Godišnji izveštaj o poslovanju 2015

Godišnji izveštaj o poslovanju za 2015. godinu 1

GODIŠNJI

2015IZVEŠTAJO POSLOVANJU

2 Sberbank Srbija a.d. Beograd Godišnji izveštaj o poslovanju za 2015. godinu 3

SadržajO Sberbank i Sberbank Europe

Uvodna reč predsednika Izvršnog odbora

Izveštaji po resorima i službama

Resor za poslovanje sa privredom i globalna tržišta

Resor za poslovanje sa stanovništvom

Resor za finansije i rizike

Upravljanje operacijama

Ljudski resursi

Komunikacije

Korporativna društvena odgovornost

Istraživanja i razvoj

Finansijski izveštaji

Ključni pokazatelji 2012-2015.

Ostvareni pokazatelji poslovanja banke

Bilans uspeha

Bilans stanja

Organizaciona struktura

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je završila proces sveobuhvatne procene od strane ECB. Sberbank Europe uspešno je prošla procenu kvaliteta aktive, što je rezultiralo Zajedničkim akcionarskim kapitalom - Nivo 1 od 9,6%, što je iznad minimuma od 8% definisanog od strane ECB. Rezultati Stres testa pre procene kvaliteta aktive pokazali su zajednički akcionarski kapital - Nivo 1 od 10,5% prema osnovnom scenariju i 6,3% prema negativnom scenariju za kraj 2017. godine. Rezultati Strest testa nakon procene kvalitet aktive pokazali su Zajednički akcionarski kapital – Nivo 1 od 8,9% prema osnovnom scenariju za kraj 2017. godine (iznad definisanog minimuma od 8%).

Rezultat Stres testa nakon procene kvaliteta aktive za kraj 2017. godine prema negativnom scenariju pokazao je Zajednički akcionarski kapital – Nivo 1 od 4,2% (minimum 5,5%). Implicirani manjak kapitala (138.5 miliona evra) je u potpunosti pokriven kapitalnim merama izvršenim vec tokom prvih devet meseci 2015. godine. Pored toga zajednički akcionarski kapital - Nivo 1 povecan je sa 100 miliona evra u poslednjem kvartalu 2015. godine, što je obezbedilo prostor za nove poslove. Sberbank Europe napravila je dobru osnovu za poslovanje u sledecoj ali i narednim godinama uspešnom konverzijom 370 miliona subordiniranih kredita (Nivo 2 kapitala) u Zajednički akcionarski kapital – Nivo 1.

Banka je značajno poboljšala kako strukturu kapitala, tako i procenat Zajedničkog akcionarskog kapitala – Nivo 1. Nakon konverzije Zajednički akcionarski kapital – Nivo 1 Sberbank Europe porastao je na 14,5 procenata. Prema izveštaju iz 2015.godine koji je objavila Evropska bankarska agencija (EBA), prosečni procenat Zajedničkog akcionarskog kapitala – Nivo 1 među austrijskim bankama dostiže 11,3 procenta.

Rast u poslovanju sa fizičkim licima; finansijski rezultati postignuti jednokratnim plasmanima i uvećanjem investicija

Bankarska grupacija Sberbank Europe, iako sporijim tempom, i dalje je u fazi razvoja u skladu sa

revidiranom poslovnom strategijom. Dobri poslovni rezultati Sberbank Europe očekivana su posledica povecanih ulaganja u bazu zaposlenih, informacione tehnologije i operativnu podršku. Ipak, jednokratna izdvajanja, kao što je izdvajanje u iznosu od 25 miliona evra za konverziju kredita u švajcarskim francima u Hrvatskoj, negativno su uticala na ovogodišnje poslovne rezultate. Kako se početna očekivanja rasta iz 2012. godine, nakon ulaska Sberbank na tržište, nisu mogla u potpunosti ostvariti, neto rezultat i ključni finansijski pokazatelji za Sberbank Europe stagnirali su 2015. godine.

Prošle godine, bilans stanja u oblasti poslovanja sa stanovništvom Sberbank Europe konstantno je rastao.

Kreditiranje je beležilo značajan rast u Češkoj Republici, Srbiji i Slovačkoj. Poslovanje sa fizičkim licima nastavilo je da doprinosi bazi finansiranja u svim zemljama, uz snažnu podršku internet banke Sberbank Direct u Nemačkoj, koja je dostigla nivo depozita od skoro 1,8 milijardi evra. Banka u Češkoj Republici zabeležila je rast baze klijenata za 50% (više od 100.000 klijenata) u odnosu na 2014. godinu.

Sberbank Europe nastavlja da razvija svoje digitalne mogucnosti. U Češkoj i Hrvatskoj, filijale Sberbank Europe pokrenule su novu aplikaciju mobilnog bankarstva, dok u Srbiji, Sloveniji i Mađarskoj Sberbank Europe nadograđuje postojece mobilne i internet aplikacije. Potpuno redizajnirani sajt je pokrenut u Sloveniji, a uskoro ce biti razvijen i u drugim zemljama, uključujuci Austriju.

Poslovanje sa privredom i investiciono bankarstvo nastavilo je da se razvija tokom 2015. godine. Volumen kredita ostvario je rast od 5% u odnosu na prethodnu godinu i iznosi 3,95 milijardi evra što predstavlja najviši zabeleženi iznos. Tokom 2015.godine iznos novih kredita u privredi (uključujuci prolongiranja) isplacen u okviru mreže Sberbank Europe dostigao je rekordni nivo od 1,6 milijardi evra na osnovu snažnog učinka Sberbank Europe, uz godišnji rast kreditiranja za više od 35% i povecanje baze klijenata od 65 procenata.

O SBERBANK I SBERBANK EUROPE1.

Sberbank Europe a.d. sa sedištem u Beču (Austrija) je bankarska grupa u 100% vlasništvu

Sberbank Rusije. Nakon što je Sberbank Rusija preuzela Volksbank International (VBI) 2012. godine i preimenovala je u Sberbank Europe, preduzeti su značajni koraci u cilju njenog postepenog transformisanja u potpuno razvijenu samofinansirajucu i profitabilnu univerzalnu banku sa jakim fokusom na klijente, fizička i pravna lica. Sberbank Europe je prisutna na 10 tržišta u centralnoj i istočnoj Evropi: u Austriji, Bosni i Hercegovini (Sarajevo i Banja Luka), Hrvatskoj, Češkoj, Mađarskoj, Slovačkoj, Sloveniji, Srbiji, Ukrajini i Nemačkoj. U Nemačkoj Sberbank Direct posluje sa fizičkim licima putem onlajn ponude osnovnih bankarskih proizvoda. U Austriji Sberbank Europe posluje sa pravnim licima, pri čemu je fokus na poslovanju na tržištima Centralne i Istočne Evrope, Rusije i ZND. Sberbank Europe ima više od 700.000 klijenata, 280 filijala i zapošljava oko 5.000 ljudi širom CIE. Ukupna aktiva Sberbank Europe iznosi 14,3 milijardi (na kraju 2015. god.).

Revidirana poslovna strategija

Poslovni model Sberbank Europe poslednjih nekoliko godina je pod uticajem dva spoljna uticaja:

niskih kamatnih stopa u okruženju i sankcija koje su EU i SAD uvele Rusiji u periodu nakon krimske krize.

Posledica ovih uticaja jeste da prvobitno očekivani rast poslovanja Sberbank Europe nije moguce u potpunosti ostvariti. U skladu sa novonastalim okolnostima, Sberbank grupa je tokom 2015. godine revidirala svoj poslovni model u skladu sa dugoročnim izgledima profitabilnosti na tržištima na kojima je prisutna. Važan korak u sprovođenju revidirane poslovne strategije predstavlja potpisivanje ugovora sa Penta Investments o prodaji 99,5% udela u Sberbank Slovensko, koji ce biti realizovan u prvoj polovini 2016. godine. U ovom trenutku, Sberbank Europe ne teži rastu na svim tržištima, vec selektivno bira ključna tržišta i segmente u cilju jačanja i razvoja baze klijenata.

Evropska centralna banka (ECB) izvršila detaljnu procenu Sberbank Europe a.d.

U novembru 2014. godine, Sberbank Europe klasifikovana je kao značajna institucija i nalazi se pod direktnim nadzorom Evropske centralne banke (ECB). Tokom 2015.godine, Sberbank Europe, koja je do tada bila pod nadzorom austrijskih vlasti, uspešno

Slovačka

ČeškaUkrajina

MađarskaAustrija

SlovenijaHrvatska

Bosna i Hercegovina

Srbija

Nemačka


Poštovani,

Zadovoljni smo ostvarenim rezultatom na kraju 2015. godine buduci da je on u najvecoj meri posledica promišljene i planirane dugoročne strategije upravljanja rizicima. U značajnoj meri smo pokrili rizične plasmane, što je za banku ove godine predstavljalo veliki izdatak i umnogome uticalo na finansijski rezultat kojim smo završili godinu. S druge strane, unapredili smo politike upravljanja rizikom i odobravanja kredita koje ce sinergijskim delovanjem obezbediti zdravu osnovu za dalje uspehe u narednim godinama.

Važno je napomenuti da je Evropska centralna banka (ECB) u toku godine završila sveobuhvatnu procenu Sberbank Europe AG, koja se sastojala od kontrole kvaliteta aktive i Stres testa. Rezultati su pokazali da banka zauzima solidnu kapitalnu poziciju, te da je u potpunoj saglasnosti sa važecim zahtevima ECB.

UVODNA REČ IZVRŠNOG ODBORA2.

U Srbiji je u 2015. godini Narodna banka Srbije sprovela Stres test kojim je ispitala adekvatnost kapitala najvecih banaka na tržištu. Sposobnost Sberbank Srbija da odgovori na vanredne rizike je odlično ocenjena buduci da je adekvatnost kapitala banke nakon Stres testa izuzetno visoka i iznosi 15,40 procenata, dok je pre ovog testa iznosila 17,46 procenata.

Segmenti poslovanja sa privredom i stanovništvom zabeleženi su u vidu rasta poslovnih pokazatelja. Ostvaren je rast broja klijenata, kao i povecanja obima kreditiranja i prikupljenih depozita.

Resor poslovanja sa stanovništvom susreo se sa velikim izmenama zakonske regulative kojima se uspešno prilagodio. Kada su u pitanju depoziti, stepenasta štednja ostvarila je najveci uspeh, dok se inovativnošcu i lakocom korišcenja ističe Dobro jutro štednja.Bonus kredit je i tokom ove godine bio glavni izbor naših klijenata. Krajem godine, započeo je i jedinstven projekat PIKA migracije kojim korisnici platne PIKA kartice prelaze na platnu Super Karticu i koji je za veoma kratko vreme postigao izuzetne rezultate i postavio osnovu za dalji rast.

U Resoru za poslovanje sa privredom i globalna tržišta, zabeleženo je povecanje obima saradnje sa postojecim klijentima, ali i povecanje broja novih klijenata. Orijentacija na klijente, ponuda proizvoda po meri, kvalitet usluge i brzina realizacije doprineli su pozitivnom rezultatu u ovom segmentu.

U okviru Rusko-srpskog poslovnog foruma u Moskvi potpisani su sporazumi o saradnji sa kompanijama NIS a.d. Novi Sad i Energoprojekt Holding a.d. Beograd u cilju unapređenja i jačanja strateške saradnje. Uspostavljen je i adekvatan model finansiranja lokalnih samouprava koji ce dodatno biti upotpunjen preko JPP-a (javno-privatno partnerstvo), kao adekvatnog modela finansiranja kada su u pitanju investicioni projekti u lokalnim samoupravama.

Glavno usmerenje u oblasti Resora za upravljanje operacijama bili su podrška bankarskom poslovanju uz osiguranje najvišeg nivoa operativne efikasnosti, optimizacija troškova i unapređenje bezbednosnih informacionih tehnologija.

