u pitanju saradnja sa kompanijama usmerenim ka tržištu Rusije i Zajednice nezavisnih država (ZND). U saradnji sa članicama Sberbank Grupe, lansiran je projekat “Bridge”, koji treba da obezbedi željeni nivo ekspertize i omogući adekvatne instrumente i mehanizme finansiranja spoljnotrgovinskih poslova. Takođe, preno simo stečena iskustva u međunarodnom faktoringu i zajedno sa kolegama iz Sberbank Rusija aktivno učestvujemo u formiranju neophodnih procedura u cilju uspostavljanja platforme dvofaktorskog sistema sa Rusijom.

U nameri da u svakom trenutku pokažemo spremnost za saradnju i adekvatnu podršku malim i srednjim preduzećima, koje vidimo kao nosioce privrednog razvoja, uspešno je sprovedena prodajna kampanja posredstvom kredita za opšte poslovne namene (Flexi 24-36), kao višenamenska kreditna aktivnost namenjena finansiranju obrtnih sredstava i tekuće likvidnosti sa fleksibilnim rokom otplate.

Razvoj i unapređenje bankarskih aktivnosti u oblasti obnovljivih izvora je važan pokretač budućeg razvoja u okviru postojeće poslovne strategije. Imajući u vidu specifičnost i složenost ovakve vrste finansiranja, tokom 2017. godine realizovano je nekoliko projekata u oblasti mini-hidro i biogasa, a ostvaren je korak napred u unapređenju ekspertize, kao preduslov daljeg razvoja u ovom segmentu. Uzevši u obzir potencijale, dalji planovi u ovom segmentu poslovanja biće usmereni na slične projekte.

Prateći savremene trendove u oblasti upravljanja gotovinom, uspostavljen je koncept Cash Management-a prilagođen korporativnom bankarstvu, koji ima za cilj pouzdano i efikasno obavljanje usluga platnog prometa u zemlji i inostranstvu, koristeći proizvode i servise banke usmerene na adekvatno upravljanje poslovnim računima, kako bi se obezbedila optimalna likvidnost kompanije.

U cilju optimizacije procesa otvaranja računa, promovisan je viševalutni račun, kao nova usluga koja klijentima omogućava jednostavan pristup kupoprodaji deviza i obavljanju transakcija u više valuta. Klijentima se pruža mogućnost obavljanja transakcija u pet valuta (EUR, USD, CHF, RUB i GBP) podnošenjem

POSLOVANJE SA PRIVREDOM(Resor za poslove sa privredom i globalna tržišta)

jednog zahteva i potpisivanjem samo jednog ugovora o otvaranju deviznog računa. Na ovaj način obezbeđujemo brzu uslugu otvaranja računa posebno značajnu za klijente koji posluju u multi-valutnom okruženju.

Banka je u 2017. prepoznala potencijal koji je omogućio zakon o platnim uslugama i u skladu sa tim otpočela ciljanu saradnju kroz kreiranje posebnog seta usluga i uslova za platne institucije i njihove zastupnike. Na ovaj način Banka širi postojeći portfolio usluga i kreira novi kanal distribucije koristeći mrežu platnih institucija.

Razvoj novih proizvoda i usluga će ostati jedan od ključnih pokretača budućeg razvoja poslovanja u segmentu poslovanja sa privredom i u narednom periodu, kao i nastavak bliže saradnje sa javnim sektorom u cilju realizacije infrastrukturnih projekata u okviru lokalnih samouprava, koristeći modele javno-privatnog partnerstva (JPP¬).

Kontinuirano radimo na edukaciji i podizanju nivoa znanja zaposlenih u cilju efikasnijeg sagledavanja potencijala za finansiranje, gradeći na taj način potrebnu ekspertizu koja doprinosi boljem pozicioniranju banke u sektorima, kao sto su poljoprivreda, energetika i drugim oblastima koje prevazilaze standardni pristup finansiranja.

Takođe, sprovedena su značajna tržišna istraživanja, uključujući sektorsku i makroekonomsku analizu, koja treba da omogući bolje pozicioniranje u industrijama u kojima je Banka tradicionalno prisutna, ukaže na dalje pravce razvoja i omogući ulazak u nove sektore koji beleže pozitivan trend rasta.

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Krediti

Kada govorimo o kreditima i tokom 2017.godine najzastupljeniji proizvodi bili su gotovinski i krediti za refinansiranje čija ponuda je proširena uvođenjem varijabilne kamatne stope uz postojeću ponudu kredita sa kombinovanom kamatom.

Tokom 2017. godine proces podnošenja zahteva za kredite je automatizovan i pojednostavljen - smanjen je set obavezne dokumentacije koju klijent treba da pripremi, ostvarene su značajne uštede u vremenu potrebnom za odobrenje zahteva fizičkim licima i konačno, značajno je smanjeno vreme potrebno za finalnu realizaciju kredita.

Konstantna optimizacija cene i ostalih karakteristika proizvoda rezultirala je ukupnim plasmanom kredita fizičkim licima u iznosu od 111 miliona evra što predstavlja rast od 44% u odnosu na prethodnu godinu. Ostvareni rezultat doprineo je značajnom poboljšanju tržišne pozicije Banke i dostizanju tržišnog učešća od 4%

Banka je nastavila da realizuje redovne kvartalne kampanje unapred odobrenih proizvoda, kako gotovinskih i refinansirajućih kredita tako i dozvoljenih prekoračenja.

Izmenama opisa proizvoda za dozvoljeno prekoračenje po tekućem računu, produžen je maksimalni rok sa 24 na 36 meseci uz dodatni benefit koji podrazumeva realizaciju dozvoljenog prekoračenja i pre prijema zarade na tekući račun klijenta, što je za rezultat imalo i povećanje ukupnog broja ovih proizvoda za 11% u odnosu na prethodnu godinu.

Klijentima zaposlenim u kompanijama u okviru kanala ,,Banka na poslu” tokom godine redovno su pripremane posebne pogodnosti.

U skladu sa implementacijom IFRS9 standarda (Međunarodni standardi finansijskog izveštavanja) izvršeno je usklađivanje ugovora o kreditima tako da isti ne generišu druge novčane tokove osim kamate i glavnice, kako je to opisano pomenutim standardom.

POSLOVANJE SA STANOVNIŠTVOM

Ključni rezultati ostvareni tokom godine u ovom segmentu:

* Nivo novih plasmana je iznosio 167 miliona, čime je ostvaren rast od 20% u odnosu na prethodnu godinu. Potrebno je istaći da je rast plasmana fizičkim licima porastao za čak 30% u odnosu na prethodnu godinu i dostigao iznos od 100 miliona evra.

* Porast ukupnog kreditnog portfolija za 14 miliona evra na stanje od 340 miliona evra, tj. rast od 4%. Rast portfelja fizičkih lica je bio 4% (10.3 miliona evra), dok je Mikro portfolio porastao za 4% (3.6 miliona evra).

* Povećanje depozitnog portfolija za 35 miliona evra na stanje od 336 miliona evra, tj. rast od 12%.

* Broj aktivnih klijenata je na kraju godine iznosio 126 hiljada

* Otvoreno je 18 hiljada novih tekućih računa

* Izdato je 7,7 hiljada kreditnih kartica

* Ostvaren je porast prihoda od naknada od 29% u odnosu na prethodnu godinu

Sberbank express

Tokom 2017. godine pokrenut je još jedan segment u poslovanju sa stanovništvom – Sberbank express. U okviru tržnih centara otvoreno je 4 Sberbank express ekspozitura – cashless light ekspozitura u okviru kojih je preuzet veliki deo servisa za postojeće klijente. U okviru ovih ekspozitura klijenti mogu da:

* Otvore bilo koji račun

* Apliciraju za platnu ili drugu kreditnu karticu

* Podnesu zahtev za kredit ili dozvoljeno prekoračenje

* Koriste usluge bankomata

Na bankomatu klijenti mogu da podignu novac u dinarima i evrima, dok uplate mogu da izvrše u dinarima.

U resoru za poslovanje sa stanovništvom tokom 2017. godine, težište je bilo na razvoju odnosa s klijentima, izlaženju u susret njihovim potrebama i kreiranju savremenih, praktičnih rešenja odnosno na automatizaciji samog procesa odobrenja i realizaciji kredita.

pri čemu je ukupan prihod za 2017. godinu iznosio 7.63 miliona evra

* Ukupna profitabilnost je poboljšana za 202% u odnosu na prethodnu godin pri čemu je profit iznosio 8.54 miliona evra.

* Učešće naknada u ukupnim prihodima je iznosilo 32.5%

Procenat NPL plasmana je smanjen sa 14.1% u 2016. godini na 7.9% u 2017. godini.

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Depoziti i štedni proizvodi

Banka je nastavila sa intenzivnim prikupljanjem depozita u sektoru stanovništva i ove godine, imajući u vidu stabilnost ovih izvora i njihov uticaj na formiranje cene izvora sredstava.

Ukupan iznos depozita od klijenata zaključno sa 31.12.2017. godine iznosio je 333.8 miliona evra, što predstavlja rast od 12% (rast sa 300,3 miliona evra). Postignuti rast od gotovo 34 miliona evra, najbolji je odraz poverenja klijenata. Ostvareni rezultat doprinosi ostvarenju jednog od strateških ciljeva Banke - obezbeđenju samofinansiranja budući da je kreditno - depozitni racio gotovo dostigao nivo od 100 odsto.

Paketi računa

Preko 14.500 otvorenih tekućih računa klijenata fizičkih lica i preko 3.500 otvorenih računa mikro klijenata doprinelo je rastu ukupne baze, koja je dostigla nivo od 125.800 aktivnih tekućih računa klijenata u Resoru za poslovanje sa stanovništvom.

Paketi računa prepoznati su kao jedinstveni – izdvajajući paket računa ,,Jednostavno”, koji sadrži i dalje jedinstvenu i potpuno besplatnu uslugu 24/7 koja podrazumeva usluge: ,,Drug na drumu“, ,,Majstor u kući“ i ,,Doktor na vezi“, Banka potvrđuje svoju orijentaciju da je uvek tu

za svoje verne korisnike. Iskustva klijenata sa terena dokazala su da je upravo to ono što čini razliku u doživljaju korišćenja proizvoda Banke.

Elite Banking

Krajem oktobra 2017. Banka je uspešno lansirala Elite Banking, ekskluzivan paket usluga koji je klijentima od posebnog značaja, omogućio individualan pristup putem usluge ličnog bankara u 5 odabranih ekspozitura. Otvorena je i posebna linija Kontakt Centra kako bi Elite Banking klijenti u najkraćem mogućem roku mogli da dobiju sve potrebne informacije i konsultacije.

Uz sve to, ovim klijentima je omogućeno korišćenje Elite paketa tekućeg računa iz koga posebno izdvajamo besplatno podizanje gotovine debitnom karticom na svim bankomatima u zemlji, MasterCard Gold kreditnu karticu sa uključenim putnim osiguranjem za celu porodicu (uključujući isplatu štete u slučaju gubitka/odlaganja leta i gubitka/krađe prtljaga), kao i jedinstvenu Elite Care uslugu putem koje su korisnici i članovi njihove uže porodice dobili mogućnost da koriste značajne popuste na preglede lekara najtraženijih specijalnosti (lekar opšte medicine, pedijatar, dermatolog, oftalmolog, fizijatar, internista, otorinolaringolog...) u domovima zdravlja najveće privatne ustanove u zemlji – Medigroup.

Osiguranje

Kada je reč o poslovima osiguranja u 2017. godini fokus je bio na uvećanju penetracije CPI osiguranja i uspostavljanju stabilnog trenda učešća osiguranja u kreditima i kreditnim karticama.

