4. Over 20 years of successful development
Establishment
and banking
license
9 new regional
branches
opened
34 branches
in the Moscow
Oblast
Cash collection
and delivery
services
established
Joined the
World Bank
development
program
Cooperation
with CIBC
S&P rating
Corr. accounts
with western
banks
1991-1992
License for
foreign
exchange
1993-1995
Associate
member of VISA
International
Authorized Bank
of the Russian
Government
Joined S.W.I.F.T.
Rated by the
Central Bank
as a stable
bank after
the financial
Crisis
CIBC
becomes a
shareholder
1996-1998 1999-2002
Bank’s ADRs
traded on the
Frankfurt
Stock
Exchange
Established
ATM network
and a
processing
center
The 3rd
largest
branch
network
Top 3 in the
State
Mortgage
Program
Best midcap Russian
bank (Big
Money)
Top 10 by
deposits
from
individuals
Top 7
mortgage
provider
$ 177 mln
raised by
20th issue
2003-2004
Top 20 by
corporate
loan portfolio
17th equity
issue raises
$33 million
Widest ATM
network in
the Moscow
Oblast
Joined
Deposit
Insurance
Program
Over 100,000
VISA cards
issued
3rd by
lending to
SME
$81 mln
EBRD
financing
Top 10 by
bank cards
issued
2009-2010
2005-2006
2007-2008
Overall
rebranding
Top 500
world’s
banking
brands
Bank of the
Year in Russia
in 2010 (The
Banker)
Best bank IR
and best IR
professional
(Thomson
Reuters )
Over 1,550,000
clients
CRM system
development
The most
transparent
bank in
Russia (S&P)
Best public
company
(Secret Firmy
Magazine)
Best SME
bank in
Moscow
Oblast
Best Corporate
Governance,
Russia (World
Finance)
Top 10 retail
banks in
Russia
Best IR
Management
in Russia
(Global
Banking &
Finance
review)
First MBS
deal on Rub
4,1 bln
2011-2012
2013
Alexander
Dolgopolov
appointed
as the
Chairman of
the
Management
Board
V.Bank
launched
project on
cost
efficiency
4
5. Vozrozhdenie Bank - a Community Bank built on strong relationships
with SMEs and individual customers
Vozrozhdenie Bank
strategy…
Focus On Core Banking Products
Servicing Corporate and SME Customers In Each Stage Of
Business Development
Servicing retail customers throughout their whole life-cycle
Balanced Lending and Funding policy
Prudent risk-management policy
Increasing efficiency in service delivery
…service…
… 1 700 000 Retail Clients…
… 63 400 Corporate and SME Clients…
…via…
… 21 Region
… 142 Offices
… 847 ATMs
… 6 173 employees
5
6. Distribution network
As of 01.08.2013
Moscow Oblast is a home territory with
historically strong market position
Branches
34
Sub branches
42
Retail offices
9
Total
85
529 ATMs – every town is under coverage
21 region of presence.
Focus on the most attractive
South and North-West
Branches
Sub branches
19
36
Retail offices
2
Total
57
318 ATMs
6
7. Basic information & position in Russian banking system
Key Figures, RUB
Rankings*
216,168 mln
Loans b.p.
Net Assets
28
Loans to SMEs
Assets
6
Volume of retail deposits
17
Mortgages
9
Corporate loans
21
Bank cards issued
13
Branches/ATMs
38/19
166,937 mln
Customer Funds
169,310 mln
Net Income for 1H13
521 mln
Shareholders equity
21,351 mln
Retail Clients
1,700,000
Corporate Clients
Personnel
63,400
6,173
Offices
142
ATMs
847
* RBC most recent rankings
7
8. Market recognition
Credit ratings
Listing
Moody’s
Ba3/D-/NP, stable
Included in indices
Standard&Poor’s
BB-/ruAA-, stable
Listing
MICEX Financial Index
A1 MICEX
High recognition of brand
Moody's
S&P
Aaa
25
Aa
22
AAA
Moody's Interfax
S&P
national scale
Baa
16
B
10
Caa
7
AA
ruAA-
A
19
Ba
13
Aa3.ru
Moody's
World Finance
V.Bank was awarded for the “Best Corporate
Governance, Russia”, according to World Finance
survey
The Banker
V.Bank – “The Bank of the year 2010 in Russia”
as per the survey of The Banker magazine
A
BBB
Ba3
BB
S&P
international