Želimo da se zahvalimo klijentima koji su nam ukazali poverenje, koji su godinama sa nama, sa kojima rastemo i zbog kojih se stalno usavršavamo. Iskrenu zahvalnost izražavamo i svim zaposlenima koji su pružili najveci doprinos i ličnim ulaganjem doprineli da ova godina bude godina daljeg razvoja za Sberbank Srbija.U 2016.godini, nastavicemo da budemo posveceni klijentima i njihovim potrebama, da unapređujemo postojece i stvaramo nove veze, nastojeci da prevazilazimo očekivanja i povecamo njihovo zadovoljstvo.

Izvršni odbor Sberbank Srbija a.d. Beograd

Dušan Radičević član Izvršnog odbora

Marijana Vasilescu član Izvršnog odbora

Valeriy Ovsyannikov Predsednik Izvršnog odbora

Staša Popović član Izvršnog odbora

Vladimir Pajović član Izvršnog odbora

S poštovanjem,

Izvršni odbor Sberbank Srbija a.d. BeogradNapomena: Imena članova odbora navedena su prema rasporedu stajanja na fotografiji, sleva nadesno.


IZVEŠTAJI PO RESORIMA I SLUŽBAMA

Kada je u pitanju saradnja sa pravnim licima, srpsko bankarsko tržište u 2015. godini karakteriše pad

aktivnosti u prvoj polovini godine, da bi se u drugoj polovini ista pojačala. Međutim, do značajnog rasta nije došlo, tako da nivo plasmana nije prešao onaj koji je zabeležen u 2012. godini. .

U Resoru za poslovanje sa privredom i globalna tržišta Sberbank Srbija je u 2015. godini zabeležila dobre rezultate imajuci u vidu opštu poslovnu klimu u Srbiji, kao i eksterne faktore vezane za svetska tržišta. Zabeležen je rast plasmana u Sektoru malih i srednjih preduzeća, dok je sa druge strane zabeležen blagi pad u Sektoru za rad sa privredom.

Međutim, banka je nastavila trend iz prethodnih godina, a to je da sa velikim korporativnm klijentima saradnju ostvaruje i preko članica Sberbank grupe čime je suštinski zabeležen rast aktivnosti i u Sektoru za rad sa privredom. Ovo je svakako rezultat povecanog obima saradnje sa postojecim klijentima, ali i povecanja broja novih klijenata.

Resor za poslovanje sa privredom i globalna tržišta

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U okviru Rusko-srpskog poslovnog foruma u Moskvi potpisani su sporazumi o saradnji sa kompanijama NIS a.d. Novi Sad i Energoprojekt Holding a.d. Beograd u cilju daljeg unapređenja i jačanja strateške saradnje. Banka je odobrila garancijski potencijal za Energoprojekt u iznosu od 50 miliona evra.

Kao rezultat gore navedenog, obim platnog prometa preko banke je povecan, a time i obim prikupljenih depozita čime je banka postigla viši nivo samofinansiranja.

Banka je otvorila vrata za novi segment i uspostavljen je adekvatan model finansiranja lokalnih samouprava (Municipality Finance), koji ce dodatno biti upotpunjen preko JPP-a (javno-privatno partnerstvo), kao adekvatnog modela finansiranja kad su u pitanju investicioni projekti u lokalnim samoupravama. Uzimajuci u obzir potencijale za investiranje, na ovaj način je uspostavljena osnova za dalji razvoj saradnje sa javnim sektorom i lokalnim samoupravama.

Sa druge strane, na tržištu je zabeležen snažan pad aktivnih kamatnih stopa, dok stope na depozite nisu pratile taj trend, tako da je profitabilnost niža nego u prethodnim godinama.

Banka i dalje zauzima jednu od liderskih pozicija kada je reč o trgovanju sa lokalnim i inostranim bankama, kao i u saradnji sa klijentima.

Ovakvi pozitivni pomaci ne bi bili moguci da tržištu nisu ponuđeni novi, inovativni proizvodi polazeci od proizvoda koji omogucuju klijentima zaštitu od raznih rizika koji prate njihovo poslovanje, do kreditnih proizvoda. Jedan od njih predstavlja segment „Banka na poslu“ koji je banka lansirala krajem 2014. godine i koji je unapređen 2015. godine. Na ovaj način inovativnim pristupom omoguceno je servisiranje zaposlenih u kompanijama sa kojima imamo ostvarenu saradnju, zahvaljuci čemu je značajno porastao broj klijenta u Resoru za poslovanje sa stanovništvom.

U želji da podržimo izvoz, lansiran je proizvod “Rešenje za izvoznike” koji je prvenstveno orijentsan na zaštitu od rizika naplate potraživanja, ali i promene kursa. Proizvod je pre svega namenjen izvoznicima na tržište Ruske Federacije, ali se može primeniti i za ostala tržišta. Proizvod je potpuno jedinstven i pruža klijentima visok nivo fleksibilnosti u planiranju.Pored toga, otvara mogucnost povecanja izvoza. Razvoj novih proizvoda i usluga ce ostati jedan od ključnih pokretača buduceg razvoja poslovanja u Resoru za poslovanje sa privredom i globalna tržišta i u narednim godinama.


Prethodna godina je bila izuzetno uspešna za Resor poslovanja sa stanovništvom. Svi

parametri prodaje ostvarili su rast u odnosu na prethodnu godinu. Iz celokupnih ostvarenja izdvojili bismo sledece:

1. Nivo novih plasmana je iznosio 108,7 miliona evra, čime je ostvaren rast od 13% u odnosu na prethodnu godinu. Potrebno je istaci da je rast plasmana fizičkim licima iznosio čak 45% u odnosu na prethodnu godinu i dostigao iznos od 50 miliona evra.

2. Ukupan kreditni portfolio porastao je za 1,3%.

3. Povecan je depozitni portfolio za 77 miliona evra na iznos od 256 miliona evra tj. ostvaren je rast od čak 43%.

4. Broj novih aktivnih klijenata porastao je za gotovo 40.000 (rast od 70%) i dostigao broj od skoro 100.000 aktivnih klijenata.

5. Otvoreno je gotovo 19.000 novih tekućih računa.

6. Izdato je 30.300 kreditnih kartica, što predstavlja rast od 400% u odnosu na prethodnu godinu.

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

8. Segment Banka na poslu ostvario je 231% više od ciljane produkcije u kreditima i 162% planiranog broja otvorenih računa.

Godina 2015. je bila godina izazova. Sa stanovišta proizvoda, zadatak je bio održati kontinuitet i nastaviti sa inovativnim pristupom, kako fizičkim licima tako i preduzetnicima i malim preduzecima.

Tokom prošle godine, došlo je do velikih zakonskih izmena. U prvoj polovini godine uspešno su implementirane sve izmene u Zakonu o zaštiti korisnika finansijskih usluga, proširujuci

njegovu primenu, osim na fizička lica, i na preduzetnike i poljoprivrednike. Stupanjem na snagu Zakona o platnim uslugama, banka je bila u obavezi da se uskladi sa njegovim odredbama, obaveštavajuci klijente pravovremeno o novinama koje ovaj zakon nosi sa sobom.

Banka je postupila u skladu sa Odlukom Narodne banke Srbije o merama za očuvanje finansijskog sistema u vezi sa kreditima indeksiranim u stranoj valuti i ujedno u praksi primenila četiri modela otplate za klijente, korisnike kredita indeksiranih u švajcarskim francima. Omogucen je precizan i transparentan sistem pracenja i izveštavanja o rezultatima ovih mera i aktivnosti koje su preduzete u skladu sa pomenutom Odlukom.

U delu kreditnih proizvoda, nastavljena je promocija Bonus kredita koju je pratila uspešna televizijska reklamna kampanja koja je podržala promotivnu ponudu. Kako je tržište u drugoj polovini godine postalo izuzetno cenovno turbulentno, uslovljeno dinamičnim padom referentne kamatne

stope,postignut je uspeh i trend je ispracen, te je zadržana cenovna konkurentnost uz dalji fokus na pružanje dodatnih benefita za klijente. Tako je klijentima pored samog kreditnog proizvoda omoguceno korišcenje Jednostavno tekućeg računa sa besplatnim uslugama 24/7 i uključenom platnom Super Karticom bez dodatnog troška njenog održavanja, kontinuirano ukazujuci na važnost korišcenja više vezanih proizvoda kako bi ostvarili najveci nivo uštede i time postigli optimalni nivo cene i kombinacije proizvoda. Poseban akcenat stavljen je na onlajn podnošenje zahteva za kredit, čime je ponuda klijentima podignuta na viši nivo. Omogucena je laka kupovina bankarskog proizvoda, koja ukoliko se opredele za ovaj način apliciranja, klijente nagrađuje povoljnijom kamatom, što je idejno bio podstrek da se klijenti više usmere na digitalne kanale.

U segmentu mikro klijenata učinjen je veliki pomak – definisana je jasna mikro strategija za budući period, čime su klijenti podeljeni na 3 jasne kategorije – mass, primary i premium, zavisno od visine njihovih poslovnih prihoda. Ponuda proizvoda se kontinuirano širi, uz dominaciju revolving kreditne linije kao najfleksibilnijeg proizvoda ove vrste na tržištu. Tokom godine broj aktivnih dozvoljenih minusa je značajno povecan, pa je tako u periodu od januara do decembra zabeležen porast od 178%. Kontinuirane posebne kampanjske ponude ovoj kategoriji klijenata uspele su da održe pozijciju banke kao jedne od prepoznatljivih lidera u mikro segmentu.

U segmentu depozitnih proizvoda trendovi u prethodnim godinama izrazito su se menjali. Kako je isplata kamate klijentima na štednju osnovni bankarski princip kojeg se banka pridržava, omoguceno je da tokom prošle godine cena depozita ostane na prihvatljivom nivou, jer, dobrim planiranjem ta sredstva je bilo moguce upotrebiti i dalje kroz finansiranja na kratak rok. Pored klasičnih štednih proizvoda, i dalje je naglasak na fleksibilnosti kao važnoj osobini proizvoda za klijente, što su klijenti i prepoznali, a to se odrazilo kroz najveci rast upravo u stepenastoj štednji koja pruža mogucnost pripisa kamate i pre isteka oročenja,

pri čemu je raspolaganje pripisanom kamatom potpuno slobodno, kao i preko-nocnoj Dobro jutro štednji kojom se kamata pripisuje svako jutro.

Tokom godine sa radom je počeo i DSA (agenti direktne prodaje) kanal prodaje, koji predstavlja kanal direktne distribucije proizvoda za stanovništvo potencijalnim klijentima banke. Prednost ovog pristupa je što se kroz rad na terenu ostvaruje direktan kontakt sa klijentima, kao i to što su usluge banke dostupne kada, i gde klijentu najviše odgovara.

Odeljenje za digitalno bankarstvo i partnerstva u 2015.godini ostvarilo je značajna unapređenja koja imaju za cilj da korisnicima omoguce jednostavnije korišcenje bankarskih proizvoda i usluga uz njihovu dostupnost 24/7. Unapređena je aplikacija za elektronsko bankarstvo za fizička lica - internet bankarstvo i u ponudu banke je

Resor za poslovanje sa stanovništvom


a koji je započet u drugoj polovini godine. U okviru ovog projekta, banka je razvila potpuno nov sistem za prihvatanje i obradu aplikacija koji u sebi ima ugrađene mehanizme odlučivanja sa potvrđenim kapacitetom sistema od 200 obrađenih zahteva na sat. Sistem je jedinstven i po tome što podržava prijem zahteva i njihovu obradu od strane partnera uz punu kontrolu od strane banke i poštovanje svih važecih propisa. Migracija korisnika je započeta 7.decembra u objektima Mercator S i uz podršku partnera, za nepune tri nedelje obrađeno je preko 32.000 zahteva i izdato više od 20.000 kreditnih kartica čime je Sberbank Srbija prepoznata kao banka sa najbrže rastućim portfolijom kreditnih kartica u zemlji.

U sledecoj godini, banka ce nastaviti da razvija partnerstva sa najuspešnijim kompanijama u zemlji, a posebno sa kompanijama koje su partneri Super Karticaprograma lojalnosti, omogucavajuci korisnicima na taj način širu dostupnost bankarskih proizvoda i usluga, značajne benefite, uz pun komfor u njihovom svakodnevnom korišcenju.