Organizovan je drugačiji pristup u komunikaciji sa klijentima te je akcenat stavljen na zaštitnu funkciju CPI osiguranja kao meru obezbeđenja kredita.

Kada je reč o penetraciji ove vrste osiguranja u 2017. godini uočen je rast u odnosu na prethodnu godinu od 11% kada je osiguranje kredita u pitanju, dok je kod kreditnih kartica rast iznosio 10%.

Posledično, uvećani su i prihodi banke od poslova osiguranja – kod kredita rast iznosi 34% u odnosu na prethodnu godinu, dok kod kreditnih kartica rast iznosi 17% .

S obzirom na to da je postignut željeni stabilan trend rasta, otvorile su se mogućnosti za uvođenje novih atraktivnih tipova osiguranja kao što su varijacije putnog osiguranja za celu porodicu, kombinovane sa paketima računa i drugim proizvodima banke.

Mikro segment

Osnovni cilj naše banke u segmentu koji obuhvata mikro klijente tokom 2017. godine bio je povećanje broja kreditnih klijenata kako bismo uticali na očuvanje, ali i na dodatno povećanje kreditnog portfolia klijenata. Zato smo i odlučili da preduzmemo brojne aktivnosti i dodatno unapredimo postojeće proizvode i procese.

S tim u vezi obezbedili smo dodatnu funkcionalnost za kreditne linije i to kroz korišćenje investicionih proizvoda - kredita za poslovni prostor, mašine i opremu i finansiranje izvršenih investicionih ulaganja.

Uveli smo nove proizvode za poljoprivrednike – kreditna linija i kredit za refinansiranje i na taj način smanjili troškove za klijente.

Kako bismo našu ponudu kreditnih proizvoda za mikro klijente učinili još konkurentnijom, ali i sveobuhvatnijom uveli smo dinarske kredite za mikro klijente s varijabilnom kamatnom stopom kao i niže kamate stope za kredite u evrima.

Oborili smo rekord u isplaćenim kreditima mikro klijentima - pušteno je skoro 67 miliona evra. Zabeležen je i rast kreditnog portfolia, koji nije u kašnjenju, u visini od 20 odsto i to za 13.8 miliona evra na stanje od 72 miliona evra.

Otvoreno je 3.450 računa mikro klijentima, što je u velikoj meri uticalo i na rast prihoda od naknada iz poslova platnog prometa. Povećanje vanbilansnog portfolija kroz porast izdatih garancija od 20 odsto tj. za 1.7 miliona evra.

Na osnovu dostupnih finansijskih izveštaja proširili smo klijentsku bazu i potencijal za kampanje kroz preselekciju. Istraživanjem ponašanja postojećih kreditnih klijenata uvedena je behavior kampanja kroz koju je znatno unapređen i ubrzan proces odlučivanja. Primenom seta kriterijuma, na osnovu finansijskih izveštaja, organizovali smo posebnu kampanju „Top 500“ uz pomoć koje smo targetirali najbolje klijente s tržišta. Kroz organizaciju posebnih događaja posebno namenjenim ovoj klijentskoj grupi učvrstili smo postojeću saradnju i učinili naš odnos još kvalitetnijim.

Kako bi naši klijenti bili još zadovoljniji našom uslugom stavili smo akcenat na upravljanje kvalitetom usluge, definisali smo osnov za dalje unapređenje kvaliteta usluživanja. Aktivno radimo na unapređenju komunikacione strategije kroz jačanje kompetencija zaposlenih sa fokusom na znanje, veštine, timski rad.

16 17


Upravljanje rizicima za cilj ima da obezbedi sta-bilno poslovanje Banke, ali i omogući efikasno korišćenje kapitala kao osnove za ispunjenje poslovne politike i strategije kako bi poslovanje Banke bilo sigurno za sve zainteresovane strane (klijente, vlasnike, zaposlene i regulatore). Banka upravlja rizicima i donosi odluke u skladu sa de-finisanim rizičnim profilom koji određuje prihva- tljiv nivo kreditnog, tržišnog, operativnog i rizika likvidnosti.

Ostvarena vrednost adekvatnosti kapitala na kraju 2017. godine iznosi 30,1% što je kao i prethodnih godina značajno iznad regulatorno propisanih minimalnih 8%.

Sberbank Srbija je tokom 2017. godine bila fokusirana na delotvorno rešavanje problematičnih plasmana i na efektivnu i efikasnu primenu novih regulatornih zahteva u oblasti upravljanja rizicima.

Nastavljajući s primenom adekvatnog sistema upravljanja i rezervisanja za lošu aktivu iz prethodne godine, Banka je tokom 2017. godine ostvarila istorijski najveći rezultat na planu smanjenja nivoa problematičnih plasmana. Efikasnom primenom svih raspoloživih strategija umanjenje loše aktive (agresivna naplata problematičnih plasmana, restrukturiranje, prodaja i otpis nenaplativih potraživanja) nivo problematičnih plasmana je smanjen za 59 miliona evra odnosno za 40% u odnosu na početak godine. Ovom rezultatu doprineo je i niži priliv novih problematičnih plasmana, kao posledica kontinuiranog unapređenja funkcija praćenja kvaliteta kreditnog portfolija, ranog uočavanja pokazatelja povišenog rizika, kao i temeljnih aktivnosti rane naplate.

Konačan rezultat ovih aktivnosti uz povećanje kreditnog portfelja Banke je smanjenje pokazatelja učešća problematičnih plasmana u ukupnim plasmanima sa 23% na 13% na kraju 2017.godine.

Unapređenje procesa i metodologija u svim oblastima upravljanja rizicima je kontinuiran zadatak organizacionih jedinica u okviru Resora za upravljanje rizicima. Tokom 2017. godine naj-značajnije izmene su vršene u skladu sa zahte-vima lokalne regulative i regulative SBEU Grupe.

Najvažnije aktivnosti u prvoj polovini 2017.godine su bile usmerene na primenu Basel III standarda u svim oblastima upravljanja rizicima po zahtevima lokalne regulative. Uvođenje ovih standarda je podrazumevalo značajne izmene metodologija za određivanje rizičnog profila banke, definisanje dodatnih pokazatelja rizika i metoda njihovog praćenja, a sve u cilju sveobuhvatnije i preciznije procene rizika. Izmenjene su politike i procesi, pre svega, za upravljanje kreditnim i tržišnim rizicima.

U drugoj polovini 2017. godine, Sberbank Srbija je bila fokusirana na realizaciju projekta prelaska sa Međunarodnog računovodstvenog standarda 39 (IAS39) na Međunarodni standard finansijskih izveštavanja 9 (IFRS9), kao jedan od strateških zadataka. Na projektu su angažovani zaposleni iz oblasti finansija, upravljanja rizikom i informacione tehnologije. IFRS 9 je izmenio klasifikaciju, merenje i obezvređenje plasmana u odnosu na IAS 39 i primenjuje se od početka 2018. godine. Primena IFRS 9 pojačava procenu kreditne sposobnosti dužnika, daje veći značaj redovnom praćenju kvaliteta kreditnog portfolija i proceni uticaja makroekonomskih tokova na njegov razvoj. Najveća novina je uvođenje modela očekivanog gubitka za celokupni životni vek kredita. To

SISTEM UPRAVLJANJA RIZICIMA

Δ

Pokazatelj

Pokazatelj adekvatnosti kapitala

2015

20,1%

2016

21,8%

2017

30,1%

Pokazatelji kreditnog rizikaPokazatelj učešća problematičnih kredita

Pokazatelj ukupne pokrivenosti problematičnih kredita

2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%

Pokazatelj pokrivenosti problematičnih kredita isravkom vrednosti bilansne aktive i rezervisanja za gubitke po vanbilansnim stavkama

Segment

Privreda

2015 2016

94.6 55,4114.6

60.2 53.0 33,0Stanovništvo

Ukupno 174.8 147.6 88,4

Stanje NPL-a (MEUR)

2017

Δ

Pokazatelj


2015

20,1%

2016

21,8%

2017

30,1%



2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%


Segment

Privreda

2015 2016

94.6 55,4114.6


Ukupno 174.8 147.6 88,4

Stanje NPL-a (MEUR)

2017

Δ

Pokazatelj


2015

20,1%

2016

21,8%

2017

30,1%



2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%


Segment

Privreda

2015 2016

94.6 55,4114.6


Ukupno 174.8 147.6 88,4

Stanje NPL-a (MEUR)

2017

je zahtevalo razvoj novih modela za procenu verovatnoće neizmirenja obaveza klijenata i novih modela za procenu očekivanih gubitaka u slučaju realizacije te verovatnoće. Imajući u vidu obim neophodnih izmena, Banka je projekat sprovela u bliskoj saradnji sa SBEU Grupom deljenjem resursa i znanja iz ove oblasti. Primena IFRS9 će dovesti do povećanja rezervisanja za potencijalne gubitke od kreditnog rizika, ali zahvaljujući ostvarenim rezultatima na poboljšanju kreditnog kvaliteta portfelja Banke, neće imati značajan efekat na finansijske pokazatelje i pokazatelje stabilnosti poslovanja Banke.

U cilju što efikasnijeg poslovanja, Banka je investirala sredstva u razvoj rešenja za prilagodjavanje IT sistema i infrastrukture izmenjenim metodologijama za upravljanje kreditnim rizikom i što veću automatizaciju procesa odobravanja plasmana.

Upravljanje rizikom likvidnosti definisano je kao niz aktivnosti u cilju održavanja neophodnog nivoa likvidnosti za poslovanje Banke, a u skladu s analizom ročnosti bilansnih obaveza, potraživanja i vanbilansnih stavki.

Kako bi se osiguralo efikasno upravljanje likvidnošću, dužnosti su podeljene između Sektora za investicije i tržišta koje vrši opera- tivno upravljanje likvidnošću, Odeljenja za upravljanje aktivom i pasivom koje se bavi likvidnosnom strukturom kao i optimizacijom izvora i plasmana dok je Grupa za upravljanje tržišnim rizicima zadužena za stres testiranje likvidnosti.

Banka poseduje visok nivo likvidnosnih rezervi koje drži u obliku gotovinskih sredstava, sredstava na računima kod prvoklasnih banaka i u obliku visokolikvidnih bezrizičnih hartija od vrednosti Republike Srbije koje se lako mogu konvertovati u gotovinu u slučaju nepredvidivih i negativnih oscilacija u tokovima gotovine.

U toku 2017. godine nivo likvidnosti je bio na zavidnom nivou gledajući sa regulatornog aspekta Narodne banke Srbije, ali i aspekta Evropske centralne banke.

Racio likvidnosti Narodne banke Srbije se kretao između 1,37 i 2,89 što govori o tome da je likvidnost bila na visokom nivou uzimajući u obzir nivo regulatornog minimuma od 1.

U skladu sa zahtevima Narodne banke, Banka je ispratila uvođenje Basel III standarda vezanih za likvidnost koji su ranije bili praćeni u skladu sa zahtevima Evropske centralne banke. Nivo ostvarenog racija pokrića likvidnom imovinom sa krajem 2017. godine od 172% govori o visokom nivou likvidnosti s aspekta pravila Basela III koji propisuje minimalnu vrednost ovog racija od 80%.

U cilju smanjenja rizika likvidnosti Banka nastoji da koristi diversifikovane izvore novčanih sredstava, kao što su: depoziti sa različitim rokovima dospeća (po broju i vrsti deponenata), dugoročna sredstva s različitih finansijskih tržišta, subordinirane obaveze i akcijski kapital.