BB-
01.01.06 01.12.06 01.11.07 01.10.08 01.09.09 01.08.10 01.07.11 01.06.12
B
CCC
IPSOS survey
85% of respondents in our regions know us
TNS loyalty survey
Loyalty index equals top 10% of major
international banks
94% of our clients are ready to recommend us
BrandFinance Banking 500 survey
V.bank ranks among top-10 Russian most valuable
banking brands with brand value of $190 million
8
10. Market strategy
Balanced Credit and
Resource policies
Personal bank for
corporate and retail customers
Focus on core banking
products
Corporate clients
Retail customers
Servicing on each stage of business
development
Servicing throughout their whole life-cycle
Customer acquisition
Expansion of branches and
ATMs network
Growth of individual depositors
and borrowers number
Payrolls combine retail and
corporate segments
10
11. Business model
Business based on relationships…
… gives stable non-interest income
RUB bln
- Customer oriented organic growth
3 773
- Conservative balance sheet
Non-interest income
3 875
3 743
Net interest income
3 490
3 667
38%
39%
40%
42%
36%
60%
58%
64%
62%
61%
Q2'12
Q3'12
Q4'12
Q1'13
Q2'13
- Primarily deposit funded
- Focused regional structure
- Increasing efficiency in service delivery
Loan portfolio development…
… funded by customer accounts
RUB bln
RUB bln
Note: all loans are gross loans
Retail loans
Interest-bearing Deposits
Interest-free Current accounts
Corporate loans
152
28
124
Q2'12
151
156
164
167
164
163
169
33
91
98
131
Q3'12
Q4'12
Q1'13
37
57
53
56
33%
130
67%
Q2'13
151
40
101
31
152
51
34
103
107
110
113
Q2'12
Q3'12
Q4'12
Q1'13
Q2'13
22%
78%
11
13. Loan portfolio
Corporate book stalled with some realigning inside
SME
Large corporates
2
1
2
41
Administrations
45
RUB bln
Retail portfolio – key driver of growth
Mortgages
Consumer and car loans
1
+3.9 new loans
-1.5 repayment
46
51
2,1
2,1
83
77
77
2,1
8,5
2,1
8,4
2.6 – outgrew
SME bracket and
moved to large
corps
8,7
78
20,8
22,3
22,8
Q2 2013
Q3'12
Q4'12
Q4 2012
Q1 2013
Enhanced
cross-selling to
existing clients
Introduction of
new mortgage
program in
March’13
Q1'13
+8.8 new loans
-11.4 repayment
Q3 2012
RUB bln
Credit cards
9,8
24,9
Q2'13
Loans to large corporates - segment with high risk profile - are well-diversified
Other
Moscow Oblast
24%
South regions
as of June 30, 2013
12%
Transport
8%
Agriculture
33%
RUB
50.8 bln
24%
North-West regions
Construction
7%
9%
Manufacturing
RUB
50.8 bln
44%
2%
16%
Moscow
3%
18%
Other regions
Wholesale & retail trade
13
14. Who are SMEs?
What is our SME Definitions
Segment
Large business
Medium-size and small businesses
Micro businesses
Total credit exposure, RUB mln
> 750
30 - 750
6 - 30
Food processing – factories manufacturing different types of
high-quality food and drinks.
Petrol stations networks – complex service of high-quality petrol,
minimarkets and café, car washes and technical services.
Pharmacies networks – still healthy demand both for beauty
products and medicines.
Food retailers– small chains of handy stores “Close-to-House”
style for daily shopping located in dormitory area with high
density of population.
14
15. Corporate business
Corporate lending – focus remains on SMEs…
SMEs
Large corporations
RUB bln
Other
…with 70% of loans less than RUB 0,75 bln
issued to 98% of clients
* as of December 31, 2012
80,00%
73%
-0,4%
124
120
43
41
124
131
Share of portfolio
Share of clients
70,00%
130
60,00%
45
46
51
39%
43%
50,00%
40,00%
32%
30,00%
78
77
77
83
78
60%
20,00%
14%
13%
15%
10%
10,00%
3
Q2'12
2
Q3'12
2
Q4'12
1
Q1'13
1
Q2'13
1%
62
+2.2%
30
60
RUR
RUB bln
62
66,0
55
32
100-750 mln
more than 750 mln
…mostly nominated in RUB
Current Accounts
56
30-100 mln
up to 30 mln
Corporate funding...