U oblasti poslovanja sa stanovništvom, planirano je da se evidentni rast svih pokazatelja nastavi, i tokom sledece godine, kako inovacijama i osmišljavanjem zanimljivih proizvoda i usluga, tako i kroz partnerstvo sa najvecim kompanijama u Srbiji, a u cilju očuvanja ukazanog poverenja, danas vec preko 100 hiljada klijenata.

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

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

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


Kao podrška poslovanju sa stanovništvom, Sektor za marketing i komunikacije je tokom

2015. godine fokus stavio na promovisanje ključnih proizvoda banke:

• Bonus kredit

• Platna Super Kartica

• Stepenasta štednja

• Jednostavno tekući račun

Početak godine obeležen je nastavkom televizijske kampanje za Jednostavno tekući račun. Pored inovativnih usluga koje ovaj paket tekuceg računa uključuje, u februaru i martu 2015. godine promovisana je dodatna pogodnost u vidu besplatnog mesečnog održavanja računa kreditne kartice za korisnike paketa koji se odluče za platnu Super Karticu. Ovo je ujedno bio prvi put da su istovremeno komunicirana dva različita proizvoda banke. Zadati ciljevi su ostvareni, kako u slučaju tekucih računa tako i kreditnih kartica.

Bonus kredit, kao jedinstveni kreditni proizvod na srpskom bankarskom tržištu promovisan je putem televizijske kampanje u dva talasa. U prvom talasu, fokus komunikacije bila je tada promotivna i veoma konkurentna

kamatna stopa od 13,95%, dok je u drugoj polovini godine naglasak bio na najvecem iznosu bonusa koji klijent može da ostvari. Obe kampanje su privukle značajan udeo novih klijenata i uticale su na povecanje prodaje ne samo kredita, vec i drugih bankarskih proizvoda.

Platna Super Kartica je kreditna kartica razvijena u saradnji sa Super Kartica programom lojalnosti i predstavlja inovativno sredstvo placanja koje služi kako za placanja svuda u zemlji i svetu, tako i za sakupljanje bodova za kupovinu u okviru i van mreže Super Kartica partnera. Ova kartica omogucava placanje do 12 rata bez kamate, a u Mercator S prodajnim objektima i bez naknade. Aktivna promocija ove kreditne kartice bila je aktuelna tokom cele godine putem Super Kartica knjižice pogodnosti, oglašavanja na Google Search-u i kroz televizijske kampanje.

Za razliku od prethodne godine, ponuda za štednju je u 2015. godini zauzela značajno mesto u oglašavanju banke. Kao ključni proizvod istaknuta je Stepenasta štednja pod sloganom „Jednostavno štednja koju vi kreirate“. Kampanja je u štampanim i onlajn izdanjima trajala tokom aprila i maja meseca, dok je tokom narednih 6 meseci ista ponuda bila promovisana i na brendiranim autobusima u Beogradu. U oktobru mesecu, fokus komunikacije bio je na atraktivnoj kamatnoj stopi kako za Stepenastu, tako i za štednju švajcarskim francima.

U 2015. godini, veliki broj marketinških aktivnosti sproveden je namenski na onlajn kanalima

komunikacije, jer digitalna komunikacija predstavlja strateško opredeljenje banke. U sklopu funkcije digitalni marketing, intenzivan plan aktivnosti je doprineo ostvarenju ambicioznih ciljeva u promociji brenda i proizvoda banke, ali i u ostvarenju prodaje.

Jedan od najvažnijih kanala za pružanje relevantnih informacija, promovisanje i prodaju proizvoda i usluga banke je zvanična internet stranica www.sberbank.rs. Tokom cele godine, rađeno je na unapređenju web stranice u smislu sadržaja, navigacije, što jednostavnije prezentacije proizvoda i usluga kao i na unapređenju aplikacionih formi za podnošenje zahteva onlajn. Za ključne proizvode, uvedene su „landing stranice“, kako bi prezentacija proizvoda i apliciranje onlajn bilo još jednostavnije.Pored toga, ponuda proizvoda učinjena je još atraktivnijom dajuci posebne, povoljnije uslove za onlajn apliciranje za proizvod.

U skladu sa tim, unapređen je i onlajn prodajni proces, kako bi klijentima bilo omoguceno da na što jednostavniji način podnesu zahtev za proizvod na ovaj način. Pored jednostavne aplikacione forme, uveden je i nov način obrade onlajn zahteva, tako da korisnici kada podnesu zahtev mogu da očekuju poziv agenta u roku od 24 sata i tako brzo i lako završe proces zahteva za proizvod banke.

Još jedna novina u 2015. godini bilo je pokretanje zvanične Facebook stranice banke. Precizno kreiranom strategijom, stalnim planiranjem mesečnog sadržaja, aktivacijom fanova i sponzorisanim

oglasima, za nepunih 11 meseci stranica je dostigla preko 16.000 pratilaca. Pored Facebook stranice, u sferi društvenih mreža Sberbank Srbija je aktivna i na LinkedIn mreži, na Google+ platformi i ima svoj zvanični YouTube kanal.


Stalni cilj upravljanja rizicima je da se obezbedi stabilno poslovanje kao osnov za ispunjenje

poslovne politike i strategije banke.

Banka upravlja rizicima i donosi odluke u skladu sa definisanim rizičnim profilom koji određuje prihvatljiv nivo kreditnog, tržišnog, operativnog i rizika likvidnosti. Upravljanje rizicima treba da zaštiti, ali i da efikasno koristi kapital banke i da održava adekvatnost kapitala na potrebnom nivou kako bi poslovanje banke bilo sigurno za sve zainteresovane strane (klijente, vlasnike, zaposlene i regulatore).

Kako je visok nivo problematičnih kredita jedan od osnovnih problema finansijskog sektora Srbije, Sberbank Srbija je u toku 2015. godine preduzela niz aktivnosti i mera za njihovo rešavanje. S jedne strane su povećana rezervisanja za postojeće problematične plasmane, otpisana su nenaplativa potraživanja, i prodat je deo portfolija problematičnih plasamana.S druge strane su sprovedene raznovrsne aktivnosti na restrukturiranju problematičnih plasmana i ponovnoj produktivnoj upotrebi raznih sredstava do tada zarobljenih u problematičnim plasmanima. Nadalje, posebna pažnja je posvecena unapređenju

funkcija, procesa i sistema praćenja kvaliteta kreditnog portfolija i ranog uočavanja povecanog kreditnog rizika klijenata i na taj način značajno je smanjen priliv novih problematičnih plasmana.

Tokom 2015. godine Evropska Centralna Banka je sprovela sveobuhvatnu kontrolu poslovanja SBEU grupe i svih njenih članica, uključujući i Sberbank Srbija, sa osnovnim ciljem da proveri da li su banke adekvatno kapitalizovane. Najvažniji deo kontrole se odnosio na procenu akekvatnosti upravljanja kreditnim rizikom i proveru kvaliteta kreditnog portfolija banaka. Takođe, u cilju povecanja transparentnosti, sagledavanja eventualnih potreba za dodatnim kapitalom kod pojedinih banaka i uopšte jačanja poverenja u finansijsku poziciju domacih banaka Narodna Banka Srbije je od juna do novembra 2015. godine sprovela posebna dijagnostička ispitivanja u 14 banaka koje posluju u Republici Srbiji radi provere kvaliteta aktive tih banaka, a među kojima je bila i Sberbank Srbija.

Ove obuhvatne i zahtevne kontrole su potvrdile da su procesi i procedure banke visokog kvaliteta i da banka raspolaže dovoljnim nivoom kapitala za pokrice svih rizika kojima je izložena u svom poslovanju (što potvrđuje i visok pokazatelj adekvatnosti kapitala), čime je potvrđena njena stabilnost i solventnost. Ovo je još jedan dokaz da su naši klijenti mudro odabrali stabilnost i snagu Sberbanke.

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

U cilju efikasnog upravljanja likvidnošću, dužnosti su podeljene između Sektora za investicije i tržišta koje vrši operativno upravljanje likvidnošcu, Odeljenja za upravljanje aktivom i pasivom koje se bavi strukturnom likvidnošcu i optimizacijom izvora i plasmana dok Grupa za upravljanje tržišnim rizicima radi analize i stres testiranje likvidnosti. U cilju smanjenja rizika likvidnosti banka nastoji da koristi diversifikovane izvore novčanih sredstava, kao što su: depoziti sa različitim rokovima dospeca (po broju i vrsti deponenata), dugoročna sredstva sa različitih finansijskih tržišta, subordinirane obaveze i akcijski kapital.

Tokom 2015. godine banka je usmerila svoj fokus na rast i povećanje udela lokalnih izvora finansiranja, odnosno porast depozita naših klijenata. Ukupan ostvareni godišnji prirast depozita iznosi 148 miliona evra, što govori o velikom poverenju od strane klijenata i bitnom smanjivanju zavisnosti u finansiranju od centrale odnosno vecoj 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. Banka održava portfolio koji se sastoji od visoko likvidnih hartija od vrednosti koje mogu lako da se konvertuju u gotovinu u slučaju nepredvidivih i negativnih oscilacija u tokovima gotovine.

Principi upravljanja kapitalom i rizicima će biti neprekidno usavršavani i revidirani u skladu sa razvojem regulative, promenama u okruženju, veličinom i kompleksnošcu poslovanja banke kao i najboljim međunarodnim primerima.

Resor za finansije i rizike


Resor za upravljanje operacijama nosilac je projekta kojim je uspešno implementiran

Zakon o platnim uslugama. Projekat je trajao pet meseci i od 1. oktobra poslovanje banke u potpunosti je usklađeno sa ovim zakonom koji uređuje uslove i način pružanja usluga platnog prometa, elektronskog novca i platnih sistema. Tokom projekta bilo je dosta izazova kao što su: analiza zakonskog okvira, projektovanje, razvoj i implementacija adekvatnog informacionog rešenja, usklađivanje procesa i internih procedura, izmena Opštih uslova poslovanja

i ugovorne dokumentacije, kao i obaveštavanje klijenata o predviđenim izmenama.

Tokom 2015. godine, Služba za informacione tehnologije aktivno je doprinela realizaciji postavljenih poslovnih planova, prevashodno uvođenjem savremenih end-to-end informatičkih rešenja i optimizaciji postojecih procesa.

Kontinuirana posvećenost racionalizaciji troškova i resursa ogleda se u brojnim preduzetim aktivnostima. Tako je na osnovu uvođenja novih rešenja u oblasti telekomunikacija ostvarena ušteda od 26% dok je istovremeno uvođenjem novih, znatno pouzdanijih multifunkcionalnih štampača povecan stepen zaštite podataka i informacija.

U oblasti platnog prometa zabeleženo je značajno povecanje obima aktivnosti. Tako je u domacem platnom prometu zabeležen porast naloga dostavljenih elektronskim bankarstvom za 20,83% u odnosu na prethodnu godinu, dok to povećanje u međunarodnom platnom prometu iznosi 15,42%. Povecanje ukupnog broja naloga u domacem platnom prometu u odnosu na prethodnu godinu iznosi 17,06%. Porast ukupnog broja naloga od 6,19% zabeležen je i u međunarodnom platnom prometu.

Posvecenost zadovoljstvu klijenata rezultirala je skracenjem vremenskog perioda od trenutka odobravanja do trenutka isplate kredita za čak 37% za fizička lica i mala i srednja preduzeca.

Ostvaren je porast broja kartica za 100,5%, a za isti procenat povecana je i produktivnost.

Resor za upravljanje operacijama tokom godine ostvario je značajne rezultate u unapređenju procesa, povecanju produktivnosti i upravljanju troškovima, te postavio osnove za dalja poboljšanja i nove projekte koji ce biti sprovedeni 2016. godine..