Tokom 2017. godine fokus je bio usmeren i na rast i dalje povećanje udela lokalnih izvora finansiranja, odnosno porast depozita klijenata. Ukupno ostvareni godišnji prirast depozita u 2017. godini iznosi 73 miliona evra, čime je smanjen racio odnosa kredita i depozita na nivo od 101%, što govori o velikom poverenju klijenata i bitnom smanjivanju zavisnosti u finansiranju od centrale, odnosno većoj nezavisnosti.

Banka svojom imovinom i obavezama upravlja na način koji joj obezbeđuje da u svakom trenutku ispunjava sve svoje obaveze, kao i da njeni klijenti raspolažu svojim sredstvima u skladu sa ugovorenim rokovima.

Tokom godine ažuriran je i unapređen plan oporavka Banke kojim su predviđene mere koje će se primenjivati u slučaju znatnog pogoršanja finansijskog poslovanja, a radi ponovnog uspostavljanja održivog poslovanja i odgovarajućeg finansijskog položaja. Stres-testovi sprovedeni kao simulacija vanrednih događaja koji bi doveli do ugrožavanja stabilnog poslovanja Banke su pokazali da Banka poseduje mehanizme za brzi oporavak i uspostavljanje održivog poslovanja uz zaštitu interesa klijenata. Time je potvrđeno da je sistem upravljanja rizicima visokog kvaliteta i da Banka raspolaže dovoljnim nivoom kapitala za pokriće svih rizika kojima je izložena u svom poslovanju (što potvrđuje i izuzetno visok pokazatelj adekvatnosti kapitala) čime je potvrđena stabilnost i solventnost Banke.

19


Svi ključni finansijski pokazatelji u 2017. godini pokazuju nastavak trenda uspešnog poslovanja svih segmenata banke.

Zahvaljujući rastu produkcije u svim poslovnim segmentima, poboljšanju kvaliteta kreditnog portfolija, većem obimu poslovanja, koji se reflektuje kroz značajan rast prihoda od naknada, ostvareni neto rezultat pokazuje rast od 82% u odnosu na 2016. godinu. Pored rasta operativnih prihoda, zaustavljen je rast troškova i povećana efikasnost poslovanja.

Strategija banke

Strategija banke do 2020. godine, utemeljena je na pretpostavkama daljeg povećanja efikasnosti i profitabilnosti, zdravom rastu kreditnog portfolija u svim segmentima i novim partnerskim programima i inicijativama.

Cilj i uloga finansija

Stalni cilj i uloga finansija jeste obezbeđivanje transparentnosti rezultata i performansi, konzistentnost i kvalitet podataka, kao preduslov za upravljanje i donošenje adekvatnih odluka u svim domenima poslovanja.

Izazov za finansije u narednom periodu predstavlja dublja analiza i praćenje poslovanja

na nivou pojedinačnog proizvoda/klijenta. U vremenima veoma ograničenih resursa, razvijanje modela za računanje jediničnih troškova, daće odgovor na pitanje kako najbolje uposliti resurse i maksimizirati prinos na kapital.

Prelazak na IFRS9

Protekla godina je donela značajne izmene u regulativi, koje su zahtevale veliko angažovanje zaposlenih iz oblasti finansija, riska i informacione tehnologije. U pitanju su implementacija Basel III regulative i prelazak sa Međunarodnog računovodstvenog standarda 39 (IAS39) na IFRS9.

Prelazak na IFRS9 obuhvatao je izradu i usvajanje novog poslovnog koncepta, klasifikacije i vrednovanja bilansnih pozicija, te prilagođavanje kompletnog računovodstvenog obuhvatanja svih poslovnih promena u skladu sa zahtevima IFRS9.

FINANSIJE

18

Tokom 2017. godine sajber kriminal je nastavio da predstavlja najveću pretnju po finansijske institucije širom sveta. Mapa sajber–pretnji se konstantno menja, te je Banka aktivnosti u ovoj oblasti usmerila na procenu rizika informacione bezbednosti kako bi očuvala adekvatan nivo zaštite infrastrukture i podataka.

Koncept procene navedenog rizika u 2017. dobija još više na značaju usled zahteva nove evropske regulative - Opšta uredba (EU) 2016/679 o zaštiti podataka o ličnosti (EU) ili kraće GDPR. Banka je tokom 2017. započela projekat sa definisanim zadacima i odgovornostima kako bi do 25. maja 2018. poslovala u skladu sa zahtevima ove regulative.

U pogledu usklađivanja, izvršena je i detaljna analiza usklađenosti poslovnih procesa i infrastrukture Banke sa zahtevima SWIFT CSP - programa sigurnosti SWIFT korisnika. Poseban predmet pažnje su bile povezane obaveze koje proističu iz važećih zakona i regulative bankarskog sistema Narodne banke Srbije.

Fokusirani smo bili i na tehničke aspekte usklađenosti sa pomenutim regulativama i u tu svrhu vodili projekat klasifikacije podataka i uvođenja pravila za zaštitu odliva podataka.

Pored ulaganja u tehnička sredstva zaštite, Banka posebnu pažnju posvećuje treninzima i obukama zaposlenih. Organizovane su kampanje i programi obuke u cilju pružanja najboljih saveta zaposlenima sa fokusom na prepoznavanje pretnje u datom momentu. Važnost dobre obučenosti i svesti zaposlenih o prevarnim tehnikama, kao i o mehanizmima zaštite od njih je od izuzetnog značaja i može predstavljati ključni faktor za uspešnu odbranu od usmerenih napada na Banku.

Tim za informacionu bezbednost Banke je uspeo da obezbedi kontinuitet poslovnih aktivnosti bez prekida u poslovanju izazvanih sajber-napadima tokom 2017. godine.

INFORMACIONA BEZBEDNOST

20 21


KORPORATIVNO DRUŠTVENA ODGOVORNOST

Korporativno društvena odgovornostVođeni idejom da se vrednost jedne kompanije ogleda u ulaganju u okviru koje posluje, Sberbank Srbija je i tokom 2017. godine nastavila s ulaganjem u projekte korporativno društvene odgovornosti. U skladu sa strateškom orijentacijom doneta je odluka u kojoj se akcenat stavio na podršku deci, marginalizovanim grupama, zaštiti životne sredine kao i umetnosti.

Podrška projektu „Vrednosti života“

Učešćem u 30. Beogradskom maratonu, zaposleni sberbanke podržali su akciju „Vrednosti života“. Uz pomoć prikupljenih sredstava 22 mladih iz Centra za zaštitu dece, odojčadi i mladih iz Zvečanske proveli su sedam dana u kampu nDivčibarama gde su imali priliku da učestvuju u brojnim sportskim i kreativnim aktivnostima.

Deca Zaštita i uređenje životne sredine

Marginalne grupe Kultura i umetnost

Izložba studenata Akademije umetnosti

Studenti Akademije umetnosti imali su priliku da izlože svoja dela u novootvorenoj poslovnici Sberbanke u Novom Sadu. Na ovaj način, Sberbanka je pružila podršku mladim umetnicima kako bi se šira javnost upoznala s njihovim radom, ali takođe, na jedinstven način ulepšala svoj poslovni prostor.

Uređenje osnovnih škola širom Srbije

Zaposleni Sberbanke na kratko su izašli iz svojih poslovnih odela, rad na računaru zamenili četkama i svi zajedno učestvovali u akciji krečenja 5 osnovnih škola širom Srbije.

Podrška organizaciji Belhospice

Učešćem na tradicionom osmomartovskom humanitarnom turniru u kuglanju u organizaciji Belhospice, banka je podržala ovu organizaciju koja pomaže zbrinjavanju onkoloških pacijenata u odmaklim fazama bolesti.

Podrška NURDOR - u

Sberbank nastavila je stratešku saradnju sa NURDOR-om (Nacionalnim udruženjem roditelja dece obolele od raka). Nesebičnim donacijama kako klijenata, tako i zaposlenih prikupljeno je 1.005.076 dinara za rekonstrukciju dečjeg hematološko – onkološkog odeljenja bolnice u Nišu.

Novogodišnja predstava i paketići za decu iz Dečjeg sela Sremska kamenica

Sberbank Srbija donirala je sredstva za organizaciju novogodišnje predstave i dodelu paketića za mališane bez roditeljskog staranja u Dečjem selu u Sremskoj Kamenici.

Zaštita životne sredineSberbank Srbija posvećena je racionalnom

korišćenju resursa i uravljanju otpadom kako bi ostvarila što manji negativan uticaj na životnu sredinu.

„Čep za hendikep“

Banka već treću godinu doprinosi humani- tarnoj i ekološkoj inicijativi Udruženja paraplegičara i kvadriplegičara Banata ,,Čep za hendikep”. U poslovnim prostorijama banke postavljene su specijalne kutije u koje zaposleni odlažu prikupljene plastične čepove koji se recikliraju, a sredstva prikupljena na ovaj način koriste za kupovinu invalidskih kolica za potrebe ovih korisnika.

22 23


Poslovni segment Banke koji se bavi upravljanjem kvalitetom usluge, iskustvom i prigovorima klijenata ili ‘’Customer Experience and Complaints Management’’ je u sklopu svoje definisane poslovne strategije u 2017. godini konstantno pratio, merio i analizirao potrebe, očekivanja i zadovoljstvo klijenata. Fokus je stavljen na merenja po internim standardima kvaliteta kao što su standard S1 - kvalitet usluge u ekspoziturama i S2 - zadovoljstvo klijenata gde kontinuirano pratimo nivo lojalnosti, poverenja i spremnost na preporuku-NPS. Pored ovih merenja kvartalno je praćen razvoj i prepoznatljivost Sberbank brenda na tržištu, imidž Banke na tržištu, uspešnost oglašavanja i komunikacija.

U sklopu kvalitativne analize, a sa ciljem donošenja preporuke za unapređenje i razvoj određenih procesa, servisa i proizvoda, uključeni su i najvažniji uvidi kao što su prigovori i iskazana nezadovoljstva klijenata.

Kvalitet usluge

Internim standardom kvaliteta definisana je metodologija za merenje nivoa kvaliteta usluge u Sberbank ekspoziturama i to Mystery Shopping – Tajna kupovina. Fokus je stavljen na ispitivanje i analizu kvaliteta pružene usluge u Sberbank ekspoziturama kao i generalno iskustvo klijenata pri poseti ekspozituri i raspitivanju o određenom proizvodu ili usluzi. Analiziran je generalni utisak o ekspozituri, blagajničko i savetničko poslovanje, organizacija rada, komunikacija sa klijentima, poznavanje proizvoda i poštovanje procesa zaključenja prodaje.

Generalno kvalitet usluge Sberbank je na visokom nivou sa SQI Indeksom od 85%, što potvrđuje nalaz poslednjeg talasa merenja sprovedenog u oktobru mesecu 2017. godine kada je 89% klijenata kvalitet usluge ocenilo kao izuzetno dobar.

Zadovoljstvo i lojalnost klijenata

U toku novembra meseca 2017. godine sprovedeno je istraživanje zadovoljstva klijenata (Customer Satisfaction Survey – CSS). Ispitivani su klijenti tri poslovna segmenta Banke i to fizička lica metodologijom licem u lice u 33 ekspoziture, ukupno 1650 klijenata, odnosno 50 po ekspozituri i CATI telefonskom metodologijom pravnih lica i to u segmentima malih preduzeća i preduzetnika 300 klijenata i privrede 250 klijenata.

Visok nivo zadovoljstva klijenti su potvrdili i posebnim ocenjivanjem Sbrebank Srbija kada je u pitanju spremnost na preporuku. Za ovaj aspekt Banka ima izuzetno postignuće NPS - (Net Promoter Score) indeksa s uspešnošću od 61%, što je i u poređenju s konkurencijom rezultat koji nas svrstava na prvu poziciju i Banku čiji klijenti bi rado preporučili svojim prijateljima, rodbini i kolegama. Kod fizičkih lica ova ocena je još viša i iznosi 74% što je izvanredan rezultat. U delu privrede situacija je očekivana jer su u pitanju i zahtevniji i kompleksniji klijenti, pa je ta ocena nešto niža, tek kod mikro klijenata iznosi 39%, a kod privrede - malih i srednjih preduzeća 16%.

