3. 3
Agenda
Key facts
Business model
Business overview
Recent IFRS results
Investment summary
4. Best Corporate
Governance,
Russia (World
Finance)
Best IR
Management
in Russia
(Global
Banking &
Finance
review)
4
Over 20 years of successful development
Establishment
and banking
license
34 branches
in the Moscow
Oblast
1991-1992 1993-1995
1996-1998 1999-2002 2003-2004 2005-2006 2007-2008 2009-2010 2011-2012
9 new regional
branches
opened
Cash collection
and delivery
services
established
Corr. accounts
with western
banks
License for
foreign
exchange
Associate
member of VISA
International
Authorized Bank
of the Russian
Government
Joined S.W.I.F.T.
Joined the
World Bank
development
program
Cooperation
with CIBC
S&P rating
Rated by the
Central Bank
as a stable
bank after
the financial
Crisis
CIBC
becomes a
shareholder
The 3rd
largest
branch
network
Top 10 by
deposits
from
individuals
Top 3 in the
State
Mortgage
Program
Top 7
mortgage
provider
Best mid-cap
Russian
bank (Big
Money)
$ 177 mln
raised by
20th issue
3rd by
lending to
SME
$81 mln
EBRD
financing
Top 10 by
bank cards
issued
Best SME
bank in
Moscow
Oblast
Top 10 retail
banks in
Russia
First MBS
deal on Rub
4,1 bln
Bank’s ADRs
traded on the
Frankfurt
Stock
Exchange
Established
ATM network
and a
processing
center
Top 20 by
corporate
loan portfolio
Widest ATM
network in
the Moscow
Oblast
Over 100,000
VISA cards
issued
17th equity
issue raises
$33 million
Joined
Deposit
Insurance
Program
Overall
rebranding
CRM system
development
The most
transparent
bank in
Russia (S&P)
Top 500
world’s
banking
brands
Best bank IR
and best IR
professional
(Thomson
Reuters )
Bank of the
Year in Russia
in 2010 (The
Banker)
Over 1,550,000
clients
Best public
company
(Secret Firmy
Magazine)
Alexander
Dolgopolov
appointed
as the
Chairman of
the
Management
Board
V.Bank
launched
project on
cost
efficiency
2013-2014
Best Banking
Chairman of
the Board in
Russia (Global
Banking &
Finance
review)
Best IR
Management
in Russia
(Global
Banking &
Finance
review)
5. Bank Vozrozhdenie – a community bank built on strong relationships
with SMEs and individual customers
Focus On Core Banking Products
Servicing Corporate and SME Customers On Each Stage
Of Business Development
Servicing retail customers throughout their whole life-cycle
5
Balanced Lending and Funding policy
Prudent risk-management policy
Bank Vozrozhdenie
strategy…
… 1 700 000 Retail Clients…
… 63 400 Corporate and SME Clients…
… 21 Regions …
… 142 Offices …
… 900 ATMs …
…service…
…via…
Increasing efficiency in service delivery
6. As of September 1, 2014
Moscow Oblast is a home territory with
historically strong market position
Total
6
Distribution network
21 regions of presence.
Focus on the most
perspective South and North-
West
Branches Sub branches Retail offices
34 43 8 85
550 ATMs – every town is under coverage
Total
Branches Sub branches Retail offices
19 36 2 57
348 ATMs
7. 28
Basic information & position in Russian banking system
Mortgages 10
13
7
Net Assets
Bank cards issued
* RBC most recent rankings
Key Figures, RUB
Assets
Loans b.p.