Resor za upravljanje operacijama

Optimizacija IT infrastrukture u cilju poboljšanja nivoa usluga

Podrška implementaciji svih zakonskih izmena

Razvoj internih aplikacija za podršku poslovnim procesima

Uvođenje međubankarskog kliring sistema u devizama

Unapređenje mobilnog bankarstva za fizička lica

Centralizacija i optimizacija svih štampi iz IT sistema

Podrška projektu konverzije PIKA kartice u platnu Super Karticu

Glavni pravci delovanja

Godina 2015. je za banku kao poslodavca bila veoma uspešna. Tokom godine Sberbank Srbija se pozicionirala na drugo mesto kao najpoželjniji poslodavac u anketi sporovedenoj od strane AIESEC-a, i na prvo mesto

među bankama.

Godinu 2015. završili smo sa 768 zaposlenih. Tokom godine smo zaposlili 193 novih kolega i koleginica.

Prosečna starost zaposlenih u banci je 36 godina a prosečan radni staž je 4 godine i 7 meseci.

Radili smo, kao i prethodne godine, na korporativnoj kulturi i implementaciji vrednosti banke:

Drugu polovinu godine obeležio projekat PIKA migracije u okviru koga je bilo angažovano i obučeno za rad preko 120 novih zaposlenih.

Plan za narednu godinu je poboljšanje pracenja uspešnosti zaposlenih, dalji razvoj internih treninga kako bismo omogucili što bolji prenos znanja u okviru banke, kao i razvoj višeg i srednjeg menadžmenta.

66%

Master ili II stepen studija

13%

I stepen studija

21%

Srednje obrazovanje

Nivo obrazovanja zaposlenih u banci

66% 34%

Prosečan radni staž

4,7 godina

Prosečna starost

36 godina

66%

Master ili II stepen studija

13%

I stepen studija

21%

Srednje obrazovanje

Nivo obrazovanja zaposlenih u banci

66% 34%

Prosečan radni staž

4,7 godina

Prosečna starost

36 godina

LJUDSKI RESURSI4.


KORPORATIVNA DRUŠTVENA ODGOVORNOST

U skladu sa strateškim opredeljenjem da projekti društvene odgvornosti predstavljaju integralni

deo poslovanja, tokom 2015. godine podržane su brojne akcije i inicijative u domenu humanitarne pomoci, obrazovanja, kulture i sporta.

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

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

• Sistemsko prikupljanje i reciklaža otpada U skladu sa Zakonom o zaštiti životne sredine postavljene su kante za prikupljanje plastičnog i papirnog otpada koji se zatim reciklira. Rezultat inicijative je da je tokom godine prikupljeno preko 3 tone raznog otpada i 4 tone elektronskog otpada.

• Racionalizacija korišćenja papira Uspostavljeno je centralizovano upravljanje uređajima; uvedeni su multifunkcionalni aparati koji su podešeni na dvostrano štampanje materijala, što je rezultiralo uštedom od preko 25 procenata.

• Reciklirajmo za humanost Zaposleni su prikupljali plastični otpad za reciklažu, a prikupljena sredstva donirana su fondu za lečenje Une Mitrovic, učenice OŠ ,,Jovan Miodragovic”.

• Čep za hendikepBanka se priključila humanitarnoj 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 zapušače. Novac od reciklaže sakupljenih čepova koristi za kupovinu invalidskih kolica za potreb ovih korisnika. Akcija ce biti nastavljena i u narednoj godini.

• Uređenje parka u Bulevaru kralja Aleksandra 84 finansirala je banka, a akciji su doprinos pružili i zaposleni volonterskim učešcem. Zaposleni su čistili park, farbali klupe i ogradu, te postavljali sadnice. Po završenom uređenju, park je posetio i gradonačelnik Beograda, gospodin Siniša Mali i zasadio drvo. Banka je obezbedila i finansiranje održavanja parka u trajanju od godinu dana, od trenutka završetka uređenja.

6.KOMUNIKACIJE

Sberbank Srbija komunikaciju sa svim zainteresovanim javnostima planira i sprovodi

na strateškom nivou, prepoznajuci je kao sredstvo koje doprinosi izgradnji i održavanju pozitivne reputacije. Na taj način se postiže dugoročno zadovoljstvo korisnika, ali i zaposlenih, bolji rezultati, te uspešnije poslovanje u celini.

Komunikacione aktivnosti podeljene su u četiri segmenta:

• Interna komunikacija

• Eksterna komunikacija

• Korporativna društvena odgovornost

• Organizacija događaja

Tokom 2015. godine banka je negovala i unapređivala saradnju sa medijima promovišuci proizvode i usluge, ali i druge aspekte poslovanja. Fokus je bio na kreiranju i distribuciji pravovremenih, tačnih i relevantnih informacija putem nacionalnih, kao i lokalnih televizijskih i radio stanica, štampanih, te onlajn medija.

Sberbank Srbija u medijima

Ukupan broj medijskih priloga koje je banka ostvarila tokom godine iznosi 1239, od čega je 267 priloga objavljeno u štampanim medijima, 83 u elektronskim medijima i 795 u onlajn medijima. Medijske agencije su objavile 94 priloga.

Glavne teme koje su se izdvojile u medijima:

Bankarski proizvodi i usluge

• Oročena štednja

• Subvencionisani krediti za poljoprivredu

• Jednostavno tekući račun

• Platna Super Kartica.

Opšte teme

• Poslovanje Sberbank grupacije

• Saradnja sa Vladom Republike Srbije

• Rusko-srpski poslovni forum u Moskvi

5.


U kvalitetnom pracenju i ispitivanju ključnih aspekata u klijentovom životu i iskustvu sa

bankom pomažu definisani Standardi kvaliteta usluge i metodologije merenja.

Oslanjajuci se na korporativne vrednosti “Svi za klijenta” i ”Mi smo tim”, a sa ciljem povecanja zadovoljstva klijenata i konstantnog unapređenja kvaliteta usluge, u oktobru mesecu 2015. godine usvojeni su interni standardi kvaliteta usluge sa čijom implementacijom se krece u 2016. godini.

Prvi interni standard kvaliteta – S1:

Standard S1 ispituje ’’Kvalitet usluge’’ metodom istraživanja Mystery Shopping (Tajna kupovina) sa ciljem merenja performansi zaposlenih u ekspoziturama, odnosno utvrđivanja odstupanja od definisanih internih standarda kvaliteta usluge, standarda za tehnike prodaje i poznavanja proizvoda. Iz ovog istraživanja se dobijaju ključni indikatori SQI - Service Quality Index (indeks kvaliteta usluge) i NPS – Net Promoter Score po ekspozituri (neto vrednost preporuke).

Drugi interni standard kvaliteta – S2:

Standard S2 istražuje ’’Zadovoljstvo klijenata’’ sa ciljem utvrđivanja nivoa zadovoljstva klijenata u toku saradnje sa bankom, na više od 40 aspekata. Ključni indikatori koji se dobijaju iz ovog istraživanja su CSI – Customer Satisfaction Index (indeks zadovoljstva klijenata) i NPS – Net Promoter Score na nivou banke (neto vrednost preporuke).

Kvalitetproizvoda

Cene

Usluga,

zaposleni

Emocionalnifaktor

Izgl

ed

eksp

ozitu

re

ZADOVOLJSTVO KLIJENTA

Kvalitetproizvoproizvoda

Cenee

Usluga,

aposleni

Uslug

Emcionalnifaktor

Emociona

Izgl

ed

eksp

oek

spoz

iture

ISTRAŽIVANJA I RAZVOJ

U sklopu daljeg razvoja i istraživanja potreba i očekivanja klijenata, Sberbank Srbija se u 2015.

godini opredelila za strateško upravljanje iskustvom klijenata. Upravljanje iskustvom klijenata ili ‘’Customer Experience Management’’ predstavlja modernu disciplinu i metodologiju koja se koristi za sveobuhvatno upravljanje iskustvom klijenata, interakcije i transakcije sa kompanijom, proizvodom, brendom ili uslugom, a sve u cilju zadovoljenja potreba klijenata.

U okviru Resora za poslovanje sa stanovništvom postavljena je strategija i uvedeni su interni standardi kvaliteta za unapređenje usluge u Sberbank ekspoziturama, sa fokusom na blagajničko i savetničko poslovanje, organizaciju rada, smanjenje vremena čekanja u redovima, upucivanje prigovora i segmentirani brzi servis za mikro klijente.

U sklopu poslovnog segmenta upravljanja iskustvom klijenata, Sberbank Srbija je u toku 2015.godine organizovala niz aktivnosti namenjenih poboljšanju iskustva klijenata sa fokusom na važnost ponašanja i reakciju klijenata u saradnji i kontaktu sa bankom. Sprovedena su testiranja i merenja prvenstveno namenjena proveri i analizi iskustva i zadovoljstva klijenata proizvodima i uslugom u banci, kao i istraživanja vezano za percepciju Sberbank brenda, imidža i uspešnosti oglašavanja:

Razvoj prepoznatljivosti brenda (Brand Awareness)

U svakom kvartalu u toku godine, pomocu istraživanja FMDS (finansijski omnibus) koje sprovodi nezavisna agencija GfK, meri se prepoznatljivost Sberbank brenda na tržištu i prati se njegov trend. U 2015. godini, ostvareni su slični rezultati spontane prepoznatljivosti brenda kao u 2014. godini, odnosno sa ostvarenih 12,9% u četvrtom kvartalu 2015. godine održana je dobra pozicija prepoznatljivosti Sberbank brenda i pored povecanog prisustva i marketinških aktivnosti drugih banaka na tržištu.

Regulisanje čekanja u redovima i veća diskrecija na blagajni

U cilju povecanja kvaliteta usluge, u svim Sberbank ekspoziturama izvršena je postavka zelenih traka na podu ili postavka stalaka sa natpisom ,,Molimo Vas sačekajte ovde”. Na taj način, izašli smo u susret zahtevima klijenata da im se omoguci diskrecija pri obavljanju blagajničkih poslova i omoguceno je zaposlenima u ekspoziturama nesmetano i sigurnije obavljanje posla uz organizovano čekanje u redu na blagajni.

Posebna blagajna za mikro klijente

Kroz segmentiran pristup osluškivanja potreba klijenata, malim preduzecima i preduzetnicima obezbeđen je poseban servis na blagajni. Od septembra meseca, vecina Sberbank ekspozitura ima blagajne namenjene servisiranju ovog poslovnog segmenta na kojima mogu obaviti sve svoje finansijske potrebe bez dužeg čekanja u redu.

Unapređenje procesa za upućivanje prigovora - Vaše mišljenje je važno!

U želji da se što bolje upoznaju klijenti i izađe u susret njihovim potrebama, unapređen je proces, dokumentacija, kontakt forme i mesta za upucivanje prigovora, pohvala, sugestija ili za postavljanje pitanja. Kompletan proces dobio je svoj formalni naziv ‘’Vaše mišljenje je važno’’ i posebnu stranicu na veb sajtu banke sa kompletnom formom i transparentnim podacima za upucivanje prigovora. U svim Sberbank ekspoziturama, postavljene su specijalne bele kutije za ubacivanje posebno dizajniranog i prilagođenog formulara ‘’Vaše mišljenje je važno’’.

Implementacija internih standarda kvaliteta usluge

7.


FINANSIJSKI IZVEŠTAJI8.

Racio operativni troškovi kroz neto prihode iz poslovanja

44%2012

43%2013

48%2014

67%2015

u milionima RSDUkupni depoziti klijenata

24,7052012

28,1372013

35,8522014

53,6552015

u milionima RSDPlasman kredita (bruto)

78,6552012

71,5182013

77,0582014

77,9642015

Pokazatelji poslovanja Propisano

Kapital min. EUR 10.000.000

Adekvatnost kapitala min. 12%

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 103.218.519

20,05%

5,60%

22,57%

169,17%

1,91

8,35% max. 20%

Ostvareni pokazatelji poslovanja Banke na dan 31. decembar 2015. godine

Ključni pokazatelji 2012-2015.


BILANS USPEHA za godinu završenu 31. decembra 2015. godine

BILANS STANJA za godinu završenu 31. decembra 2015. godine

U hiljadama dinara

Prihodi od kamata

Rashodi kamata

Neto prihod po osnovu kamataPrihodi od naknada i provizija

Rashodi naknada i provizija

Neto gubitak po osnovu finansijskih sredstava namenjenih trgovanju

Neto gubitak po osnovu investicija u pridružena društva i zajedničke poduhvate

Neto gubitak po osnovu zaštite od rizika

Neto prihod od kursnih razlika i efekata ugovorene valutne klauzule

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:Akcionarima matičnog pravnog lica

2015.