Generalno rezultati pokazuju visok stepen za-dovoljstva klijenata što potvrđuje da se stalni trud i rad na unapređenju kvaliteta usluge i ispunjavanje očekivanja klijenata višestruko isplati.

ISTRAŽIVANJA I RAZVOJ

85%

94%

91%

79%

75%

Indeks kvaliteta usluge SQI (Total)

Prvi utisak o ekspozituri

Blagajna

Savetodavni razgovor

Zaključenje prodaje

Segment

Stanovništvo (fizička lica i mikro)

CSI

6.4

6.5 93%Fizička lica

Opšta ocena zadovoljstva klijenata na nivou Banke 6.3 90%

Ocena zadovoljstva klijenata

Mikro 84%5.9

5.7 81%Privreda - mala i srednja preduzeća

91%

24 25


Zaposleni u Sberbanci najvažniji su resurs uspešnog poslovanja. Zato su i tokom 2017. godine organizovane mnogobrojne aktivnosti kako bi se pospešila motivacija, ali i unapredila komunikacija, znanje i veštine svih članova našeg tima.

Veoma nam je bitno da se naše kolege osete prepoznatim, da znaju da se vidi učinak svih nas, kao i da je svako od nas važan, i kao zaposleni, i kao osoba sa svojim integritetom.

LJUDSKI RESURSI

Neodređeno vreme

655Određeno

vreme32

485 202687

Struktura zaposlenih

Struktura zaposlenih na dan 31.12.2017

Obuke

Sberbanka razvija zaposlene i tako oblikuje kulturu i upravlja očekivanjima, uzimajući u obzir željena ponašanja i potrebe, kako zaposlenih tako i banke i samog tržišta. Aktivnosti koje se tiču obuka i razvoja obezbeđuju veštine potrebne za lični i profesionalni uspeh uz istovremeno poštovanje vrednosti banke. Obuka zaposlenih se ne smatra troškom već investicijom, i predstavlja kombinaciju praktičnog i teorijskog znanja, razmenu iskustava, učenje na poslu, rad na projektima…

Tokom 2017. godine zaposleni su imali ukupno 2235 trening dana i to 1137 trening dana na eksternim i 1098 na internim obukama.

Jedan od principa obuke i razvoja kod nas je vera da uspeh ne zavisi samo od toga šta zaposleni sada može da uradi već šta je sposoban da nauči i primeni u budućnosti.

Na osnovu potreba i razvojnih planova zaposlenih, kao i negovanjem dobre tradicije iz prethodnih godina u vezi s internom razmenom znanja, u toku godine realizovano je ukupno 24 interna treninga, što je 140% više internih treninga u odnosu na 2016. godinu.

Ovi treninzi su pokrivali kako teme koje se tiču znanja, tako i veština. Neki od sadržaja internih treninga činili su: usklađenost poslovanja, sprečavanja pranja novca i finansiranje terorizma, osnovi prodaje, upisivanje hipoteka, veštine vođenja intervjua i dr.

Kako su i interni izvori obuka ograničeni, dopuna eksternim obukama je neophodna. Istakli bismo: “Situaciono rukovođenje”, “Veštine prodaje s akcentom na veštine pregovaranja”, “Kako trenirati trenere” i mnoge druge konferencije i seminare.

Otvorene pozicije tokom godine

33junior

55expert

24senior

8Direktori

26 27


FINANSIJSKI IZVEŠTAJI

Racio učešća operativnih troškova u neto prihodima iz poslovanja

Ukupni depoziti klijenata u 000 dinara

Ukupni plasmani klijentima (bruto) u 000 dinara

44%2012

43%2013

48%2014

67%2015

u milionima RSD

24,7052012

28,1372013

35,8522014

53,6552015

u milionima RSD

78,6552012

71,5182013

77,0582014

77,9642015

59%2016

56%2017

65,8482016

70,4302017

80,1192016

79,6652017

Ključni pokazatelji 2012-2017.

Pokazatelji poslovanja Propisano

Kapital min. EUR 10.000.000

Adekvatnost kapitala min. 8%

Pokazatelj ukupnih ulaganja u lica koja nisu u finansijskom sektoru i osnovna sredstva max. 60%

Izloženost prema licima povezanim sa bankom u odnosu na kapital max. 25%

Pokazatelj zbira velikih izloženosti banke max. 400%

Pokazatelj likvidnosti – decembar min. 0,8

Pokazatelj deviznog rizika

Ostvareno

EUR 193.663.116

30.14%

2.53%

8.51%

52.10%

2.19%

1.40% max. 20%

Ostvareni pokazatelji poslovanja Banke na dan 31. decembar 2017. godine

28 29


BILANS USPEHA za godinu završenu 31. decembra 2017. godine

U hiljadama dinara

Prihodi od kamata

Rashodi kamata

Neto prihod po osnovu kamata

Prihodi od naknada i provizija

Rashodi naknada i provizija

Neto dobitak/ gubitak po osnovu finansijskih sredstava namenjenih trgovanju

Neto prihod od kursnih razlika i efekata ugovorene valutne klauzule

Neto dobitak/(gubitak) po osnovu finansijskihsredstava raspolozivih za prodaju

Ostali poslovni prihodi Neto rashod po osnovu obezvređenja finansijskih sredstava i kreditno rizičnih vanbilansnih stavkiTroškovi zarada, naknada zarada i ostali lični rashodi

Porez na dobitakDobitak po osnovu odloženih poreza

Troškovi amortizacije Ostali rashodi

Pripisuje se:Dobitak/(Gubitak) koji pripada matičnom entitetu

Neto prihod po osnovu naknada i provizija

Dobitak/ gubitak pre oporezivanja

Dobitak/ gubitak nakon oporezivanja

5.703.303

(1.158.107)

1.395.630

(530.833)

31.415

389.030

50.915

(1.966.866)

(1.372.191)

-

2.246

(167.199)

(1.941.174)

436.169

2016.

864.797

433.923

436.169

4.545.196

-

2017.

5.293.984

(974.211)

1.615.995

(395.759)

(49.531)

2.508

537.651

174.395

(1.908.306)

(1.318.090)

-

3.727

(173.800)

(2.005.652)

802.911

1.220.236

799.184

802.911

4.319.773

BILANS STANJA za godinu završenu 31. decembra 2017. godine

U hiljadama dinara

AKTIVA

Gotovina i sredstva kod Centralne bankeFinansijska sredstva po fer vrednosti kroz bilans uspeha namenjena trgovanju Finansijska sredstva raspoloživa za prodajuKrediti i potraživanja od banaka i drugih finansijskih organizacijaKrediti i potraživanja od komitenata

Nematerijalna ulaganja

Investicije u pridružena društva i zajedničke poduhvate

Nekretnine, postrojenja i opremaTekuća poreska sredstvaOdložena poreska sredstvaOstala sredstva

OBAVEZE

Finansijske obaveze po fer vrednosti kroz bilans uspeha namenjene trgovanju

Depoziti i ostale obaveze prema bankama, drugim finansijskim organizacijama i Centralnoj banciDepoziti i ostale obaveze prema drugim komitentimaSubordinirane obavezeRezervisanja

Akcijski kapital

GubitakRezerve

Ostale obaveze

UKUPNA AKTIVA

UKUPNO OBAVEZE

UKUPAN KAPITAL

UKUPNO PASIVA

Dobitak

2017.

20.341.962

-

15.412.674

4.711.05173.953.437

357.247 430.3483.19077.291

20.987

18.549.69970.430.4131.777.611490.135

14.820.961

-8.499.923

640.037

595.413

116.032.677

91.908.882

24.123.795

116.032.677

802.911

150.064

2016.

17.625.385

37.449

14.750.164

4.076.29469.863.561

150.064

278.823481.27461.20768.917

8.905

16.037.04765.848.4551.852.357426.828

14.820.961

-8.090.089

637.504

765.177

108.158.315

84.811.096

23.347.219

108.158.315

436.169

01.01.2016.

17.490.339

17.726

12.262.823

7.339.59367.767.172150.064

277.203553.57664.07115.712

20.557

21.842.49653.655.3276.689.713399.223

14.820.961

(497.731)8.876.583

949.906

818.756

106.757.035

83.557.222

23.199.813

106.757.035

-

KAPITAL

30 31


ORGANIZACIONA ŠEMASBERBANK SRBIJA A.D. BEOGRADVAŽI OD 24.11.2017.

Legenda

SektorB-1

EkspozituraB-3

GrupaB-3

OdeljenjeB-1 ili B-2

Regionalni centarB-2 / B-3

UPRAVNI ODBORSLUŽBA INTERNE REVIZIJE

PRAVNA SLUŽBASLUŽBA ZA LJUDSKE RESURSE

SLUŽBA USKLAĐENOSTIPOSLOVANJA BANKE

LegendaIzvršni odbor

(Član IO)

SektorB-1

EkspozituraB-3

GrupaB-3

OdeljenjeB-1 ili B-2

SlužbaB-1 ili B-2

Regionalni centarB-2 / B-3

Sektor za Informacione tehnologije

Odeljenje za infrastrukturu i operacije

Odeljenje zaaplikativnu podršku

Služba za sprečavanjepranje novca

Služba za održavanje i podršku

Služba za bezbednost

Služba za organizaciju, upravljanjeprojektima i procesima

Sektor bankarskih operacija

Odeljenje platnog prometa

Grupa za platni promet u zemlju

Grupa za platni prometsa inostranstvom

Grupa za režimsku kontrolu

Grupa za podrškusektoru tržišta

Odeljenje Direktnih kanala

Odeljenje za administracijuračuna i podršku mreži

Grupa za podršku mreži

Grupa za administraciju računa

Grupa za poslove pravnog trezora

Odeljenje kreditne administracije

Grupa kreditne administracijeza rad sa stanovništvom

Grupa kreditne administracijeza rad sa privredom

Grupa dokumentarnih poslova i garancija

RESOR ZA UPRAVLJANJEOPERACIJAMA

(Član Izvršnog odbora)

Sektor za procenu kreditnog rizika

Odeljenje za procenu kreditnog rizika za poslove sa privredom

Odeljenje za procenu kreditnog rizika za poslove sa malom privredom

Odeljenje za procenu kreditnog rizika za poslove sa stanovništvom

Sektor za restrukturiranje inaplatu problematičnih plasmana

Odeljenje za restrukturiranje i naplatu problematičnih plasmana

za poslove sa privredom

Odeljenje za ranu identifikaciju problematičnih plasmana

u sektoru privrede

Odeljenje za restrukturiranje i naplatu problematičnih plasmana

za poslove sa stanovništvom

Grupa za ranu naplatu potraživanja za poslove sa stanovništvom

Odeljenje za analizu kolaterala

Sektor upravljanje rizicima

Odeljenje za integrisano upravljanje rizicima

Odeljenje za upravljanjekreditnim rizikom

Odeljenje za analizu kreditnog rizika portfolia

Sektor za finansije

Odeljenje računovodstva

Odeljenje upravljanja finansijama

Grupa za izveštavanjeNarodnoj Banci Srbije

Odeljenje za upravljanje aktivom i pasivom

Grupa za nabavku

RESOR ZA UPRAVLJANJEFINANSIJAMA I RIZICIMA

(Član Izvršnog odbora)

Istureni deo ekspoziture

Odeljenje za podršku prodaji,obuku i banku na poslu

Odeljenje kontakt centra

REGION BEOGRAD

Regionalni centar Beograd 1

Ekspoziture

Regionalni centar Beograd 2

REGION NOVI SAD

Regionalni centar Novi Sad

Ekspoziture

REGION KRAGUJEVAC

Ekspoziture



Sektor prodaje i distribucije Služba za marketing i komunikacije

Odeljenje za razvoj proizvodau sektoru stanovništva

Odeljenje za digitalno bankarstvo i partnerstva

RESOR ZA POSLOVE SA STANOVNIŠTVOM

(Predsednik Izvršnog odbora)

Sektor za poslove sa privredom i samalim i srednjim preduzećima

Odeljenje za finansijske institucije ifinansiranje

spoljnotrgovinskih poslova

Odeljenje za poslove sa korporativnim klijentima

i javnim sektorom

Odeljenje za poslove sa malim i

srednjim preduzećima

Odeljenje za razvojproizvodau sektru privrede

Odeljenje za kreditne analize

Regionalni Centar Beograd

Regionalni Centar Čačak

Regionalni Centar Novi Sad

RESOR ZA POSLOVE SA PRIVREDOM I GLOBALNA TRŽIŠTA

(Predsednik Izvršnog odbora)

Sektor za investicije i tržišta

Odeljenje trgovanja

Odeljenje za prodajufinansijskih instrumenata

PREDSEDNIK IZVRŠNOG ODBORA

32 33


Aktivnosti resora za Poslovanje sa stanovništvom podržane su tokom cele godine različitim marketinškim rešenjima.