Customer Funds
Net Income
Shareholders equity
Retail Clients
Corporate Clients
Personnel
Offices
ATMs
209,609 mln
166,148 mln
158,110 mln
859 mln
23,196 mln
1,700,000
63,400
6,054
142
898
Loans to SMEs 6
19
39/19
Volume of retail deposits
Branches/ATMs
Rankings*
Corporate loans 21
Financial indicators as of June 30, 2014
8. 8
Ba3/D-/NP, stable
BB-/ruAA-, negative
MOEX Financial Index
Level 1 (Highest) MOEX
Moody’s
Standard&Poor’s
Included in indices
Listing
The Banker
V.Bank – “The Bank of the year 2010 in Russia”
as per the survey of The Banker magazine
BrandFinance Banking 500 survey
V.bank ranks among top-10 Russian most valuable
banking brands with brand value of $190 million
Market recognition
Credit ratings Listing
High recognition of brand
World Finance
V.Bank was awarded for “Best Corporate
Governance, Russia”, according to World Finance
survey
42
35
28
21
14
7
0
Aaa
25
Aa
22
19
16
13
10
7
S&P
S&P international BB-Moody's
Moody's
Moody's Interfax Aa3.ru
Ba3
01/01/06 01/01/07 01/01/08 01/01/09 01/01/10 01/01/11 01/01/12 01/01/13 01/01/14
A
Baa
Ba
B
Caa
S&P national scale ruAA-AAA
AA
A
BBB
BB
B
CCC
11. Non-interest income Net interest income
3,667 3,808 3,682 3,645 3,642
38%
39% 36% 28% 29%
62% 61% 64% 72% 71%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
11
169 171
56 55
162
50
Interest-bearing Deposits
Interest-free Current accounts
153 158
44 45
113 116 112 109 113
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
- Customer oriented organic growth
- Conservative balance sheet
- Primarily deposit funded
- Focused regional structure
- Increasing efficiency in service delivery
Retail loans
Corporate loans
167
173 168 172 166
37 41
43 44
44
130 133 126 128 122
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Note: all loans are gross loans
RUB bln
RUB bln
27%
73%
RUB bln
29%
71%
Business model
Business based on relationships… … gives solid non-interest income
Loan portfolio development… … funded by customer accounts
12. Assets stable across the year, share of liquid
instruments – 18,5% Client funds as the main funding source
RUB bln RUB bln
RUB bln
12
216 217
8,5%
211 211 210
8 9 9 10 9
5.5 1.6
169 171 162 153 158
9 9 10 14 14
71 51 44 41 13
21 22 22 23 23
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Due to other banks
CBR funds under
repos
Client funds
Securities issued
Other liabilities
Subordinated loans
Equity
Assets and liabilities
40 33 29 26 31
1 1 1 6.4 1 1.9 1
12 14 12 7 12
150 155 156 158 152
13 13 13 12 13
8.5%
15.9
5.5
2.7
5.6%
10.4
1.6
1.4
7.7 7.4
Q1 2014 Q2 2014
Loans from CBR under
repo agreements
Interbank funding with
maturity less than 1 year
Interbank funding with
maturity over than 1 year
216 217
211 211 210
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Cash and
equivalents
Due from banks
Invest. securities
pledged under
repos
Securities
Net loans
Other assets
5,6%
Market funding replaced by customer resources L/D ratio down to targeted range
RUB bln
Gross loans Customer funds L/D
99%
102% 104%
112%
105%
167 169 173 171 168 162 172 153 166 158
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
13. 13
107 109
106 104
110
87 91 87 89 93
20 18 19 16 18
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Retail deposits
Retail accounts
62 62 55
35.8 36.8
31.2
49
48
28.8 27.7
26.0 24.9 24.3 19.8 20.1
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Corporate accounts
Corporate deposits
Customer funds
Retail funds saw a strong inflow Rebound of corporate deposits
RUB bln
+5.6% -1.7%
RUB bln
Corporate funds monthly dynamics (RAS)
57 54
4
54
RUB Corporate FX Corporate
51
5 6 5
47
49 50
5 7 5
53 50 47 46 42 42 45
Dec Jan Feb Mar Apr May Jun
Retail funds monthly dynamics (RAS)
RUB Retail FX Retail
105 104 105 103
108 107 109
25 27 29 28 28 27 26
79 77 76 75 79 80 83
Dec Jan Feb Mar Apr May Jun
24%
10%
14. 14
Segment Total credit exposure, RUB mln
Who are our SMEs?