6.484.905

(1.492.834)

4.992.0711.358.773

(382.269)

(6.525)

(131)

(10)

368.106

67.376

(2.672.524)

(1.278.380)

-84.356

(148.578)(2.879.996)

(497.731)

2014.

6.196.626

(1.451.229)

4.745.3971.278.647

(130.334)

(335)

-

-

470.147

85.747

(1.710.167)

(1.323.286)

(69.474)7.776

(142.546)(1.661.759)

1.549.813

Neto prihod po osnovu naknada i provizija 976.504 1.148.313

Gubitak/ dobitak pre oporezivanja (582.087) 1.611.511

Gubitak/ dobitak nakon oporezivanja (497.731) 1.549.813

Zarada po akciji (u dinarima bez para) - 254

U hiljadama dinara 2015. 2014.

AKTIVAGotovina i sredstva kod Centralne banke 17.490.339 6.896.956Finansijska sredstva po fer vrednosti kroz bilans uspeha namenjena trgovanju 17.726 5.734Finansijska sredstva raspoloživa za prodaju 12.262.823 11.190.848

Finansijska sredstva koja se drže do dospeća - 499.323Krediti i potraživanja od banaka i drugih finansijskih organizacija 7.339.593 19.670.409Krediti i potraživanja od komitenata 67.767.172 68.461.508Nematerijalna ulaganja 277.203 209.186Nekretnine, postrojenja i oprema 553.576 615.477Tekuća poreska sredstva 64.071 159.881Odložena poreska sredstva 94.207 10.940Ostala sredstva 711.103

OBAVEZEFinansijske obaveze po fer vrednosti kroz bilans uspeha namenjene trgovanju 20.557 2.040

Depoziti i ostale obaveze prema bankama, drugim finansijskim organizacijama i Centralnoj banci 21.842.496 41.744.658Depoziti i ostale obaveze prema drugim komitentima 53.655.327 35.852.280Subordinirane obaveze 6.689.713 6.652.706Rezervisanja 399.223 552.753Odložene poreske obaveze 78.495 -

KAPITALAkcijski kapital 14.820.961 14.820.961

Gubitak (497.731) 1.549.813

Rezerve 8.877.673 6.873.106

Ostale obaveze 949.906 383.048

Nerealizovani gubici (1.090) -

968.820

UKUPNA AKTIVA 106.835.530 108.431.365

UKUPNO OBAVEZE 83.635.717 85.187.485

UKUPAN KAPITAL 23.199.813 23.243.880

UKUPNO PASIVA 106.835.530 108.431.365


UPRAVNIODBOR

PREDSEDNIKIZVRŠNOGODBORA

Službausklađenostiposlovanja

banke

Službainternerevizije

Služba zaljudskeresurse

Pravnaslužba

RESOR ZA POSLOVE SA STANOVNIŠTVOM

(Član Izvršnog odbora)

Odeljenje zarazvoj

proizvoda

Sektorprodaje i

distribucijeMarketing i

komunikacije

Odeljenje zadigitalno

bankarstvo ipartnerstva

Grupa zaposlove

zastupanja uosiguranju

Grupa zaobuku ipodrškuprodaje

RegionBeograd

RegionNovi Sad

RegionKragujevac

Regionalni centarBeograd 1

Regionalni centarBeograd 2

Ekspoziture

Ekspoziture

EkspozitureRegionalni centarNovi Sad

RESOR ZA POSLOVESA PRIVREDOM I

GLOBALNA TRŽIŠTA(Član Izvršnog odbora)

Sektor zaposlove sa

malim i srednjimpreduzećima

Odeljenje zaposlove sa

malim isrednjimpreduzećima

Odeljenjekreditneanalize

Odeljenje zarazvoj

proizvodai MIS

RegionalniCentar

Beograd

RegionalniCentarČačak

RegionalniCentar

Novi Sad

Grupa zabrokerskeposlove

Grupa zadilerskeposlove

Grupa zakorporativne

poslove

Sektor zainvesticije i

tržišta

Odeljenjetrgovanja

Odeljenje zaprodaju

finansijskihinstrumenata

Odeljenje zabrokersko-

dilerskeposlove

Sektor zaposlove saprivredom

Odeljenje za poslove sa

korporativnimklijentima i javnim

sektorom

Grupa za uslugeklijentima iz

Zajednicenezavisnih

država

Odeljenje zafinansijskeinstitucije ifinansiranje

spoljnotrgovinskihposlova

RESOR ZAUPRAVLJANJE

FINASIJAMA I RIZICIMA(Član Izvršnog odbora)

Odeljenje zaanalizu

kolaterala

Odeljenje zaupravljanjeaktivom ipasivom

Sektor zaprocenu

kreditnogrizika

Odeljenje zaprocenu

kreditnog rizikaza poslove sa

privredom

Odeljenje zaprocenu


malom privredom

Odeljenje zaprocenu


stanovništvom

Odeljenje zaintegrisanoupravljanje

rizicima

Grupa zaportfolio analizu

- integrisanoupravljanje

rizicima

Grupa zametodologiju i

procese - integrisano

upravljanje rizicima

Grupa zaupravljanje

operativnimrizicima

Grupa zaupravljanje

tržišnimrizicima

Odeljenje zaupravljanje

kreditnim rizikomu segmentustanovništva

Grupa za analizukreditnog rizika

portfolia imodeliranjeu segmentustanovništva

Grupa zametodologiju

kreditnog rizikau segmentustanovništva

Grupa zatehnologiju u

kreditnimrizicima

u segmentustanovništva

Odeljenje zaupravljanje

kreditnim rizikomu segmentu

privrede

Grupa za analizukreditnog rizikaportfolia i limite

u segmentuprivrede

Grupa zametodologiju

kreditnog rizika irezervisanjau segmentu

privrede

Grupa zatehnologiju u

kreditnimrizicima

u segmentuprivrede

Sektor zarestrukturiranje i

naplatuproblematičnih

plasmana

Odeljenje za ranuidentifikaciju

problematičnihplasmana u

sektoru privrede

Odeljenje zarestrukturiranje i


plasmana zaposlove saprivredom

Odeljenje zarestrukturiranje i


plasmana zaposlove sa

stanovništvom

Grupa za ranunaplatu

potraživanja zaposlove sa

stanovništvom

Sektor zafinansije

Odeljenjeračunovodstva

Odeljenjeupravljanjafinansijama

Grupa zaizveštavanje

Narodnoj BanciSrbije

RESOR ZAUPRAVLJANJEOPERACIJAMA

(Član Izvršnog odbora)

Služba zaorganizaciju iupravljanjeefikasnošću

Sektorbankarskihoperacija

Služba zaodržavanje i

podršku

Grupa zainfrastrukturu

i operacije

Grupa zaaplikativnu

podršku

Služba zainformacionetehnologije

Odeljenjeplatnogprometa

Grupa zaplatni promet u

zemlji

Grupa zaplatni promet

sainostranstvom

Grupa zarežimskukontrolu

Grupa zapodršku sektoru

tržišta

Grupadokumentarnih

poslova igarancija

OdeljenjeDirektnih

kanala

Kontakt centar

Odeljenje zaadministraciju

računa ipodršku mreži

Grupa zapodršku mreži

Grupa zaadministraciju

računa

Grupa zaposlove

glavnog trezora

Odeljenjekreditne

administracije

Grupa kreditneadministracije

za rad sastanovništvom

Grupa kreditneadministracije

za rad saprivredom

Grupa zaknjiženje i

usaglašavanje

Grupa zanabavku

Služba zabezbednost

B-2 pozicije

B-1 pozicije

ORGANIZACIONA ŠEMASberbank Srbija a.d. Beograd9.

VAŽI OD 3.11.2015.

Annual Business Report for 2015 1

ANNUAL

2015BUSINESSREPORT

2 Sberbank Serbia a.d. Belgrade Annual Business Report for 2015 3

ContentsAbout Sberbank and Sberbank Europe

Foreword of the Executive Board

Ressort and Department Reports

Corporate and Global Markets Ressort

Retail Ressort

Finance and Risk Ressort

Operations Ressort

Human Resources

Communications

Corporate Social Responsibility

Research and Development

Financial Statements

Key Facts 2012-2015

Performance Indicators

Income Statement

Balance Sheet

Organisation Structure

4

6

8

8

10

16

18

19

20

21

22

24

24

25

26

27

28


ABOUT SBERBANK AND SBERBANK EUROPE1

Slovakia

Czech RepublicUkraine

HungaryAustria

SloveniaCroatia

Bosnia and Herzegovina

Serbia

Germany

Assessment exercise by the ECB. Sberbank Europe comfortably passed the AQR, resulting in a Common Equity Tier 1 (CET1) ratio of 9.6%, which is above the 8% threshold defined by ECB. The pre-AQR adjusted Stress Test results showed a CET1 ratio of 10.5% under baseline scenario and 6.3% under adverse scenario for year-end 2017. The post-AQR adjusted Stress Test results led to a CET1 ratio of 8.9% under baseline scenario for year-end 2017 (above the defined 8% threshold).

The post-AQR adjusted Stress Test results for year-end 2017 under the adverse scenario showed a CET1 ratio of 4.2% (threshold 5.5%). The implied capital shortfall (EUR 138.5 mn) has been fully covered by capital measures executed already in the first nine months of 2015. In addition, CET1 capital increased by 100 mn EUR in Q4 2015, providing room for new business. Sberbank Europe created a solid base for business activities for 2016 and beyond by successfully converting 370 mn subordinated loans (Tier 2 capital) to CET1 capital.

The bank significantly improved both the capital structure as well as its CET1 capital ratio. After the conversion, Sberbank Europe’s estimated CET1 capital ratio increased to 14.5%. According to a 2015 report issued by the European Banking Authority (EBA), the average CET1 ratio among Austrian banks reaches 11.3%.

Growth in Retail Business; Financial Results Impacted by One-Offs and Ramp-Up Investments

As a banking group, Sberbank Europe is still within a significant ramp-up phase, even though at a slower pace which mirrors the revised business strategy. Sberbank Europe’s business results continue to reflect ramp-up investments into employee base, IT and operations.

In addition, one-off effects such as EUR 25 mn resulting from the CHF-loans legislation in Croatia have negatively affected the business results in 2015. As growth expectations since Sberbank’s market entry in 2012 could not fully materialize, net result and key financials for Sberbank Europe remained subdued in 2015.

Last year, Sberbank Europe continuously grew its balance sheet in Retail business.

New lending has been growing significantly in Czech Republic, Serbia and Slovakia. The Retail segment continued to contribute to the funding base in all countries, strongly supported by the purely-online bank Sberbank Direct in Germany, where a deposit volume of almost EUR 1.8 bn has been reached. The Czech subsidiary successfully grew its customer base by 50% (exceeding 100,000 customers) compared to 2014.

Sberbank Europe continues to develop its digital capabilities. In Czech Republic and Croatia, Sberbank Europe’s subsidiaries are piloting a new mobile banking application, while in Serbia, Slovenia and in Hungary Sberbank Europe upgraded the current mobile and internet applications. A fully redesigned website was launched in Slovenia and will be soon rolled out in other countries including Austria.

Corporate & Investment Banking business continued to grow in 2015. The loan volume increased year-on-year by 5%, reaching an all-time high of EUR 3.95 bn at year-end. In 2015, the volume of new corporate loans (incl. prolongations) disbursed within the Sberbank Europe network reached a record level of EUR 1.6 bn, mainly on the back of the strong performance of Sberbank Europe AG, with an annual growth of more than 35% in loans, and a 65% increase in customer base.