Sprovedene su dve TV kampanje kojima je promovisan Super kredit, keš kredit ili kredit za refinansiranje, a prisustvo je ostvareno na televiziji, onlajn i štampanim medijima, kao i na radiju. Obe kampanje su doprinele odličnim prodajnim rezultatima u Resoru za poslovanje sa stanovništvom, značajnom porastu prodaje kredita putem onlajn kanala, kao i povećanoj prepoznatiljivosti Sberbank brenda.

U četvrtom kvartalu fokus marketinških aktivnosti bio je na lansiranju novog paketa usluga za segment “affluent” kijenata banke. Tom prilikom kreiran je Elite banking - podbrend s posebnim grafičkim i vizuelnim elementima i odgovarajućim setom promotivnih materijala kao i brendinga koji smo plasirali u okviru ekspozitura.

Onlajn aktivnosti

Trend digitalne komunikacije koji evoluira i koji je naša Banka prepoznala doveo je do toga da su tokom godine realizovane brojne marketinške aktivnosti na onlajn kanalima komunikacije. U okviru funkcije digitalni marketing, intenzivne aktivnosti doprinele su ostvarenju ambicioznih ciljeva u promociji brenda i proizvoda Banke, ali i u ostvarenju prodaje.

Lansiran je novi vebsajt Banke kao najvažniji kanal komunikacije i unapređen je prodajni proces, posebno u promociji keš kredita i kredita za refinansiranje. Realizovane su četiri onlajn kampanje za keš kredite i kredite za refinansiranje uz konstatntno oglašavanje na vebsajtu Google i društvenim mrežama. Marketing miks - postavka specijalnih onlajn ponuda za kredite dovela do je maksimalnih prodajnih rezultata. Ostvareno je 10.480.349 evra što predstavlja 10,43% od ukupnog volumena banke.

Lansiranjem proizvoda za afluent klijente, kreirali smo zaseban mikrosajt Elite banking kako bi korisnici imali jasan pregled informacija i mogućnost predstavljanja proizvoda.

Unapređena je saradnja sa partnerskim sajtovima što se pokazalo kao vrlo uspešan korak i rezultiralo visokim rastom prodaje sa tog kanala.

DigitalSberbank Srbija i u 2017. godini, ostvarila snažan rast na polju digitalnih kanala.

Prva na tržištu Srbije, Sberbank uvela je standard 2D bar koda. Na ovaj način omogućeno je plaćanje računa na kasama u Mercator-S i uvedena Scan 2 Pay funkcionalnost u okviru mobilne bankarske aplikacije. Uz pomoć aplikacije Scan 2 Pay našim klijentima omogućili smo

MARKETINŠKA PODRŠKA

momentalno, precizno i pre svega lako plaćanje računa.

Takođe, tokom prethodne godine uveden je i servis Sber X:Change - prvi te vrste na domaćem tržištu. Sada su, klijenti Sberbanke u mogućnosti da trguju valutnim parovima i to u realnom vremenu - FX Trgovina.

Što se tiče broja korisnika elektronskog bankarstva zabeležili smo značajni rast u odnosu na 2016. godinu. Što se tiče fizičkih lica u decembru 2016. godine beležili smo 13.952 registrovana korisnika, dok je u

decembru 2017. godine taj broj porastao na 20.372.

Ipak, najveći rast zabeležen je u mobilnom bankarstvu, gde je broj registrovanih korisnika porastao sa 6.576 na 14.004.

U Mikro segmentu, jedna smo od retkih banaka na tržištu koja je svojim korisnicima omogućila mobilnu aplikaciju za pravna lica i preduzetnike koja je od kraja decembra dostupna za Android uređaje. Lansiranje IOS verzije očekujemo do kraja prvog kvartala 2018. godine.

34

www.sberbank.rs

1

2017ANNUAL BUSINESSREPORT

3


CONTENTS

Mission and Vission

About Sberbank and Sberbank Europe

Foreword of the President of the Executive Board

Corporate and Global Markets

Retail

Risk Management System

Finance

IT Security

Corporate Social Responsibility

Environmental Safety

Research and Development

Human Resources

Financial Statements

Key Figures 2012-2016

Performance Indicators

Income Statement

Balance Sheet

Organisation Structure

Marketing support

5

6

8

10

12

16

18

19

20

21

22

24

26

26

27

28

29

30

32

2

Our goal is to create value for our clients by providing them with easy to use, convenient and innovative products and services. We will achieve that goal by being a responsible lender and through the engagement of our talented and dedicated employees.

We provide solutions to even the most complex requests from private citizens, small businesses and corporate clients. The satisfaction of our customers, together with internal efficiency, will result in the creation of value for our shareholder.

MISSION

Innovative and confident bank that customers like to cooperate with and employees are proud of.

VISION

5


4

6 7

Sberbank Europe AG, headquartered in Vienna, Austria, is a banking group that is 100% owned by Sberbank of Russia, the largest bank in Russia. Sberbank of Russia is servicing more than 70% of the Russian population. The European subsidiary Sberbank Europe is present in eight European markets: Austria, Germany, Bosnia and Herzegovina (Sarajevo and Banja Luka), Croatia, Czech Republic, Hungary,

Slovenia and Serbia. In Germany, Sberbank Direct serves retail clients, offering online basic banking products. In Austria, Sberbank Europe serves corporate clients with business focus on CEE markets, Russia and CIS. Sberbank Europe Group has around 665,000 customers, operates 190 branches, and employs 4,050 employees across Europe. The total assets of Sberbank Europe amount to EUR 12.6bn (as of December 2017).

About Sberbank Europe

• Profitable

Following a successful development on CEE markets, Sberbank Europe will focus on utilizing its capital and resources capabilities to further grow the business in Sberbank Europe subsidiaries.

• Self-funded

In addition to previous achievements in optimizing funding mix and decreasing dependency on Shareholder’s support, Sberbank Europe will emphasize on prudent capital management and risk weighted assets steering to achieve maximum return on capital.

• Modern

Sberbank Europe will continue upgrading its digital capabilities and developing adequate mix of physical and online presence, which should ensure superior customer experience across all channels.

• Light

Sberbank Europe will work further on continuous improvement of its operations, and on steering across the Group as efficiently as possible.


ABOUT SBERBANK EUROPE

Sberbank Europe’s business model

Sberbank Europe’s business model continues to evolve around four pillars:

8 9


Dear Sir/Madam,

With great pleasure, on behalf of the Executive Board of Sberbank Serbia, I will present you excellent business results that Sberbank Serbia achieved during 2017.

The year behind us is characterized by the continuation of macroeconomic stabilization in Serbia, which resulted in decrease in the risk premium to the lowest level to date, as well as the increase in the credit rating of Serbia.

Favorable trends in the labor market, a significant drop in interest rates on loans in dinars, the relaxation of monetary policy by the European Central Bank, and a decrease in the country risk premium have affected the decline in interest rates on euro-indexed loans. All of the above contributed to the recovery of credit activity. Thanks to conservative measures, the banking sector is highly capitalized. The share of non-performing loans during the year in Sberbank Serbia amounted to 17%, which is the l owest level since 2011.

FOREWORD OF THE PRESIDENTOF THE EXECUTIVE BOARD

Thanks to the growth of production in all business segments, the improvement of the quality of the loan portfolio and the higher volume of operations, the achieved net result shows an increase of 82% compared to 2016. In addition to the growth of operating revenues, we stopped the growth of costs and thus increased the overall efficiency of operations.

As in the previous year, in the segment of Retail banking, Sberbank Serbia has achieved excellent results. The overall profitability of the Bank has improved by as much as 202%. I would especially like to point out the growth of placements to individuals which reached the amount of EUR 100 million, which is really a great success.

With the partnership with the largest loyalty program in the “Super Kartica” region, as well as cooperation with NIS Gazprom Neft, through the joint project “Sa nama na putu” (Together on the Road), Sberbank Serbia has further strengthened the segment of retail business.

In the course of 2017, two exceptional innovations in the field of digitization were introduced: “Scan 2 Pay” functionality within the mobile banking application and service “Sber X: Change” - an application unique on the Serbian market. In this way, Sberbank Serbia is definitely going to further develop digitalization and technology, fully in order to improve the efficiency of operations.

In the Corporate business Sector we , as a Bank, continue to strive to be a reliable, loyal and stable partner and support our corporate clients, continuously building bridges between Serbian and Russian companies.

On the risk management side, during 2017, we were focused on the effective solution of non-performing placements, i.e. the effective and efficient application of new regulatory requirements in the area of risk management.

I am proud that in 2017 we also were dedicated to our joint activities, within the framework of corporate social responsibility projects. In this way, we once again demonstrated our concern for the community in which we operate and demonstrated the desire to contribute to better living conditions for all people in Serbia by personal example and commitment.

The most important resource for successful business are satisfied employees. They were and shall remain our priority. Our team in the past year has been strengthened by new highly professional, ambitious people ready to face all the challenges of our profession. As before, we will continue to encourage all members of the team for additional training and improvement. We believe that every employee is a valuable link for future success, but also a kind of brand ambassador of our Bank.

In the year ahead, we will strive to fulfill all the requirements of the market, developing new, innovative and creative solutions, which will strengthen our leadership position in the quality of the services we provide, as well as the trust of our clients.

Respectfully,Marijana VasilescuHead of the Executive Board

10 11


In the corporate business segment, the Bank achieved historically good results in 2017, and in comparison to the previous year, significant growth in healthy portfolios was recorded, followed by an enormous increase in the deposit base. In the Small and Medium-sized Sector, portfolio growth was almost 17%, while growth in the Corporate Banking Sector was above 26%. As a result of new and previously signed agreements, several major transactions were carried out, and the Bank continued to exercise good practice of supporting large corporate clients through members of the Sberbank Group. The scope of cooperation with the companies from the energy and agriculture sectors has increased, and investment growth in the construction industry has also been noticeable through project financing.

The total volume of foreign trade with Russia was followed by the significant participation of the Bank in total foreign trade and transactions in Russian rubles with the tendency of continuous growth, which confirms the strategic orientation of Sberbank of Serbia when it comes to cooperation with Russian and Commonwealth of Independent States (CIS) market. In cooperation with members of the Sberbank Group, the “Bridge” project was launched, which should provide the desired level of expertise and enable adequate instruments and mechanisms for financing foreign trade activities. We also transfer acquired experience in the international factoring and together with colleagues from Sberbank Russia actively participate in the formation of necessary procedures in order to establish the platform of the double-factor system with Russia.