What is our SME Definitions
Large business > 750
Medium-size and small businesses 30 - 750
Micro businesses 6 - 30
Food processing – factories manufacturing different types of high-quality
food and beverages.
Local retailer chains – small chains of handy stores “Close-to-House” style
for daily shopping located in dormitory area with high density of
population.
Car stores – range of car parts and accessories, new and used economy
class cars most popular in the regions, where people give strong
preference to repairing their engines themselves.
Clothes factories – small-scale production of clothing and apparel.
15. Loan portfolio developments in Q2 2014
Gross loan portfolio decreased… …due to corporate loan portfolio contraction…
Large corporates SMEs
130.2 132.6
125.6 127.8
RUB bln
122.1
-6.2%
79 81 74 76 72
…while new loans are issued mainly to SMEs
76.2 72.2
Q1 2014 Q2 2014
15
Corporates Retail
-3.2%
166.9 173.2 168.2 171.6 166.1
37 41 43 44 44
130 133 126 128 122
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
RUB bln
…but diversification continues – lending to large
corporates is curtailed…
51.6 49.9
Q1 2014 Q2 2014
*Loan portfolio before provisions for impairment
RUB bln
RUB bln
Loans
to new
clients
Loans to
existing
clients
Recoveries Migration
between
SMEs and
large corps
+1,1 +4,3 -9,9 +0,5
Loans
to new
clients
Loans to
existing
clients
Recoveries Migration
between
SMEs and
large corps
0,0 +0,5 -1,7 -0,5
51 52 51 52 50
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
16. as of June 30, 2014
Corporate portfolio
16
9.8%
36.7%
28.7%
24.8%
up to 30 days 31-180 days 181-365 days > 1 year
RUB bln
75,2%
as of June 30, 2014
… and regional diversification
Corporate loan book
Credit policy sticks to reliable collateral… ….providing mostly working capital…
17%
38%
17%
11%
16%
Moscow
Oblast
Other regions
Moscow
South regions
North-West
regions
RUB
122.1 bln
12%
2%
22%
RUB
122.1 bln
43% 21%
Real estate
Uncollateralized loans
& Other collateral
Equipment & vehicle
Government
guarantees
Guarantees
as of June 30, 2014
…maintaining industry…
Real estate
Construction
Manufacturing
Agriculture
4%
5%
11%
Wholesale &
retail trade
Administrations
Other
Transport
RUB
122.1 bln
as of June 30, 2014
36%
0%
25%
8%
1%
9%
17. Retail loan book growth Retail loans maturity
as of June 30, 2014
Retail portfolio
94.6%
Primarily mortgages under state-related
agency JSC “AHML” standards
up to 30 days 31-180 days 181-365 days > 1 year
Rates on retail loans
Consumer loans, RUB
Mortgages, RUB
Credit cards, RUB
17
Retail lending – promising segment
25
20
15
10
5
1.6% 1.4% 2.3%
01/09/11 01/03/12 01/09/12 01/03/13 01/09/13 01/03/14 01/09/14
RUB bln
High-margin consumer loans to
customers with apparent cash-flow
–employees of corporate clients
We plan to continue expanding retail loan portfolio, that was an
important lending growth driver during recent years
Particular focus is on mortgages as the most perspective segment
with gradual widening of consumer lending
Mortgages
Consumer and car loans
Credit cards
40.5
6%
+0.46%
42.6 43.9 44.1
5% 6% 5%
36.8
6% 27% 26% 25%
26%
68%
26%
68% 68% 69% 70%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Mortgage securitization as a source of long-term
funding for loan portfolio expansion
Securitization 1
Rub 4.1 billion in
December 2011
Class A with
8.95% coupon
rate and Baa2
rating from
Moody’s
Securitization 2
Rub 4.0 billion in
April 2013
Class A with 8.5%
coupon rate and
Baa2 rating from
Moody’s
Securitization 3
Rub 3.45 billion in
March 2014
Class A with 9%
coupon rate and
Baa2 rating from
Moody’s
18. Mobile and internet bank – key drivers for future
growth
18
Card business – sales force of retail business
Synergy of corporate and retail via core product –
payrolls
as of June 30, 2014
acquiring
Visa and Mastercard
Vbank-service
and self-service
Interest
70%
Fees &
commissions
5%
10%
23%
32%
84%
Q3 2013 Q4 2013 Q1 2014 Q2 2014