Sberbank Europe AG, headquartered in Vienna, Austria, is a banking group that is 100%

owned by Sberbank Russia. Since Sberbank Russia acquired Volksbank International (VBI) in 2012 and rebranded it into Sberbank Europe, major steps were taken to gradually transform Sberbank Europe into a fully-fledged self-funded and profitable universal bank with a strong focus on retail and corporate customers. Sberbank Europe is present in 10 markets in Central and Eastern Europe: Austria, Bosnia and Herzegovina (Sarajevo and Banja Luka), Croatia, Czech Republic, Hungary, Slovakia, Slovenia, Serbia, Ukraine and Germany. 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 has more than 700,000 customers, operates 280 branches and employs around 5,000 employees across CEE. Total assets of Sberbank Europe amount to EUR 14.3 bn (as of YE 2015).

Revised Business Strategy

The business model of Sberbank Europe has been, among other factors, mainly influenced by two external developments of the recent

years: The low interest rate environment and the imposed EU and US sanctions against Russia in the aftermath of the Crimea crisis.

Because of these factors, the initial growth expectations for Sberbank Europe could not fully materialize. Consequently, Sberbank Group reviewed throughout 2015 its business model against its long-term profitability prospects in the markets of its presence. As an important step in executing its revised business strategy, Sberbank Europe signed an agreement with Penta Investments about the sale of the 99.5% stake of Sberbank Slovensko. The deal is expected to be closed in 1HY 2016. At present, Sberbank Europe is not pursuing growth in all markets, but selectively choosing its core markets and core segments to strengthen and further develop its customer base.

Sberbank Europe AG Completed Comprehensive Assessment by ECB

In November 2014, Sberbank Europe has been classified as a significant institution and is directly supervised by the ECB. In 2015, Sberbank Europe, previously supervised by Austrian authorities, successfully completed the Comprehensive


Executive BoardSberbank Serbia a.d. Belgrade

Dušan Radičević Member of the Executive Board

Marijana Vasilescu Member of the Executive Board

Valeriy Ovsyannikov President of the Executive Board

Staša Popović Member of the Executive Board

Vladimir Pajović Member of the Executive Board

Dear Sir/Madam,

We are satisfied with the results achieved by the end of 2015, in light that they are a primary consequence of a well-thought and planned long-term risk management strategy. We have been very successful in covering non-performing loans, which was a significant expense for the bank in 2015 and which greatly influenced our financial results at the end of the year. On the other hand, we have improved our risk management and loan approval policies, which shall provide a healthy basis for further accomplishments in the years to come.

It is important to mention that during the year, the European Central Bank (ECB) conducted an overall assessment of Sberbank Europe AG’s business, which included a quality inspection of its assets and a Stress test. The results indicated that the Bank’s capital position was solid and that it is in complete accordance with the applicable requirements of the ECB.

FOREWORDOF THE EXECUTIVE BOARD2

In Serbia, in 2015 the National Bank of Serbia conducted a Stress Test, examining the adequacy of capital of the biggest banks in the market. The ability of Sberbank Serbia to respond to extraordinary risks was graded as excellent, since the adequacy of the Bank’s capital after the Stress test was exceptionally high and amounted to as much as 15,40%, while before the test it was at 17,46 percentage points.

In our Corporate and Global Markets and Retail Ressorts, we have recorded a growth in business indicators. We have achieved an increase in the customer portfolio, as well as a rise in the volume of extended loans and collected deposits.

The Retail Ressort faced signif icant changes of the legal framework and adapted successfully to it. When it comes to the deposits, our Step Up savings proved to be a very successful product, whereas the Dobro jutro savings was identif ied as unique due to its innovative character and simplicity of use. In 2015, the Bonus loan was once again the primary choice of our customers. At the end of the year, we launched a unique PIKA migration project, where the users of the payment PIKA cards migrated onto the payment Super Kartica. In a very short period, this project brought about some excellent results and set the foundation for future growth.

In the Coroprate and Global Markets Ressort, we recorded an increase in the volume of business with the existing customers, but also an increase in the new customers’ portfolio. Our customer-oriented approach, offer of customised products, high quality of service and prompt realisation have contributed to a positive result in this segment.

During the Serbian-Russian business forum in Moscow, we entered into agreements on cooperation with companies such as NIS a.d. Novi Sad and Energoprojekt Holding a.d Belgrade, with the aim of improving and strengthening the strategic cooperation. We have also established an effective f inancing model for local governments, which shall be additionally supplemented through PPP (public-private partnership) as a suitable f inancing model in terms of investment projects within the scope of local governments.

Our main focus when it comes to operations management was to support the banking business accompanied by a secured highest level of operational effectiveness, cost optimisation and improvement of security information technologies.

We would like to express our gratitude to our customers which have placed their trust in us, have been with us for several years, with whom we have grown together and for whom we are constantly improving ourselves for. We are sincerely thankful to all our employees, who made the greatest contribution and who, with their personal effort, made 2015 the year of continued growth for Sberbank Serbia. In 2016, we shall continue to be oriented towards our customers and their needs, to improve the existing relationships and to create new ones, all the while aspiring to exceed our customers’ expectations and to increase their satisfaction.

With respect,The Executive Board of Sberbank Serbia

Note: Members of the Board are introduced in standing order, from left to right.


RESSORT AND DEPARTMENT REPORTS

When it comes to doing business with legal entities, in 2015, the Serbian banking market

was characterised by a drop in activities in the first half of the year, only to then experience a rise in these activities in the second half. However, a more substantial growth did not occur, so that the level of placements did not exceed the one recorded in 2012.

In the Corporate and Global Markets Ressort, Sberbank Serbia achieved good results in 2015, having in mind the general business climate in Serbia, as well as the external factors related to global markets. A placement growth was recorded in the SME Banking Division, whereas on the other hand, a mild drop was recorded in the Corporate Banking Division.

Nevertheless, the bank continued with its trend from the previous years, which is to achieve cooperation with large corporate customers through the members of Sberbank Group, which is essentially interpreted as a growth in the Corporate Banking Division. This is undoubtedly the result of the increased volume of cooperation with existing customers, but also the increase in the number of new customers.

Corporate and Global Markets Ressort

3Cooperation agreements were signed with the companies NIS a.d. Novi Sad and Energoprojekt Holding a.d. Beograd, during the Serbian-Russian Business Forum in Moscow, with the aim of further promotion and strengthening of our strategic cooperation. The Bank approved a guarantee potential for Energoprojekt in the amount of 50 million EUR.

As a result of the above stated, the volume of payment operations through the bank was increased, which lead to enhancing the volume of collected deposits that enabled the bank to achieve a higher level of self-funding.

The Bank opened its door to a new segment and an adequate model of financing local governments (Municipality Finance) was established, which will be additionally complemented through PPP (public-private partnership), as an adequate model of financing with regard to investment projects in local governments. Taking into consideration investment potentials, the basis for further development of the cooperation with the public sector and local governments was established.

On the other hand, a decrease on active interest rates has been recorded on the market, whereas the deposit rates did not follow this trend, which therefore caused lower profitability than in the previous years.

The bank still occupies one of the leading positions when it comes to trading with local and foreign banks, as well as in doing business with customers.

These positive advances would not have been possible if the market had not been offered new, innovative products, starting from the ones concerning the protection of customers against various risks which accompany their business to loan products. One such segment is “Bank at work”, launched by the bank at the end of 2014 and which has been upgraded in 2015. Through an innovative approach, the servicing of employees of companies who are customers of the bank has been enabled, which

lead to a significant increase in the number of customers in the Retail Ressort.

In addition, with the aim of supporting export, we launched a product called “Solution for Exporters” which is primarily oriented towards the protection against risks of collection of due receivables, but also against risks of fluctuation of the currency exchange rate. The product is primarily aimed at exporters to the Russian market, but it can also be applied to other markets. The product is completely unique and it allows customers to have a higher level of flexibility in making plans. In addition to this, it also offers the possibility of increasing export. The development of new products and services will remain one of the key motivators of future business development within the Corporate Banking Division.


The previous year was very successful for the Retail Ressort. Growth was recorded in all

sales parameters, compared to the previous year. From our overall achievement, we would like to single out the following:

1. Level of new loans amounted to EUR 108.7 million, which induced a growth of 13% compared to the year before. We wish to emphasize that the growth of loans to private individuals amounted up to 45% compared to the previous year and it reached the sum of EUR 50 million.

2. The rise in the total loan portfolio amounted to 1.3%.

3. The increase in the deposit portfolio was by EUR 77 million to a sum of EUR 256 million, i.e. a growth of up to 43%.

4. The number of new active customers was increased by nearly 40,000 (growth of 70%) and reached nearly 100,000 active customers.

5. Nearly 19,000 new current accounts were opened.

6. 30,300 credit cards were issued, which translates into a growth of 400% compared to the previous year.

7. Remuneration profit was enhanced by 29% compared to the previous year.

8. The Bank at Work segment exceeded the targeted production in loans by 231% and by 162% of the targeted number of opened accounts.

The year 2015 was a year of challenges. Regarding products, the task was to sustain continuity and continue applying an innovative approach, both towards private individuals and towards the customers in SME Banking Division.

During the previous year, major legal changes took place. In the first half of the year, all amendments to the Law on Protection of Financial Services users were successfully implemented, expanding its

application from private individuals to entrepreneurs and farmers. When the Law on Payment Services was introduced, the bank was under obligation to align its business with the provisions of this Law, by duly notifying customers of the novelties included in this Law.

The bank acted in accordance with the Decision of the National Bank of Serbia on Measures for Preserving Stability of the Financial System in the context of foreign currency-indexed loans and at the same time, it applied in practice the four models of loan repayment for customers who were extended loans indexed in Swiss francs. We have devised a precise and transparent system for monitoring and reporting on the results of these measures and activities, taken in accordance with the mentioned Decision.

As for loan products, we continued to promote the Bonus loan with a successful advertising television campaign which supported the promotional offer. Since in the second half of the year the market

became extremely turbulent in terms of pricing and conditioned by the dynamic drop in the reference interest rate, we managed to keep up with the trend and we preserved the pricing, so we preserved the pricing competitiveness with further focus on providing additional benefits to our customers. In doing so, our customers were also able to use the Jednostavno current account with free 24/7 services and included payment Super Kartica with no additional costs for its maintenance. We continued to emphasise the importance of using several connected products in order to achieve a maximum level of savings and reach the optimal price and product combination ratio. Special emphasis was placed on the process of online application for loans, which raised our offer to customers on a higher level. We enabled our clients to comfortably purchase a banking product, which, if they opt for this method of application, would reward them with a more favourable interest that was initially supposed to motivate the customers to gradually shift to the digital sales channels.

With clients from the micro segment there was a major breakthrough – we defined a clear micro-strategy for the future period, which divided the customers in 3 distinctive categories: mass, primary and premium, depending on the level of their business income. The product portfolio has been constantly expanding and it is now dominated by the revolving credit line as the most flexible product on the market. Over the year, the number of active overdrafts was substantially increased, so that from January to December, a rise of 178% was recorded. The continuous special campaign offers to this customer category contributed to preserving the bank’s position as being one of the highly identifiable leading banks in the micro segment.

Savings trends have been changing drastically during the previous years. Since the payment of interests on deposits is a basic banking principle upheld by the bank, we made it possible to keep the price of deposits on an acceptable level in the previous years, because through sustainable planning we were able to further use those resources through short-term financing. In addition to the traditional savings

products, our focus is still on the flexibility as an important quality of products aimed at customers. Our customers themselves have recognised it and this in turn materialised in the form of the highest growth exactly in Step Up savings. This product allows the option of accruing interest even before the expiration of the term of the deposit, whereby the disposal of the accrued interest is entirely free; in addition to the overnight Dobro jutro savings, where interest is accrued every morning.

During the year, we also launched the DSA (Direct Sales Agents) sales channel, which is a channel of direct distribution of retail products to the bank’s potential customers. The advantage of this approach is in the fact that through fieldwork, a direct contact with customers is achieved, as well the fact that banking services are available at the time and place which suit the customer best.