With the intention to show at all times readiness for cooperation and adequate support for small and medium-sized enterprises, which we see as the bearers of economic development, a sales campaign was successfully implemented through loans for general business purposes (Flexi 24-36), as a multipurpose lending activity for financing current assets and current liquidity with a flexible repayment period.

The development and improvement of banking activities in the field of renewable sources is an important driver of future development within the existing business strategy. Bearing in mind the specificity and complexity of this type of financing, several projects in the field of mini-hydro and biogas were realized in 2017, and a step forward in the improvement of expertise was realized as a prerequisite for further development in this segment. Taking into account the potential, further plans in this business segment will be focused on similar projects.

Following the modern trends in cash management, the concept of Cash Management adapted to corporate banking has been established, aimed at reliable and efficient performance of payment services in the country and abroad, using bank products and services directed to adequate management of business accounts, in order to secure optimal liquidity of the company.

In order to optimize the process of account opening, a multi-currency account was promoted, as a new service that allows clients easy access to the purchase of foreign currency and transactions in several currencies. Clients are given the possibility to conduct transactions in five currencies (EUR, USD, CHF, RUB and GBP) by submitting one request and

BUSINESS WITH THE ECONOMY (Corporate and Global Market Sector)

signing only one contract on opening a foreign currency account. In this way, we provide fast billing service especially important for clients operating in a multi-currency environment.

In 2017, the Bank recognized the potential provided by the Law on Payment Services and accordingly started the targeted cooperation through the creation of a special set of services and conditions for payment institutions and their agents. In this way, the Bank expands the existing portfolio of services and creates a new distribution channel using a network of payment institutions.

The development of new products and services will remain one of the key drivers of future business development in the business segment in the coming period, as well as the continuation of closer cooperation with the public sector in order to implement the infrastructure projects within the local self-government, using public-private partnership models (PPP¬).

We are continuously working on education and raising the level of knowledge of employees in order to more efficiently consider the potential for financing, thus building the necessary expertise that contributes to better positioning of the Bank in sectors, such as agriculture, energy and other fields that go beyond the standard financing approach.

Also, significant market research, including sectoral and macroeconomic analysis, has been carried out, which should provide better positioning in industries where the Bank is traditionally present, point to further development trends and enable entry into new sectors that record a positive growth trend.

12 13


Loans

When talking about loans during 2017, the most common products were cash and refinancing loans for which the offer was extended by introducing a variable interest rate with the existing offer of loans with combined interest.

During 2017, the process of applying for loans was automated and simplified - a set of mandatory documentation that the client should prepare was reduced, significant savings were made in the time required for the approval of the request by individuals, and finally, the time needed for the initial realization of the loan was significantly reduced.

Constant optimization of the price and other characteristics of the product resulted in total loans to individuals in the amount of EUR 111 million, which represents an increase of 44% compared to the previous year. The achieved result contributed to the significant improvement of the Bank’s market position and the achievement of market share of 4%

The Bank continued to implement regular quarterly campaigns of pre-approved products, both cash and refinancing loans, and overdrafts.

By changing the benefits of the product for the allowed overdraft on the current account, the maximum term from 24 to 36 months has been extended with an additional benefit which implies the realization of the overdraft even before the receipt of the profit on the current account of the client, which resulted in an increase in the total number of these products by 11% compared to the previous year.

For clients employed in companies within the Bank at Work channel during the special benefits were regularly prepared.

In accordance with the implementation of IFRS9 Standard (International Financial Reporting Standards), the adjustment of loan agreements has been made so that they do not generate other cash flows other than interest and principal, as described by the aforementioned standard.

RETAIL BUSINESS

Key results achieved during the year in this segment:

* Level of new placements amounted to 167,4 million euros, thus achieving the increase of 20% compared to the previous year. It should be noted that the growth of placements to individuals was 30% compared to the previous year and reached the amount of 110.45 million euros

* The number of new active clients has increased by 1% currently amounting to 125,800 clients

* 18,100 new current accounts were opened, representing a growth of 9% compared to the previous year when in total 16,586 new current accounts had been opened.

* There was also an increase in the total number of approved permitted overdrafts for individuals, namely by 11%, i.e. 6,594 placements were opened, which is an

Sberbank express

In 2017, another segment in the retail business was launched - Sberbank express. Four Sberbank Express Branches - cashless light branches which took over a large portion of services for existing customers were opened in shopping centres. Within the Sberbank express the clients can:

* Open any account

* Apply for a debit or another credit card

* Submit request for a loan or an overdraft

* Use ATM services

When using ATM, clients may withdraw money in dinars and euros, and make payments in dinars.

In the Retail Banking Department in 2017, the focus was on developing client relationships, delivering to meet their needs and creating modern, practical solutions, i.e. automating the process of loan approval and realization.

increase compared to the previous year when there had been 5.872.

* 7.707 credit cards were issued

* An increase of fee income of 29% was recorded compared to the previous year and it amounts to EUR 7.63 million

14 15


Deposits and savings products

The Bank continued to intensively collect deposits in the Retail sector this year, bearing in mind the stability of these sources and their influence on the formation of the price of the source of funds.

Total amount of deposits closing with 31.12.2017 amounted to EUR 333.8 million, representing an increase of 12% (growth of EUR 300.3 million). The achieved growth of almost EUR 34 million is the best reflection of clients’ trust. The achieved result contributes to the achievement of one of the Bank’s strategic goals - ensuring self-financing, since the credit and deposit ratio has almost reached the level of 100%

Account packages

Over 14,500 opened current accounts of retail clients and over 3,500 opened accounts of micro clients contributed to the growth of the total base, which reached the level of 125,800 active current accounts of clients in the retail banking sector.

Account bundles are recognized as unique - emphasizing the Easy Account package containing a unique and completely free 24/7 service that includes “Friend on the Road”, “Home Repairman” and “Doctor on the phone”, the Bank confirms its orientation to always be there for its loyal users. The experience of the

clients from the field proved that this is exactly what makes a difference in the experience of using the Bank’s products.

Elite Banking

At the end of October 2017, the Bank successfully launched Elite Banking, an exclusive package of services that enabled important clients the individual access through a personal banker service in 5 selected branches. A special Contact Center line has been opened to enable Elite Banking clients to get all the necessary information and consultations as soon as possible.

In addition to this, these clients are enabled to use the Elite current account package, out of which we specially highlight free cash withdrawal by debit card at all ATMs in the country, MasterCard Gold credit card with included travel insurance for the whole family (including the payment of damages in case of loss / delay of flight / theft of luggage), as well as a unique Elite Care service through which users and members of their immediate family were given the opportunity to use significant discounts on medical examinations of the most sought after specialties (general practitioner, pediatrician, dermatologist, ophthalmologist, physiatrist, internist, otorhinolaryngologist) in the health centers of the largest private institution in the country – MediGroup.

Insurance

When it comes to insurance business in 2017, the focus was on increasing the penetration of CPI insurance and establishing a stable trend in the share of insurance in loans and credit cards.

A different approach was developed in communication with clients, and the emphasis was placed on the protection function of the CPI insurance as a measure of securing loans.

When it comes to the penetration of this type of insurance in 2017, growth was seen in relation to the previous year of 11% when the loan insurance is in question, while in the case of credit cards growth was 10%.

As a consequence, the bank’s income from insurance activities was also increased - in the case of loans, the growth is 34% compared to the previous year, while in the case of credit cards growth is 17%.

Given that the desired stable growth trend has been achieved, opportunities have emerged for the introduction of new attractive types of insurance, such as variations of travel insurance for the whole family, combined with account packages and other bank products.

Micro Segment

The main goal of our Bank in the segment that includes micro clients in 2017 was the increase in the number of credit clients in order to influence the preservation, as well as the additional increase in the client’s credit portfolio. That’s why we have decided to undertake a number of activities and further improve existing products and processes.

In this regard, we have provided additional functionality for credit lines through the use of investment products - loans for office space, machines and equipment and financing of performed investments.

We have introduced new products for farmers - a credit line and a refinancing loan, and in this way reduced the costs for clients.

In order to make our offer of credit products for micro clients even more competitive, but also more comprehensive, we introduced dinar loans for micro clients with variable interest rate and lower interest rates for loans in euros.

We broke the record in paid loans to micro clients - almost 67 million euros were released. The loan portfolio growth, which is not in default, was also recorded in the amount of 20%, by EUR 13,800,000 to the amount of EUR 72,000,000.

3,450 accounts were opened to micro clients, which in large part also affected the growth of revenues from fees from payment operations. The increase in the off-balance sheet portfolio through the increase in issued guarantees also recorded a growth of 20 percent, for EUR 1,700,000.

Based on the available financial reports, we expanded the client base and the potential for campaigns through pre-selection. By investigating the behavior of existing credit clients, a behavioral campaign was introduced through which the decision-making process has been significantly improved and accelerated. By applying a set of criteria, based on the financial statements, we organized a special campaign “Top 500” with the help of which we have targeted the best clients from the market. Through the organization of special events specially designed for this client group, we have strengthened the existing cooperation and made our relationship even better in quality.

In order to make our clients even more satisfied with our services, we put emphasis on quality service management, we defined the basis for further improvement of service quality. We are actively working on improving communication strategy through strengthening the competencies of employees with a focus on knowledge, skills, teamwork.

16 17


Risk management aims to ensure stable Bank’s operations, but also to enable efficient use of ca-pital as the basis for fulfilling business policy and strategy so that the business of the Bank is safe for all stakeholders (clients, owners, employees and regulators). The Bank manages risks and ma-kes decisions in accordance with a defined risk profile that determines the acceptable level of credit, market, operational and liquidity risk.

The realized capital adequacy ratio at the end of 2017 amounted to 30.1%, which, as in the previous years, is significantly above the regulatory minimum of 8%.

In 2017, Sberbank Serbia focused on the effective solution of non-performing placements and the effective and efficient application of new regula-tory requirements in the area of risk management.

Continuing with the application of an adequate management and provisioning system for bad assets from the previous year, the Bank achieved the historically highest result in the year 2017 in terms of reducing the level of non-perfor-ming placements. The effective implementati-on of all available strategies of reduces bad assets (aggressive collection of problematic placements, restructuring, sale and write-off of unco llectible receivables), the level of problematic place-ments has been reduced by 59 million euros or by 40% compared to the beginning of the year. This result was also contributed by the lower inflow of new non-performing placements as a result of continuous improvement of the functi-ons of monitoring the quality of the loan portfo-lio, the early detection of the increased risk indi-cators, and the basic early collection activities. The final result of these activities with the increa-se in the Bank’s loan portfolio is a decrease in the

share of non-performing placements in total place-ments from 23% to 13% at the end of 2017.

Improving processes and methodologies in all areas of risk management is a continuous task of organizational units within the Risk Management Department. During 2017, the most significant changes were made in accordance with the requirements of the local regulations and regulations of the SBEU Group.

The most important activities in the first half of 2017 were focused on the application of Basel III standards in all areas of risk management according to local regulatory requirements. The introduction of these standards implied significant changes in the methodologies for determining the risk profile of the Bank, defining additional risk indicators and the methods for their monitoring, all with the aim of more comprehensive and more precise risk assessment. The policies and processes have been changed, first of all, for managing credit and market risks.