16%
Payrolls 14,760 15,040 15,040 15,070
Debit cards 1,333,679 1,347,461 1,273,089 1,217,821
Credit
cards
54,674 64,462 70,306 92,083
ATMs 854 884 870 898
- Payrolls is one of the key tools for retail client base
growth with strong potential – 63,400 of existing
corporate clients with 18,393 installed “Internet-client”
and “Bank-client” systems and 15,070 payrolls
- Offering cards to existing corporate clients: credit cards
for owners, top and mid-level managers and specialists,
debit cards for personnel
- Advanced functionality of the mobile and internet bank
will switch more customer operations to remote channels
unloading the offices and boosting transaction volume
30%
cash operations
payrolls
Wide client base for business expansion Key points
20. 20
Sound position on capital, liquidity and market risks
Tier 1
Tier 1 + Tier 2
Statutory Capital (Н1.0)
Statutory common equity Tier (Н1.1)
FX structure
Balance sheet maturity breakdown
Interest rate risk
51.6
44.5
33.7
69.3
58.3
36.9
26.6
63.9
Demand and less
than 1 month
From 1 to 6 months From 6 to 12
months
More than 1 year
Assets
Liabilities
RUB bln
43.2 44.1
51.4 50.8
58.0
36.9
26.6
63.9
Demand and less
than 1 month
From 1 to 6 months From 6 to 12
months
More than 1 year
Interest-earning assets
Interest-bearing liabilities
RUB bln
as of June 30, 2014
Liabilities
as of June 30, 2014 as of June 30, 2014
11.7% 11.4%
12.0%
8.8%
9.7% 9.9%
14.6%
13.2%
13.8%
11.2% 11.6%
12.3%
Q2 2013 Q3 2013 Q4 2013 Q4 2013 Q1 2014 Q2 2014
Basel I
Basel III
Assets
82%
13
7
25
18%
Loans
Due from banks&Securities
Cash&Other assets
82%
31
3
1
18%
Deposits
Due to banks&Securities
Other liabilities
Capital adequacy
21. NPLs dynamics* Annualized cost of risk
Charges to provisions to avg gross loans, QoQ
Charges to provisions to avg gross loans, YtD
Retail
1,102 1,810 1,350 1,730 1,863
21
3.7%
3.2%
1.9% 2.0%
2.2%
3.00%
4.47%
3.17%
3.94% 4,23%*
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Credit quality management
15
2.10% 2.30%
0.57%
3.11%
3.12%
2.10% 2.20%
2.30%
2.90%
2.79%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
NPLs, Rub mln
Provisions, % of total portfolio
NPLs, % of total portfolio
7.36%
7.36%
7.70%
7.65% 8.25%
SMEs
+Rub 744 mln new NPLs
-Rub 234 mln recoveries
-Rub 73 write-offs
+Rub 1 123 mln new NPLs
-Rub 990 mln recoveries
no write-offs
10.35% 10.75%
10.13%
10.46%
8.53%
17,270 18,616 12,385 13,129 13,699
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
NPLs categorization
Large corporates
no new NPLs
no recoveries
no write-offs
* NPL includes the whole principal of loans at least one day overdue either on
principal or interest as well as not overdue loans with signs of impairment
*2,2% of which is overdue less than 30
days
10.6% 11.1%
10.0% 10.8% 6.0%
5.3% 5.3%
4.7% 5.1%
6.0%
7,939 8,671 3,518 3,882 4,319
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
16.2% 17.8% 15.6%
14.1%
15.2%
14.8% 16.1%
14.6% 14.6% 15.1%
8,229 8,135 7,517 7,517 7,517
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
NPLs, Rub mln Provisions, % of total portfolio NPLs, % of total portfolio
22. 22
Credit quality
As of June 30, 2014
Large
corporates
SMEs Mortgages Other
retail
RUB mln
Total
Gross loans, including 49,898 72,192 30,722 13,336 166,148
Current loans 84.9% 94.0% 97.1% 92.7% 91.8%
Past-due but not impaired,
including - 0.5% 2.4% 2.5% 0.8%
Less than 90 days - 0.3% 2.2% 2.5% 0.7%
Over 90 days - 0.2% 0.2% 0.0% 0.1%
Impaired, including 15.1% 5.5% 0.5% 4.8% 7.4%
Less than 90 days - 0.5% - 0.6% 0.3%
Over 90 days 15.1% 5.0% 0.5% 4.2% 7.1%
Total NPLs 15.1% 6.0% 2.9% 7.3% 8.2%
Provisions -17.7% -6.0% -1.0% -4.9% -8.5%
Net Loans 41,057 67,835 30,403 12,687 151,982
Provisions to
NPLs Ratio
103.4%
Provisions to
90 days+ NPLs
117.4%
Rescheduled
Loans
6.4%
NPL -
the whole amount of loans with principal overdue for more than 1 day as well as loans with any
delay in interest payments.