Retail Ressort


has been achieved in the domain of Partnerships, where we would like to single out the continued cooperation with the largest and most important retail companies through the Super Kartica loyalty programme. Placements to private individuals – members of the Super Kartica programme reached a level of 18 million Euros, which is more than 35% of the total bank’s placements to private individuals. Apart from this, we issued over 30,000 credit cards. A special emphasis is on the PIKA migration project, a migration from Mercator payment PIKA cards to the Sberbank payment Super Kartica, which has started in the second half of the year. Within this project, the bank has developed an entirely new system of accepting and processing of applications, which consists of internal mechanisms of decision-making with verified system capacity of 200 processed applications per hour. The system is also unique because it supports the reception of applications and their processing by the partner, with full control by the bank and with abidance by all the relevant regulations. The card migration started on December 7th

2015 in Mercator S stores and

with the support of the partner, over 32,000 applications were processed and over 20,000 credit cards issued in less than three weeks, which was the reason why Sberbank Serbia was identified as the bank with the fastest growing credit card portfolio in the country.

In the following year, the bank will continue to develop partnerships with the most successful companies in the country and especially with companies who are partners of the Super Kartica loyalty programme, thus providing customers with a wider range of banking products and services and significant benefits with completely comfortable everyday use.

In the Retail Ressort we plan to continue with the evident growth of all indicators in the following year, both in the form of innovations and devising interesting products and services, and through partnerships with the largest companies in

Serbia, with the aim of preserving the trust that more than

100.000 customers have bestowed upon us.

In the Digital Banking and Partnership Department, the bank has achieved substantial advancements where the aim was to enable customers with a simpler use of banking products and services by making them available 24/7. The electronic banking application for private individuals – internet banking, was improved and an advanced mobile banking application was included in the bank’s offer. This application enables the customers usage of a complete range of services and information, including communication with the bank, locating the nearest Sberbank branch or ATM in Serbia, overview of the balance per accounts and cards, as well as making payment transactions and exchange of foreign currencies.

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

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


As a support to the retail business, in 2015 our Marketing and Communications Department

focused on promoting key banking products:

• Bonus Loan

• Payment Super Kartica

• Step Up Savings

• Jednostavno Current Account

The start of the year was marked by the follow up of the television campaign for the Jednostavno Current Account. In addition to the innovative services included in this current account package, in February and March 2015 we promoted an additional benefit in the form of a free monthly credit card account maintenance for customers who opt for the payment Super Kartica. This was also the first time that two different banking products have been offered to the customers and the set sales targets were achieved, both in the case of current accounts and credit cards.

The Bonus Loan, a unique loan product on the Serbian banking market was promoted by means of a television campaign in two stages. During the f irst stage, the communicative focus was on the then promotional and highly competitive interest rate of 13.95%,

whereas in the second stage the focus shifted towards the maximum amount of bonus that a customer may earn. Both campaigns attracted a signif icant share of new customers and influenced the increase in sales of not only loans, but also of other banking products.

The payment Super Kartica is a credit card developed in cooperation with the Super Kartica loyalty program and it is an innovative payment instrument which may be used both for payments anywhere in the country and around the world and for collecting points to be used for purchases inside and outside the network of Super Kartica partners. This card allows payments in up to 12 interest-free instalments and in Mercator S stores even without a fee. This credit card was actively promoted throughout the year through the Super Kartica benefits booklet, advertising on Google Search and through television campaigns.

Unlike the previous year, in 2015 the savings offer occupied an important place in the bank’s offer. As a key product, we emphasised the Step Up Savings under the motto “Simply savings designed by you”. The campaign in the press and online editions was active during April and May, while during the next 6 months the same offer was promoted also on branded buses in Belgrade. In October, the communicative focus was on the attractive interest rate, as well as on savings in Swiss francs.

In 2015, many marketing activities were conducted purposefully via online channels because digital

is a strategic focus of the bank. Within the digital marketing function, an intensive activity plan has contributed to the achievement of ambitious targets regarding brand and banking products promotion, but also regarding the achievement of sales targets.

One of the most important channels for providing relevant information, promotion and sales of the banking products is the official website of the bank, www.sberbank.rs. Throughout the year, the website has been improved in terms of content, navigation, simplifying the presentation of products and services, as well as in terms of application forms for submitting online requests. We have introduced ‘’landing pages’’ for the key products, so as to further simplify the presentation of products and the application process. In addition to this, the product offer has been made even more attractive by extending special and more favourable terms if applying for the product online.

In accordance to this, we have also improved the online sales process with the aim of enabling the customers to submit their online applications for purchases of products as simply as possible. In addition to the straightforward application form, we have introduced a new procedure for the processing of the online applications, so that upon making a request, customers may expect a call from an agent within 24 hours and to complete process of application for the banking product quickly and easily.

Another innovation in 2015 was the launch of the bank’s official Facebook page. With a

precisely designed strategy, continued planning of monthly content, activation of fans and sponsored advertising, the page has reached more than 16,000 followers in less than 11 months. Apart from the Facebook page, Sberbank Serbia is also actively present on LinkedIn, Google+ platform and it runs its official YouTube channel.


A constant goal of risk management is to provide stable funding, as a basis for pursuing the

Bank’s business policy and strategy.

The bank manages risks and makes decisions in accordance with the defined risk portfolio, which determines the acceptable rate of credit, market, operational and liquidity risk. Risk management is supposed to protect, but also to efficiently exploit the Bank’s capital and to maintain capital adequacy at the level necessary to make the bank’s business safe for all the stakeholders (customers, owners, employees and regulators).

Since the high level of non-performing loans is one of the major problems of the Serbian financial sector, in 2015 Sberbank has taken a series of activities and measures to solve this problem. On one hand, the reserves for existing non-performing loans were enhanced, irrecoverable debts were written off and a portion of the non-performing loans portfolio was sold. On the other hand, we took various activities with the aim to restructure the non-performing loans and re-enable the productive use of various assets which have up to that moment been blocked in these non-performing loans. Further on, special attention was paid to

advancing functions, processes and systems for monitoring the quality of the loan portfolio and for early identification of increased credit risk of customers. By doing this, we significantly reduced the inflow of new non-performing loans.

During 2015, the European Central Bank undertook an overall inspection of the SBEU Group’s business and of the business of all its members, including Sberbank Serbia, with the primary goal to inspect the banks’ capital adequacy. The most important segment of this inspection referred to the assessment of the credit risk management adequacy and to the investigation of the Bank’s credit portfolio quality. In addition, with the aim of increasing transparency, identifying potential needs for additional capital at certain banks and generally strengthening the trust in the financial position of domestic banks, during the period from June to November 2015, the National Bank of Serbia conducted special diagnostic analyses at 14 banks, including Sberbank Serbia, doing business in the Republic of Serbia, in order to inspect the quality of these banks’ assets.

These extensive and demanding analyses verified that the processes and procedures at the Bank are of high quality and that the Bank disposes of a sufficient amount of capital to cover all the risks to which it is exposed during its business operations (which is also confirmed by the high capital adequacy ratio) and this in turn demonstrated the Bank’s stability and solvency. This is just another piece of evidence which proves that our customers have wisely opted for the stability and strength of Sberbank.

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

With the goal of effective liquidity management, the assignments were divided among the Investments and Markets Sector which is in charge of operational liquidity management, the ALM Department which is in charge of structural liquidity and optimization of sources of funding and placements, whereas the Market Risk Group handles analyses and stress testing of liquidity. Aiming at reducing its liquidity risk, the Bank aspired to use diversified sources of funds, such as deposits with different maturity dates (in terms of number and type of depositors), long-term funds coming from different markets, subordinate liabilities and share capital.

During 2015, the Bank shifted its focus towards the growth and enhancement of the share of local sources of funding, i.e. the increase in our customers’ deposits. The total annual deposits growth achieved 148 million EUR, which only testifies of the level of trust our customers bestow upon us and of the substantial reduction of funding dependence on the head office, i.e. of greater independence.

The Bank manages its property and liabilities in a manner which guarantees the ability to perform its obligations at any given time, as well as the ability to allow its customers to dispose of their assets within the set timeframes. The Bank maintains a portfolio which includes securities of high liquidity which can be easily converted into cash, in the event of unpredictable and negative fluctuations in cash flows during the year.

Capital and risk management principles shall be continuously perfected and revised in accordance with the development of the legislation, changes in the environment, scope and complexity of the Bank’s business operations, as well as international examples of best practice.

Finance and Risk Ressort


The Operations Ressort is the holder of the project which successfully implemented

the Law on Payment Services. The duration of the project was five months and as of October 1st, the Bank’s operations have completely been harmonised with this law, which regulates the conditions and manner of providing payment operations, electronic money and payment systems. There were many challenges during the project, such as the analysis of the legal framework, planning, the development and implementation of an adequate information technology solution, the harmonisation of processes and internal

procedures, the amendments to the General Terms of Business and contracting documentation and informing clients of the envisaged changes.

During 2015, our Information Technologies Department made an active contribution to the realisation of set business plans, primarily by introducing contemporary end-to-end IT solutions and through optimisation of the existing processes.

Continuous dedication to the rationalisation of expenses and resources is reflected in numerous activities initiated. Thus, on the basis of the introduction of new solutions in the field of telecommunications, 26% of savings have been made, while at the same time, by introducing new,

significantly more reliable multifunction printers, the level of data and information protection has been increased.

In the field of payment services, a significant increase in the scope of activities has been noted. In domestic payment operations, there was a 20.83% increase in orders submitted by e-banking in relation to the previous year, while the increase in international payment operations amounted to 15.42%. The increase in the total number of orders in domestic payment operations in relation to the previous year amounts to 17.06%. There was

also a 6.19% increase in the total number of orders in international payment operations.

The dedication to our clients’ satisfaction resulted in shortening the period from the moment of approval until the loan disbursement by as much as 37% for private individuals and small and medium enterprises.

The number of cards increased by 100.5%, as did the productivity.

Over the year, the Operations Ressort has achieved significant results in the improvement of processes, increasing productivity and cost management and has laid the foundations for further improvements and new projects which will be implemented in 2016.

Operations Ressort

The year 2015 was very successful for the bank as an employer. Over the year, the bank has positioned itself as the second most desirable employer according to a survey conducted by AISEC and as the first

most desirable employer as assessed by the banks.

At the end of 2015, we had 768 employees. Over the year, we have employed 193 new colleagues, both male and female.

The average age of the Bank’s employees is 36 years, whereas the average length of service is 4 years and 7 months.

Many activities were realised, with the aim of improving our corporate culture and implementing the bank’s values:

The second half of the year was marked by the Pika Project, which required the involvement and work training for more than 120 new employees.

The plan for the following year is to improve the monitoring of employees’ performance, to further develop internal trainings to enable the optimal transfer of knowledge within the bank, as well as to develop middle and higher management.

66%

Master studiesor second degree

13%

First degree

21%

Secondary education

The level of education of Bank's employees:

66% 34%

The average length of service is 4,7 years

The average age is

36 years

66%

Master studiesor second degree

13%

First degree

21%

Secondary education

The level of education of Bank's employees:

66% 34%

The average length of service is 4,7 years

The average age is

36 years

HUMAN RESOURCES4

IT infrastructure optimisation with the aim of improving service quality

Support to the implementation of all legal amendments

Development of internal applications for support to the business processes

Introducing the System of interbank clearing of foreign exchange payments

Improvement of mobile banking for private individuals

Centralisation and optimisation of all printed material in the IT system

Support to the project of migration from the PIKA card to the payment Super Kartica

The main activities

were directed at


CORPORATE SOCIAL RESPONSIBILITY

Pursuing our strategic decision to integrate socially responsible projects as a part of our business,

throughout the year 2015 we have supported many activities and initiatives in the area of charity work, education, culture and sports.

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

Responsible waste management is a very important task for the bank and it is our duty to take action with the aim of reducing impact on the environment, which at the same time contributes to increasing the efficiency of working processes:

• Systematic waste collection and recycling In accordance to the Law on Environmental Protection, bins for disposal of recyclable plastic and paper waste have been placed. The result of this initiative is that over 3 tons of miscellaneous waste and 4 tons of electronic waste were collected over the year.

• Rationalisation of paper use Centralised device management was introduced: multifunctional machines set to print the paper on both sides were installed, which resulted in savings of more than 25 percent.

• Let’s Recycle for Humanity Employees collected recyclable plastic waste, and the gathered resources were donated to the charity fund for the treating of Una Mitrovic, pupil of “Jovan Miodragovic” Elementary School.