In the second half of 2017, Sberbank Serbia was focused on the implementation of the project of transition from International Accounting Standard 39 (IAS39) to International Financial Reporting Standard 9 (IFRS9) as one of the strategic tasks. The project involves employees in the field of finance, risk management and information technology. IFRS 9 amended the classification, measurement and impairment of placements in relation to IAS 39 and has been applied since the beginning of 2018. The application of IFRS 9 enhances the assessment of the borrower’s creditworthiness, gives greater importance to the regular monitoring of the quality of the loan portfolio and the assessment of the impact of macroeconomic flows on its development. The largest novelty is the introduction

RISK MANAGEMENT SYSTEM

Δ

Indicator

Capital adequacy ratio

2015

20,1%

2016

21,8%

2017

30,1%

Credit risk indicators

Indicator of sharein non-performing loans

Indicator of total coverage of non-performing loans

2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%

Indicator of coverage of non-performing loansby correction of the value of balance sheet assets and provisions for losses on o�-balance sheet items

Segment

Economy

2015 2016

94.6 55,4114.6

60.2 53.0 33,0Retail

Total 174.8 147.6 88,4

Status of NPL (MEUR)

2017

Δ

Indicator


2015

20,1%

2016

21,8%

2017

30,1%




2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%


Segment

Economy

2015 2016

94.6 55,4114.6

60.2 53.0 33,0Retail

Total 174.8 147.6 88,4


2017

Δ

Indicator


2015

20,1%

2016

21,8%

2017

30,1%




2015

27.5%

2016

22.9%

103.3%

2017

13.2%

105.5%101%

47.1% 55.3% 51.9%


Segment

Economy

2015 2016

94.6 55,4114.6

60.2 53.0 33,0Retail

Total 174.8 147.6 88,4


2017

of a model of expected loss for the entire lifetime of the loan. This required the development of new models for assessing the probability of default of clients’ liabilities and new models for estimating expected losses in case of realization of this probability. Having in mind the volume of necessary changes, the Bank implemented the project in close cooperation with the SBEU Group by sharing resources and knowledge in this field. The application of IFRS9 will lead to an increase in provisions for potential losses on credit risk, but thanks to the achieved results in improving the credit quality of the Bank’s portfolio, it will not have a significant effect on the financial indicators and performance indicators of the Bank’s operations. In order to make the most efficient business, the Bank has invested funds in the development of solutions for adapting IT systems and infrastructure by altering the methodologies for managing credit risk and maximizing the automation of the loan approval process.

Liquidity risk management is defined as a series of activities in order to maintain the necessary level of liquidity for the Bank’s operations, and in accordance with the analysis of the maturity of the balance sheet liabilities, receivables and off-balance sheet items.

In order to ensure efficient liquidity management, the duties are divided between the Investment and Market Sector that performs operational liquidity management, the Asset and Liability Division dealing with liquidity structure, as well as the optimization of sources and placements while the Market Risk Management Group is in charge of stress liquidity testing.

The Bank possesses a high level of liquidity reserves held in the form of cash, funds on accounts with first class banks and in the form of highly liquid risk-free securities of the Republic of Serbia that can be easily converted into cash in case of unpredictable and negative oscillations in cash flows.

During 2017, the level of liquidity was at an enviable level, considering the regulatory aspect of the National Bank of Serbia, but also the aspect of the European Central Bank.

The liquidity ratio of the National Bank of Serbia ranged between 1.37 and 2.89, which indicates

that the liquidity was at a high level taking into account the level of the regulatory minimum of 1.

In accordance with the requirements of the National Bank, the Bank has followed up the introduction of Basel III liquidity-related standards that were previously monitored in line with the requirements of the European Central Bank. The level of the achieved liquidity coverage at the end of 2017 of 172% indicates a high level of liquidity from the aspect of the Basel III rules which prescribes the minimum value of this ratio of 80%.

In order to reduce the liquidity risk, the Bank seeks to use diversified sources of cash, such as: deposits with different maturities (by number and type of depositors), long-term assets from different financial markets, subordinated liabilities and share capital.

During 2017, the focus was on the growth and further increase in the share of local sources of financing, i.e. the increase in deposits of clients. The total annual increase in deposits in 2017 amounts to 73 million euros, which reduced the ratio of loan and deposit ratio to 101%, which speaks of the great confidence of clients and the significant reduction of dependence on financing from the central office, i.e. greater independence.

The Bank manages its assets and liabilities in a manner that ensures meeting all its obligations at any time, and disposing of clients assets in accordance with the agreed deadlines.

During the year, the Bank Recovery Plan was updated and the measures to be implemented in the event of a significant deterioration in financial operations were envisaged, in order to re-establish a sustainable business and an appropriate financial position. Stress tests conducted as a simulation of extraordinary events that would endanger the stable operations of the Bank have shown that the Bank has mechanisms for rapid recovery and establishing a sustainable business with the protection of clients’ interests. This confirmed that the risk management system is of high quality and that the Bank has sufficient level of capital to cover all the risks it is exposed to in its operations (which is confirmed by an extremely high capital adequacy indicator), which confirmed the stability and solvency of the Bank.

19


All the key financial indicators in 2017 show a continuation of the trend of successful business of all segments of the Bank.

Thanks to the growth in production in all business segments, the improvement in the quality of the loan portfolio, the larger volume of business reflected through the significant increase in income from fees, the achieved net result shows an increase of 82% compared to 2016. In addition to the growth of operating revenues, the growth of costs has been stopped and efficiency of operations has been increased.

Bank strategy

The strategy of the bank until 2020 is based on the assumptions of further increase of efficiency and profitability, healthy growth of the loan portfolio in all segments and new partnership programs and initiatives.

Goal and role of finance

The permanent goal and role of finance is to ensure transparency of results and performance, consistency and quality of data, as a prerequisite for managing and making adequate decisions in all business domains.

The challenge for finance in the upcoming period is deeper analysis and monitoring of business at

the level of individual product / client. In times of very limited resources, developing a model for calculating unit costs will answer the question of how best to use resources and maximize revenue on capital.

Transition to IFRS9

The previous year brought significant changes in the regulations, which required a lot of engagement of employees in the field of finance, risk and information technology. These are the implementation of Basel III regulations and the transition from International Accounting Standard 39 (IAS39) to IFRS9.

The transition to IFRS9 included the development and adoption of a new business concept, the classification and valuation of balance sheet items, and the adjustment of the complete accounting coverage of all business changes in accordance with the requirements of IFRS9.

FINANCES

18

During 2017, cyber crime continued to pose the greatest threat to financial institutions around the world. The map of cyber threats is constantly changing, and the Bank has focused its activities in this area on the assessment of information security risks in order to maintain an adequate level of protection of infrastructure and data.

The concept of risk assessment in 2017 became even more important due to the requirements of the new European regulation - EU Regulation 2016/679 on the protection of personal data (EU) or shorter GDPR. In 2017, the Bank started a project with defined tasks and responsibilities in order to operate by May 25, 2018 in accordance with the requirements of this regulation.

In terms of harmonization, a detailed analysis of compliance of business processes and infrastructure with the requirements of the SWIFT CSP - SWIFT security program was performed. Particular attention was paid to the obligations arising from the applicable laws and regulations of the banking system of the National Bank of Serbia

We also have been focused on the technical aspects of compliance with the aforementioned regulations and for that purpose we conducted a data classification project and the introduction of rules for the protection of data outflows.

In addition to investing in technical means of protection, the Bank devotes special attention to training and employee trainings. Campaigns and training programs have been organized to provide the best advice to employees with a focus on identifying the threat at a given moment. The importance of good training and awareness of employees about fraud techniques, as well as the mechanisms for protecting them, is of paramount importance and can be a key factor for successful defense against targeted attacks on the Bank.

The Bank’s information security team has managed to ensure the continuity of business activities without interruption in business caused by cyber attacks in 2017.

INFORMATION SECURITY

20 21


CORPORATE SOCIAL RESPONSIBILITY

Corporate Social ResponsibilityGuided by the idea that the value of one company is reflected in the investment in the community it operates within, Sberbank Serbia continued to invest in corporate social responsibility projects in 2017. In line with its strategic orientation, a decision was made focusing on children, marginalized groups, environmental protection and arts.

Support to the project “Life Values”

Participating in the 30th Belgrade Marathon, Sberbank employees supported the action “Life Values”. With the help of collected funds, 22 young people from the Center for the Protection of Children, Infants and Youth from Zvecanska spent seven days at the campsite Divcibare where they had the opportunity to participate in numerous sports and creative activities.

Children Environmental safetyand organisation

Marginal groups Culture and arts

Exhibition of students of the Academy of Arts

Students of the Academy of Arts had the opportunity to exhibit their works in the newly opened branch of Sberbank in Novi Sad. In this way, Sberbank has supported young artists in order to familiarize the general public with their work, but also to uniquely beautify their business premises.

The arrangement of primary schools throughout Serbia

Sberbank employees briefly left their business suits, replaced computer work with brushes and together took part in the campaign of painting 5 primary schools throughout Serbia.

Support for the Belhospice organization

Participating in the traditional Eighth of March charity bowling tournament organized by Belhospica, the Bank supported this organization that helps care for oncological patients in the advanced stages of the disease.

Support to NURDOR

Sberbank continued strategic cooperation with NURDOR (National Association of Parents of Children with Cancer). With non-personal donations of both clients and employees, 1,005,076 dinars were collected for the reconstruction of the children’s hematology and oncology department of the hospital in Nis.

New Year’s performance and presents for children from Sremska Kamenica Children’s Village

Sberbank Serbia has donated funds for organizing the New Year’s performance and presents for children without parental care in Children’s Village in Sremska Kamenica.

Environmental ProtectionSberbank Serbia is committed to rational use

of resources and waste management in order to achieve the least negative impact to the environment.

“Cap for Handicap”

For the third year in a row, the Bank has contributed to the humanitarian and ecological initiatives of the Association of Paraplegics and Quadriplegics Banat, “Cap for Handicap”. In the business premises of the Bank, special boxes are placed in which employees are disposing collected plastic recycling caps, and funds collected in this way are used for the purchase of wheelchairs for the needs of these users.

22

As part of its defined business strategy in 2017, the business segment of the Bank that manages the quality of service, experience and objections of clients or Customer Experience and Complaints Management has consistently monitored, measured and analyzed the needs, expectations and customer satisfaction. The focus is on measuring by internal quality standards such as standard S1 - service quality in offices and S2 - customer satisfaction where we continuously monitor the level of loyalty, trust and readiness to the recommendation-NPS. In addition to these measurements, the development and recognition of the Sberbank brand in the market, the Bank’s image on the market, the success of advertising and communications have been quarterly monitored as well.

As part of the qualitative analysis, with the aim of making recommendations for the improvement and development of certain processes, services and products, the most important insights have been included, such as objections and expressed dissatisfaction of clients.

Quality of service The internal quality standard defines the methodology for measuring the level of quality of service in Sberbank branches, and this means Mystery Shopping. The focus is on examining and analyzing the quality of service provided at Sberbank branches as well as the general experience of clients visiting the offices and inquiring about a particular product or service. The general impression on the branch, treasury and consulting business, organization of work, communication with clients, product knowledge and respect for the process of closing the sale have been analyzed.

The overall quality of the Sberbank service is on a high level with the SQI Index of 85%, which confirms the finding of the latest wave of measurements conducted in October 2017, when 89% of clients rated the quality of service as very good.

Customer Satisfaction and Loyalty During November 2017, Customer Satisfaction Survey (CSS) was conducted. Clients of three business segments of the Bank were examined, individuals by face-to-face methodology in 33 branches, 1650 clients in total, i.e. 50 per branch and by CATI telephone methodology of legal entities, in the segments of small businesses and entrepreneurs 300 clients and corporate 250 clients.