24. RUB mln
24
Financial highlights
As of June 30, 2014 2Q14 1Q14 QoQ 1H14 1H13 YoY
Interest income 4,949 5,063 -2.3% 10,012 9,097 +10.1%
Interest expense (2,554) (2,472) +3.3% (5,026) (4,680) +7.4%
Fee and commission income 1,149 1,101 +4.4% 2,250 2,587 -13.0%
Fee and commission expense (172) (185) -7.0% (357) (265) +34.7%
Other operating income 270 138 +95.7% 408 418 -2.4%
Total operating income b.p. 3,642 3,645 -0.1% 7,287 7,157 +1.8%
Operating expense (2,178) (2,187) -0.4% (4,365) (4,226) +3.3%
Provisions for loan impairment (973) (893) +9.0% (1,866) (2,275) -18.0%
Provisions for impairment of other
46 (9) - 37 2 x18.5
assets
Taxation (106) (128) -17.2% (234) (137) +70.8%
Net profit 431 428 +0.7% 859 521 +64.9%
25. Interest income & expense breakdowns NIM decomposition
Loans Deposits Other Base effect
-0,31% -0,13% +0,07% +0,02%
Spread (net)
Yields on earning assets (net)
Cost of funds
11.5% 11.8% 11.8% 11.9% 11.7%
25
NIM in line with target despite funding costs growth
4.2%
4.5%
4.9% 4.9%
4.6%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
2.6 2.4
0.2 0.2
1.6 1.7
3.3 3.1
-1.5 -1.6
-0.4 -0.4
-0.5 -0.6
Q1 2014 Q2 2014
RUB bln
Int. income from corp. loans
Int. income from retail loans
Other int. income
Int. expense from retail deposits
Int. expense from corp.deposits
Other int. expense
Interest rates Spread
6.4% 6.7% 6.9% 6.6% 6.2%
5.0% 5.1% 4.9% 5.3% 5.5%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Corporate term deposits Retail term deposits