• Cap for Handicap The bank joined a charity and eco-friendly initiative of the Association of Paraplegics and Quadriplegics of Banat, “Cap for handicap”. Special boxes, where employees can leave their collected caps were placed at the bank’s premises. The funds gathered through recycling of the collected caps are used to purchase

6COMMUNICATIONS

Sberbank Serbia communicates with all interested parties in a planned and strategic

manner, identifying this form of communication as a tool that promotes the development and maintenance of positive reputation, which is a non-material value that distinguishes the bank in the market and makes a long-term contribution to customer satisfaction, but also of the employees, to better results and to a more successful business in general.

Our communicative activities are divided into four segments:

• Internal Communication

• External Communication

• Corporate Social Responsibility

• Event Planning

During 2015, the bank nurtured and improved its cooperation with media by promoting products and services, but also other business aspects. The focus was on designing and distributing timely, accurate and relevant pieces of information by means of national, as well as local television and radio stations, print and online media.

Sberbank Serbia in the Media

The total number of media features produced by the bank during the year was 1,239, of which 267 were published in print media, 83 in electronic media and 795 in online media. Media agencies published 94 media features.

As the main media topics, the following were singled out:

Banking Products and Services

• Term-deposit savings

• Subsidised agricultural loans

• Jednostavno current account

• Payment Super Kartica

General Topics

• Business of Sberbank Group

• Cooperation with the Government of the Republic of Serbia

• Russian–Serbian business forum in Moscow

5

wheelchairs for the members of this association. This activity shall continue in the following year.

• Landscape decoration of the park at Bulevar Kralja Aleksandra Street 84 was funded by the bank and the project was also supported by our employees by taking voluntary participation. They cleaned the park, painted benches and fences and planted seedlings. Upon completing the landscaping, the park was visited by the Mayor of Belgrade, Mr Sinisa Mali, who planted a tree. The bank also provided funds for one year of park maintenance, starting from the moment of completing the project.


RESEARCH AND DEVELOPMENT

Within the scope of further development and research into our customers’ needs

and expectations, in 2015 Sberbank Serbia has opted for strategic management of customer experience. Customer Experience Management is a contemporary discipline and methodology which is used for the overall management of customer experience, interaction and transactions with a company, product, brand or service, with the ultimate purpose of meeting customers’ needs.

In 2015, a strategy has been established and internal standards for promotion of services at Sberbank branch offices have been introduced within the Retail Ressort, with focus on teller and consultancy operations, work organisation, reducing the time spent waiting in lines, addressing complaints and segmented prompt service for micro customers.

Within the segment of customer experience management, Sberbank Serbia has organised a series of activities aimed at improving overall customer experience, with focus on the importance of customers’ behaviour and reaction while doing business with the bank. Tests and evaluations have been conducted, primarily with the aim of examining and analysing customer experience and their level of satisfaction with products and services at the bank, as well as research related to the perception of the Sberbank brand, image and achievements in advertising.

Brand Awareness

In every quarter during the year, through the FMDS research (a financial tool) conducted by the independent

agency GfK, the awareness of the Sberbank brand has been measured and its trend monitored. The results of spontaneous brand awareness achieved in 2015 were equivalent to the ones from 2014, with realized 12.9% in Q4 2015, which means that we maintained our position despite the enhanced presence and marketing activities of other banks on the market.

Managing Waiting in Lines and Improving Discretion at the Teller Desk

With the purpose of enhancing quality of our services, in August 2015 green lines on floors or signposts were placed in every Sberbank branch with texts saying “Please, wait here”. By doing this, we have been forthcoming to our customers’ request to have more privacy while handling their transactions at the teller desks and by organised waiting in lines, we have enabled the employees at the branch offices to perform their duties with less distractions and higher security.

A Special Teller Desk for Micro Customers

Through a segmented approach to paying attention to our customers’ needs, small business

and entrepreneurs have been granted a special service at the teller desk. As of September 2015, most of the Sberbank branch offices offer teller desks aimed at servicing this particular business segment, where these customers can handle all of their financial operations without having to wait in lines for a longer period.

Promotion of the Complaint Management Process – Your Opinion Matters!

Wishing to get to know our customers better and to meet their needs, the process, documentation, contact forms and space for addressing complaints, questions, recommendations and suggestions have been improved. This entire process was formally titled “Your opinion matters!” and it was allocated a separate page on the bank’s website, offering a complete form and transparent information for addressing complaints. At all Sberbank branches, special white boxes have been placed for inserting specially designed and adapted forms “Your opinion matters!”.

Implementation of the Internal Service Quality Standards

To help monitor and examine the key aspects of our customers’ lives and experiences with the

bank in a high quality manner, Service Quality Standards and assessment methodologies have been defined.

By relying on our corporate values “All for customer” and “We are a team” and with the aim to raise customers satisfaction and to constantly improve our quality of services, we have adopted our internal service quality standards in October 2015.

First Internal Quality Standard – S1:

The S1 Standard examines “Service quality” by applying the research method called the Mystery Shopping, with the aim to measure the performance of our employees at our branch offices, i.e. to identify deviations from the defined internal service quality standards, sales techniques and product knowledge standards. This research produces the key indicators SQI - Service Quality Index and the NPS - Net Promoter Score per branch office (net value of recommendation).

Second Internal Quality Standard – S2:

The S2 Standard examines “Customer Satisfaction” with the aim of establishing the level of customers satisfaction while doing business with the bank in over 40 aspects. The key indicators obtained from this research are CSI - Customer Satisfaction Index and NPS - Net Promoter Score at the bank level (net value of recommendation).

7


FINANCIAL STATEMENTS8

Cost Income

44%2012

43%2013

48%2014

67%2015

in MRSDTotal Customer Deposit

24,7052012

28,1372013

35,8522014

53,6552015

in MRSDLoan Placement (Gross Loans)

78,6552012

71,5182013

77,0582014

77,9642015

Performance Indicators Set

Capital min. EUR 10.000.000

Capital Adequacy min. 12%

Indicator of the sum of all the investments in non-financial sector entities and fixed assets max. 60%

Total exposure to entities related to the Bank with respect to the capital max. 25%

Indicator of the sum of all large exposures of the Bank max. 400%

Indicator of liquidity – December min. 0,8

Indicator of foreign exchange risk

Achieved

EUR 103.218.519

20,05%

5,60%

22,57%

169,17%

1,91

8,35% max. 20%

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


INCOME STATEMENTfor the Year Ending on December 31st 2015

BALANCE SHEETfor the Year Ending on December 31st 2015

In RSD thousand

Interest income

Interest expenses

Net interest incomeFee and commission income

Fee and commission expenses

Net fee and commission income

Net loss on financial assets held for trading

Net loss on investments in assosciates

Net loss on hedging

Net foreign exchange gains

Other operating income

Impairment losses on financial assets and o�-balance sheet items, net

Salaries, wages and other personal expenses

Profit before tax

Income tax

Deferred income tax

Profit

Earnings per share (in RSD)

Depreciation and amortization

Other operating expenses

Attributable to:Shareholders of the Parent company

2015

6.484.905

(1.492.834)

4.992.0711.358.773

(382.269)

976.504

(6.525)

(131)

(10)

368.106

67.376

(2.672.524)

(1.278.380)

(582.087)

-

84.356

(497.731)

-

(148.578)

(2.879.996)

(497.731)

2014

6.196.626

(1.451.229)

4.745.3971.278.647

(130.334)

1.148.313

(335)

-

-

470.147

85.747

(1.710.167)

(1.323.286)

1.611.511

(69.474)

7.776

1.549.813

254

(142.546)

(1.661.759)

1.549.813

In RSD thousand 2015 2014

ASSETSCash and deposits with Central bank 17.490.339 6.896.956Financial assets at fair value through the profit or loss held for trading 17.726 5.734Financial assets available for sale 12.262.823 11.190.848

Financial assets held to maturity - 499.323Loans and receivables from banks and other financial institutions 7.339.593 19.670.409Loans and receivables from customers 67.767.172 68.461.508Intangible assets 277.203 209.186Property, plant and equipment 553.576 615.477Current tax assets 64.071 159.881Deferred tax assets 94.207 10.940Other assets 711.103

LIABILITIESFinancial liabilities at fair value through profit or loss held for trading 20.557 2.040

Deposits and other liabilities to banks, other financial institutions and Central Bank 21.842.496 41.744.658Deposits and other liabilities to other customers 53.655.327 35.852.280Subordinated liabilities 6.689.713 6.652.706Provisions 399.223 552.753Deferred tax liabilities 78.495 -

EQUITYShare capital 14.820.961 14.820.961

Profit for the year (497.731) 1.549.813

Reserves 8.877.673 6.873.106

Other liabilities 949.906 383.048

Unrealised losses (1.090) -

968.820

TOTAL ASSETS 106.835.530 108.431.365

TOTAL LIABILITIES 83.635.717 85.187.485

TOTAL EQUITY 23.199.813 23.243.880

TOTAL LIABILITIES AND EQUITY 106.835.530 108.431.365


MANAGING BOARD

PRESIDENT OF THE EXECUTIVE

BOARD

Compliance of the Bank’s Business

Department

Internal Audit Department

Human Resources Legal

RETAIL RESSORT (Member of the

Executive Board)

Product Development Department

Sales and Distribution

DivisionMarketing and Communications

Partnership and Digital

Banking Department

Insurance Group

SFE Training and sales

Support Group

BelgradeRegion

Novi SadRegion

KragujevacRegion

Regional CentreBelgrade 1

Regional CentreBelgrade 2

Branch o�ces

Branch o�ces

Branch o�cesRegional CentreNovi Sad

CORPORATE AND GLOBAL MARKETS

RESSORT (Member of the Executive Board)

SME Banking Division

SME Sales Department

Credit Analysis Department

Product Development

and MIS Department

Regional Centre

Belgrade

Regional Centre Čačak

Regional Centre

Novi Sad

Broker Businesses

Group

Dealership Businesses

Group

Corporate A�airs Group

Investment and Global

Markets Division

Market Execution (Trading)

Department

Market Execution

(Sales) Department

Broker and Dealership Businesses

Division

Corporate Banking Division

Corporate Department

CIS Customers Group

Trade Finance and Financial

Institutions Department

FINANCE AND RISK RESSORT (Member of the Executive Board)

Collateral Services

Department

ALM Department

Underwriting Division

SME & Corporate Underwriting

Division

Micro Underwriting Department

Retail Underwriting Department

Integrated Risk

Management Department

Portfolio Analysis Group

Methodology and Processes

Group

Operational Risk Group

Market Risk Group

Retail Credit Risk

Department

Portfolio Analysis and Modeling

Group

Methodology Group

Risk Technologies

Group

Corporate Credit Risk

Department

Portfolio Analysis and Limits

Methodology and Reserves Group

Risk Technologies

Group

Restructuring and Collection of

Non-Performing Loans Division

Pre-Workout Corporate

Department

Corporate Restructuring and

Workout Department

Retail Restructuring and Workout Department

Retail Early Collection Group

Finance Division

Accounting Department

Controlling Department

Reporting to NBS Group

OPERATIONS RESSORT(Member of the

Executive Board)

Organisation and E�ciency Management

Service

Banking Operations

Division

Facility and Support

Management

Infrastructure and

Operations Group

Applicative Support Group

Informational Technologies

Service

Payment Services

Department

Domestic Payment Group

International Payment Group

FX Transactions Payment Group

Global Markets Back O�ce

Group

Documentary Business / Trade Finance Group

Direct Channels

Department

Call Centre

Account Administration and Network Support

Department

Network Support Group

Account Administration

Group

Cash Handling Management

Group

Loan Administration

Department

Retail and Micro Loan

Administration Group

Corporate and SME Loan

Administration Group

Booking and Reconciliation

Group

Procurement Group

Secutiry Services

B-2 positions

B-1 positions

ORGANISATION STRUCTURESberbank Serbia a.d. Belgrade9

VALID FROM November 3rd, 2015

30 Sberbank Serbia a.d. Belgrade

www.sberbank.rs

Documents

Godišnji izveštaj o poslovanju 2015