A high level of customer satisfaction was confirmed by the special rating of Sbrebanka Serbia when it comes to readiness for the recommendation. For this aspect, the Bank has an outstanding achievement of the NPS (Net Promoter Score) index with a 61% performance, which is compared with the competition the result that places us in the first position and the Bank whose clients would be happy to recommend to their friends, relatives and colleagues. In individuals, this estimate is even higher and is 74%, which is a remarkable result. For corporate clients, the situation is expected because they are both more demanding and more complex clients, and this rating is somewhat lower, with only 39% for micro clients, and for the corporate business - small and medium-sized enterprises 16%.

85%

94%

91%

79%

75%

Service quality index SQI (Total)

First impression on the branch o�ce

Cash desk

Advisory discussion

Closing the sale

Segment

Retail (individuals and micro)

CSI

6.4

6.5 93%Individuals

General rate of client satisfaction at the Bank level 6.3 90%

Client’s satisfaction rate

Micro 84%5.9

5.7 81%Corporate – small and mediumsized companies

91%

Generally, the results show a high level of customer satisfaction, which confirms that the constant effort and work on improving the quality of the service and meeting the expectations of clients is paid out in multiple ways.


RESEARCH AND DEVELOPMENT

23

24 25


Employees in Sberbank are the most important resource for successful business. That is why, in the course of 2017, numerous activities were organized in order to promote motivation, but also improve the communication, knowledge and skills of all members of our team.

It is important for us that our colleagues feel recognized, that they know that performance of all of us is visible, and that each of us is important, both as an employee, and as a person with their integrity.

HUMAN RESOURCES

permanent655part time

32

485 202687

Structure of employees as at December 31, 2017

Training

Sberbank trains its employees, thus shaping culture and managing expectations, taking into account the desired behaviors and needs of both employees and the Bank as well as the market itself. Training and development activities provide the skills necessary for personal and professional success while respecting the values of the Bank. Employee training is not considered as an expense but an investment, and it represents a combination of practical and theoretical

Opened positions during the year

Juniorassociates

33Senior

Management/Directors

8

Exsperts/Associates

55Seniors/

Senior associates

24

knowledge, exchange of experiences, learning at work, working on projects…

During 2017, employees had a total of 2235 training days, 1137 training days on the external and 1098 on internal training.

One of the principles of training and development in our country is the belief that success depends not only on the things the employee can do now, but the things the one is capable of learning and applying in the future.

Based on the needs and development plans of the employees, as well as the cultivation of good tradition from previous years in connection with the internal knowledge exchange, 24 internal trainings were realized during the year, which is 140% more internal trainings compared to 2016.

26 27


FINANCIAL STATEMENTS

The ratio of operating costs through net income from operations

Total deposits of clients

Placement of loans (gross)

44%2012

43%2013

48%2014

67%2015

in 000 dinars

24,7052012

28,1372013

35,8522014

53,6552015

in 000 dinars

78,6552012

71,5182013

77,0582014

77,9642015

59%2016

56%2017

65,8482016

70,4302017

80,1192016

79,6652017

Key indicators 2012-2017.

Business indicators Envisaged

Capital min. EUR 10.000.000

Capital adequacy min. 8%

Indicator of total investments in non-financial entities and fixed assets max. 60%

Exposure to entities related to the Bank in relation to capital max. 25%

The indicator of bank exposure summary max. 400%

Liquidity indicator - December min. 0,8

Foreign exchange risk indicator

Achieved

EUR 193.663.116

30.14%

2.53%

8.51%

52.10%

2.19%

1.40% max. 20%

Performance Indicators as of December 31st 2017

28 29


PROFIT AND LOSS BALANCE SHEET for the year ended 31 december 2017

In thousands of dinars

Interest income

Interest expense

Net interest incomeFee and commission income

Fee and commission expense

Net gain / (loss) based on financial assets held for trading

Net foreign exchange gains and e�ects of the contractual currency clause

Net gain / (loss) on the basis of financial assets available for sale

Other operating incomeNet expenses from impairment of financial assets and credit risky o�-balance sheet itemsSalaries, wages and other personal expenses

Income taxProfit from deferred taxes

Depreciation costs Other expenses

Profit / (Loss) that belongs to the parent entity

2017.

5.703.303

(1.158.107)

1.395.630

(530.833)

31.415

389.030

50.915

(1.966.866)

(1.372.191)

-

2.246

(167.199)

(1.941.174)

436.169

2016.

Net fee and commission income 864.797

Profit / (Loss) before taxation 433.923

Profit / (Loss) after taxation 436.169

4.545.196

5.293.984

(974.211)

1.615.995

(395.759)

(49.531)

-2.508

537.651

174.395

(1.908.306)

(1.318.090)

-

3.727

(173.800)

(2.005.652)

802.911

1.220.236

799.184

802.911

4.319.773

BALANCE SHEET as at 31 december 2017

In thousands of dinars 2017. 2016.

ASSETSCash and balances with the Central Bank 20.341.962Financial assets at fair value through profit and loss intended for trading -

Available-for-sale financial assets 15.412.674Loans and receivables from banks and other financial organizations 4.711.051Loans and receivables from customers 73.953.437

Intangible assets

Investments in associates and joint ventures

357.247

Property, plant and equipment 430.348Current tax assets 3.190Deferred tax assets 77.291Other assets

LIABILITIESFinancial liabilities at fair value through profit and loss intended for trading 20.987

Deposits and other liabilities to banks, other financial organizations and the central bank 18.549.699Deposits and other liabilities to other customers 70.430.413Subordinated obligations 1.777.611Reservations 490.135

Share capital 14.820.961

Loss -Reserves 8.499.923

Other obligations 640.037

595.413

TOTAL ASSETS 116.032.677

TOTAL LIABILITIES 91.908.882

TOTAL EQUITY 24.123.795

TOTAL LIABILITIES 116.032.677

Profit 802.911

17.625.385

37.449

14.750.164

4.076.29469.863.561

150.064 150.064

278.823

481.27461.20768.917

8.905

16.037.04765.848.4551.852.357426.828

14.820.961

-8.090.089

637.504

765.177

108.158.315

84.811.096

23.347.219

108.158.315

436.169

01.01.2016.

17.490.339

17.726

12.262.823

7.339.59367.767.172150.064

277.203

553.57664.07115.712

20.557

21.842.49653.655.3276.689.713399.223

14.820.961

(497.731)8.876.583

949.906

818.756

106.757.035

83.557.222

23.199.813

106.757.035

-

EQUITY

30 31


ORGANIZATIONAL CHART

VALID FROM 24.11.2017.

BOARD OF DIRECTORSINTERNAL AUDIT

LEGALHUMAN RESOURCES (HR)

EXECUTIVE BOARD

COMPLIANCE

Sektor za Informacione tehnologije

Infrastructure and Operations Department

Application Delivery and Deployment Department

AML

Facility and Support Management

Security Services

Organization, process and project management

Sektor bankarskih operacija

Payments Services Department

Domestic Payments Group

International Payments Group

FX Transactions Control Group

Global Markets Back O�ce Group

Direct Channels Department

Account Administration and Network Support Department

Network Support Group

Account AdministrationGroup

Cash HandlingManagement Group

Loan AdministrationDepartment

Retail and Micro Administraion Group

Corporate and SME LoanAdministration Group

Documentary Business/Trade Finance Group

OPERATIONSExecutive Board Member

Underwriting Division

SME and Corporate Underwriting Department

Micro Underwriting Department

Retail Underwriting Department

Restructuring and Workout Division

Corporate Restructuring and Workout Department

Pre-Workout Corporate Department

Retail Restructuring and Workout Department

Retail Early Collection Group

Collateral Services Department

Risk Management Division

Integrated RiskManagement Department

Credit Risk Department

Portfolio Analysis Department

Finance Division

Accounting Department

Controlling Department

Reporting to NBS Group

ALM Department

Procurement Group

FINANCE AND RISKExecutive Board Member

Extended part of Bracnh

SFE Training, B@W and Sales Support Department

Contact Centre Department

REGION BELGRADE

Regional Centre Belgrade 1

Bracnhes

Regional Centre Belgrade 2

REGION NOVI SAD

Regional Centre Novi Sad

Branches

REGION KRAGUJEVAC

Branches

Extended part of Branch

Extended part of Branch

Sales and Distribution Division Marketing and Communications

Retail Product Development Department

Partnership and Digital Banking Department

RETAILPresident of the Executive Board

Corporate and SME Banking Division

Trade Finance and Financial Institutions Department

Corporate Department

SME Sales Department

Corporate Product Development Department

Credit Analysis Department

Regional Centre Beograd

Regional Centre Čačak

Regional Centre Novi Sad

CORPORATE AND GLOBAL MARKETS

President of the Executive Board

Investment Banking and Global Division

Market Execution (Trading) Department

Market Execution(Sales) Department

CEO President of the Executive Board

LegendBoard Resort(EB Member)

DivisionB-1

BranchB-3

GroupB-3

DepartmentB-1 or B-2

Sta� UnitB-1 or B-2

Region/ Coroprate/Retail Center

B-2 / B-3

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Activities of Retail Business Sector are supported throughout the year by various marketing activities.

Two TV campaigns have been conducted for the promotion of Super Loan, Cash Loan or Refinancing Loan, and the presence was achieved on television, on-line and in printed media as well as on the radio. Both campaigns have contributed to excellent sales results in the Retail Business Sector, a significant increase in sales of loans via online channels, as well as increased recognition of the Sberbank brand.

In the fourth quarter, the focus of marketing activities was the launch of a new service package for the affluent bank segment. On this occasion, Elite banking was created - a sub-brand with special graphic and visual elements and an appropriate set of promotional materials as well as branding that we have placed in branch offices.

Online Activities

The trend of digital communication that is evolving and which our Bank has recognized ha led to the fact that during the year numerous marketing activities on online communication channels were realized. Within the function of digital marketing, intensive activities contributed to achieving ambitious goals in promoting the brand and products of the Bank, but also in the realization of sales.

The new website of the Bank was launched as the most important channel

of communication and the sales process was improved, especially in the promotion of cash loans and refinancing loans. Four online campaigns for cash and refinancing loans have been realized with the constant advertising on the Google Web site and social networks. Marketing mix - the setting of special online offerings for loans has led to maximum sales results. The amount of EUR 10,480,349 was realized, which represents 10,43% of the total volume of the Bank.

By launching products for affluent clients, we created a separate Elite banking microsite to allow users to have a clear overview of the information and the possibility of presenting the product.

Cooperation with partner sites was improved, which proved to be a very successful step and resulted in high sales growth from that channel.

Digital

Sberbank Serbia achieved strong growth in the field of digital channels during 2017.

Sberbank was the first in the Serbian market to introduce the standard 2D bar code. In this way, payment of bills at Mercator-S cash registers was enabled and Scan 2 Pay functionality was introduced within the mobile banking application. With the help of the Scan 2 Pay application, we have enabled our clients instant, precise and, first of all, easy payment of bills.

MARKETING SUPPORT

Also, during the previous year, Sber X: Change Service was introduced as the first of its kind on the domestic market. Now, Sberbank customers are able to trade currency pairs in real time - FX Trade.

Regarding the number of e-banking users, we registered a significant growth compared to 2016. As for private individuals in December 2016, we recorded 13,952 registered users, while in December 2017 this number increased to 20.372.

Nevertheless, the largest growth was recorded in mobile banking, where the number of registered users increased from 6,576 to 14,004.

In the Micro segment, we are one of the few banks in the market that has enabled its users a mobile application for legal entities and en-trepreneurs that has been available for Android devices since the end of December. The launch of the IOS version is expected by the end of the first quarter of 2018.

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www.sberbank.rs

Documents

GODIŠNJI IZVEŠTAJ godisnji final.pdfbanke i pad premije rizika zemlje, uticali su na pad kamatnih stopa na evro-indeksirane kredite. Sve navedeno doprinelo je oporavku kreditne aktivnosti