Yields on corporate loans Yields on retail loans
15.0% 15.3% 15.3% 15.4% 15.4%
10.9% 11.2% 11.4% 11.4% 11.3%
7.7% 7.6%
6.7% 7.3%
8.1%
6.5% 6.8% 6.7% 7.0% 7.0%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
26. Fee income dynamics… …with all components growing in Q2...
3.7
Settlements Cards Cash transactions Other
916
185
977
216
219 225
274 295
Net interest income Net fees Other income
3.8
3.7 3.6 3.6
0.22 0.14 0.10 0.14 0.27
26
Net fee income
Net fee income with corrected gradual accruals of one-off reclass
1,215 1,247
23
20
17
14
11
8
940 916
977
1,137 1,145 1,169
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
1.2
1.2 0.9 0.9 1.0
2.2 2.4 2.6 2.6 2.4
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Operating results
……amid seasonally higher business activity… supported operating income on a stable level
RUB bln
RUB mln
-0.1%
+6.7%
-0.7%
-14.1%
238 241
Q1 2014 Q2 2014
RUB mln
Balances on debit card accounts
Credit turnover of card accounts
H1 2012
86.8
H1 2013
90.0
H1 2014
91.6
2012 2013 2014
RUB bln
27. Costs structure C/I ratio
27
Operating costs under control
RUB mln
Rent and costs relating to premises, equipment and depreciation of intangible assets
Taxes other than income tax and contributions to the State Deposit Insurance Agency
Administrative and other expenses
Staff costs
2,135 2,134
310 338
176 181
2,417 2,187
450
2,178
-0,4%
281 348
203 170 194
328 336 404 436 329
1,321 1,279 1,360 1,300 1,307
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Cost to Income Ratio, %
58.2% 56.0%
65.6%
60.0% 59.8%
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014
Operating model optimization
Stage
Centralisation:
Internet-Bank client support service
Work with orders and requests of Federal Tax Service
Requests - done
Orders - Dec14
AML/FT control Moscow region
Controller for the service of regular payments for the mobile
and internet-bank
FRAUD-analysis and payment controller function
Automation of Internet-client payment processing on Rub payments
Optimisation of individuals’ incoming payments processing
Uniting cashier and teller functions Moscow region
Work with orders and requests of Federal Bailiff Service
Requests - done
Orders - Oct14
Stage
HR documentation handling Moscow region – Dec14
Security Administrators function Moscow region – Oct15
Accounts opening / online client profiles
Moscow region -
Mar15/Dec15
Handling internal payrolls Moscow region – Jan15
FX control Moscow region – Mar15
Fixed cash collection routs planning
Part of Moscow region –
Oct14
Credit middle and back office Moscow region – Dec14
Credit operations with large clients Moscow region – Dec14
Credit turnover/ reissue of bank cards on payrolls 2015
Establishing IT Help Desk/Service Desk 2015
30. Shareholding structure Share price on MOEX
1,000 RUB
800 RUB
600 RUB
400 RUB
200 RUB
0 RUB
30
10,000,000 RUB
1,000,000 RUB
100,000 RUB
10,000 RUB
1,000 RUB
100 RUB
Volume Last price
1.9.13 1.12.13 1.3.14 1.6.14 1.9.14
Capital structure
as of May 12, 2014
Other
31% 41%
28%
SHAREHOLDER STAKE IN EQUITY
Dmitry Orlov (Chairman of the Board of Directors) 30.70%
Otar Margania (Member of the Board of Directors) 18.65%
JPM International Consumer Holding Inc. 9.37%
Total 58.72%
As per MOEX data
INDICATOR Q2 2014
Price to Book Value 0.4
Price to Earnings 6.0
Book Value per Share RUB926 ($28)
Earnings per Share RUB69 ($2)
Market cap RUB10 bln ($298 mln)
Chairman
Other
management
More than 8,000
individuals and 1,000
companies are among
our shareholders with
foreign investors
owning more than 34%
Major shareholders Valuations
31. Audit commission
Risk Management
V.Bank was
awarded as
the Bank of the
Year in Russia
in 2010
31
High standards of corporate governance
PricewaterhouseCoopers
Audit committee
Andrey
Internal Control
and Audit Service
Shalimov
was
awarded for
the Best IR
in 2012
GENERAL
MEETING OF
SHAREHOLDERS
BOARD OF DIRECTORS
12 members
9 are non-executive
5 independent
CHAIRMAN OF THE
MANAGEMENT BOARD
Mr. Alexander Dolgopolov
System of control
HR and Compensation
Committee
- Timely information provision to
investors
- Full disclosure on web-site
- Quarterly IFRS financial reporting
with web-cast presentations
- Financial reports under IFRS
audited from 1991
- Solid and professional team
AUDITOR
Continuing excellent reputation recognition:
MANAGEMENT STRUCTURE
MANAGEMENT BOARD
12 members
4 Deputy Chairmen
The arrows represent the authorities to appoint or elect
the relevant Bank’s bodies and the External Auditor
V.Bank has
the Best
Corporate
Governance in
Russia, 2013
32. Russian economy slowdown, macro instability
Ongoing pressure on lending rates driven by state banks
32
Investment Summary
SOUND S TRAT EGY BUS I NE S S S TRENGTHS
Over 20 years in Top-30 Russian banks amid
changing competitive landscape
Successfully passed through all crises (1993-94,1998,
2004, 2008) with time-proved conservative risk
policies
Business model generating solid fees & commissions
Organic growth in core regions and client segments
Focus on operating efficiency
One of the most transparent FI in Russia – Best
Corporate Governance by World Finance in 2013,
leaders of Information Transparency to Shareholders
by S&P in 2008, 2007, 2006
Management Board (12 members) with long-term
banking experience; the Board of Directors headed by
the Chairman with 40 years in Soviet and Russian
banking systems
Positive track-record of communication with investors
Loyal clientele due to strong relationships with the
customers
60% of client base is concentrated in promising
Moscow Oblast
Corporate business focused on high-profitable
SMEs, retail – on safe mortgages, consumer loans
only for the “known” customers
Broad product line based on advanced IT-solutions
and remote banking services
Still high potential credit risk
Limited demand from key client sector – SME
Competitive landscape for Russian private banks
Still high potential credit risk
Financial markets turbulence
Pace of operating model optimization project
realization
HIGH S TAN D AR DS CURRENT CHAL L ENGE S
33. 33
Investor Relations contacts
Maria Gorbunova
Key specialist of IR
M.Gorbunova@voz.ru
Elena Mironova
Deputy head of IR
E.Mironova@voz.ru
Download
our contacts
Download
our presentation
Andrey Smirnov
IR Specialist
AV.Smirnov@voz.ru
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our IR app
for iPhone
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our IR app
for iPad
Tel.: +7 495 620 90 71
E-mail: investor@voz.ru
Website: http://www.vbank.ru/en/investors
Slideshare: www.slideshare.net/IRTeam
Twitter: www.twitter.com/vbank_IR
34. Some of the information in this presentation may contain projections or other forward-looking statements regarding future events or the future financial
performance of Bank Vozrozhdenie (the Bank). Such forward-looking statements are based on numerous assumptions regarding the Bank’s present and
future business strategies and the environment in which the Bank will operate in the future.
The Bank cautions you that these statements are not guarantees of future performance and involve risks, uncertainties and other important factors that we
cannot predict with certainty. Accordingly, our actual outcomes and results may differ materially from what we have expressed or forecasted in the
forward-looking statements. These forward-looking statements speak only as at the date of this presentation and are subject to change without notice. We
do not intend to update these statements to make them conform with actual results.
The Bank is not responsible for statements and forward-looking statements including the following information:
- assessment of the Bank’s future operating and financial results as well as forecasts of the present value of future cash flows and related factors;
- economic outlook and industry trends;
- the Bank’s anticipated capital expenditures and plans relating to expansion of the Bank’s network and development of the new services;
- the Bank’s expectations as to its position on the financial market and plans on development of the market segments within which the Bank operates;
- the Bank’s expectations as to regulatory changes and assessment of impact of regulatory initiatives on the Bank’s activity.
Such forward-looking statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from those
expressed or implied by these forward-looking statements. These risks, uncertainties and other factors include:
- risks relating to changes in political, economic and social conditions in Russia as well as changes in global economic conditions;
- risks related to Russian legislation, regulation and taxation;
- risks relating to the Bank’s activity, including the achievement of the anticipated results, levels of profitability and growth, ability to create and meet
demand for the Bank’s services including their promotion, and the ability of the Bank to remain competitive.
Many of these factors are beyond the Bank’s ability to control and predict. Given these and other uncertainties the Bank cautions not to place undue
reliance on any of the forward-looking statements contained herein or otherwise.
The Bank does not undertake any obligations to release publicly any revisions to these forward-looking statements to reflect events or circumstances after
the date hereof or to reflect the occurrence of unanticipated events, except as may be required under applicable laws.
34
Disclaimer