Term Deposits
2%
0,00%
FX
64,0
* under RAS
62,7
66,0
5,0
4,4
4,6
65,0
4,4
59,6
36
35
36
24
25
26
26
26
Q2'12
Q3'12
Q4'12
Q1'13
Q2'13
4,5
58,2
61,0
60,6
59,7
01.04.13
01.05.13
01.06.13
01.07.13
01.08.13
7.2%
58%
42%
15
16. Conservative risk profile
Credit policy sticks to reliable collateral…
RUB bln
….providing mostly working capital…
*as of June 30, 2013
*as of June 30, 2013
Loan amount
Collateral value
Corporate portfolio
Average LTV:
55%*
112
71%
30,1%
24,4%
56
56
54
16,9%
13,5%
29
3
14
4
Government
guarantees
Real
Estate
Equipment
& Vehicle
Guarantees
*Guarantees are not taken into account
12
3,2%
Other
collateral&
blank
…in the same currency as SMEs revenues…
FX loans
RUB loans
131
14,9
14,5
131
14,8
130
15,5
132
15,4
up to 30
days
31-90
days
91-180
days
Agriculture
11.6%
3%
5%
115,9
114,1
01.06.13
01.07.13
01.08.13
Manufacturing
RUB
166.9
bln
22%
1%
01.05.13
*as of June 30, 2013
29%
117,1
Wholesale &
retail trade
01.04.13
> 2 years
6% 3%
7%
1%
115,2
1 - 2 years
Other
Real estate
Transport
Construction
116,6
181 - 365
days
…maintaining industry diversification
RUB bln
130
11,9%
27
22%
Retail
Administrations
16
17. Retail lending – promising segment
Retail loan book changes (IFRS)
Credit cards
Mortgages
25,9
Retail loans maturity
RUB bln
Consumer loans
Car loans
28,3
31,4
32,8
33,6
*as of June 30, 2013
Primarily mortgages under state-related
agency JSC “AHML” standards
Retail portfolio
High-margin consumer loans to
customers with apparent cash-flow
–management of corporate clients
84,2%
24,9
20,8
22,3
22,8
2,1
0,4
7,2
2,1
0,4
2,1
0,4
2,1
0,4
2,1
0,4
8,0
8,1
8,3
9,4
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
18,5
11,9%
1,0%
up to 90 days
Currency breakdown (RAS)
2,9%
91-365 days
26,7
0,4
Consumer loans, RUB
RUB loans
27,7
0,4
29,0
0,7
> 2 years
Rates for retail loans
RUB bln
FX loans
1 - 2 years
30,2
0,4
31,7
0,4
Mortgages, RUB
1.4%
25
Credit cards, RUB
20
15
26,3
13,4
28,6
29,9
31,3
We plan to further expand retail portfolio, which was an
important growth driver in the recent years
10
Particular focus is on mortgages as the most perspective
segment
01.04.13
01.05.13
01.06.13
01.07.13
01.08.13
01.07.10
01.01.11
01.07.11
01.01.12
01.07.12
01.01.13
5
01.07.13
17
18. Card business – reliable source of non-interest income
Business strategy…
…Generates strong fee income
Corporate
clients
Retail
clients
Interest
3%
14%
22%
18%
- Self-service
transactions
- Payrolls
- Acquiring
- Credit cards
…developing key card product - payrolls
Debit cards
82%
22%
cash operations
Visa and Mastercard
self-service
39%
Fees &
commissions
payrolls
1
Key points
Q3 2012
Payrolls
70%
acquiring
Q4 2012
Q1 2013
Q2 2013
13,500
14,000
14,200
- Payrolls is the main tool for client base growth with
strong potential – 63,400 of existing corporate clients and
17,000 installed “client-bank” systems
14,200
1,360,845
1,381,959
1,360,308
1,331,515
Credit
cards
45,471
46,646
48,297
50,470
ATMs
812
- Offering cards only to existing corporate clients: credit
cards for owners, top and mid-level managers and
specialists, debit cards for personnel
- Pushing cross-sales between retail and corporate
819
838
844
18
20. Risk management
Balance sheet structure
Capital position enhanced by subordination
Tier 1
Tier 1 + Tier 2
14,2%
13,2%
12,3%
12,1%
11,6%
RUB bln
14,9%
14,8%
14,6%
Assets
Liabilities
80
70
11,9%
11,7%
12,0%
11%
MIN
60
50
40
30
20
10
0
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
01.07.13
Demand and less
than 1 month
CAR (N1)
under CBR rules
FX structure
From 1 to 6
months
From 6 to 12
months
More than 1 year
Interest rate risk
Assets
Liabilities
6%
RUB bln
80
Interest-earning assets
Interest-bearing liabilities
70
6%
13%
RUB bln
60
13%
50
40
30
20
Roubles
81%
US Dollars
Other
81%
10
0
Demand and less
than 1 month
From 1 to 6
months
From 6 to 12
months
More than 1 year
20
21. Credit quality management
NPLs dynamics
Annualized cost of risk
NPLs, RUB mln *
Provisions, % of total portfolio
NPLs, % of total portfolio
9,40%
9,52%
9,09%
10,13%
9,54%
9,41%
Charges to provisions to avg
gross loans, QoQ
Charges to provisions to avg
gross loans, YtD
10,35%
10,28%
3,12%
2,86%
9,02%
2,46%
2,24%
8,08%
1,83%
2,06%
1,65%
12 297
14 251
14 102
16 879
Q3 2012
Q4 2012
Q1 2013
Q2 2013
1,17%
17 270
Q2 2012
2,79%
2,46%
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
* 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
NPLs categorization: stable with some FX repricing
SMEs
Large corporates
+ Rub 344 mln new NPLs
- Rub 177 mln recoveries
Retail
+ Rub 131 mln new NPLs
no recoveries
+ Rub 207 mln new NPLs
- Rub 114 mln recoveries
17,6%
16,2%
13,2%
10,4%
10,5%
10,5%
9,8%
10,6%
10,0%
9,9%
9,8%
9,2%
10,0%
8 120
7 841
7 765
7 772
7 939
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
12,2%
10,1%
12,2%
13,3%
14,1%
11,9%
3,6%
8,0%
2,7%
3 400
5 445
5 445
8 098
8 229
Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013
NPLs, RUB mln
Provisions, % of total portfolio
777
3,5%
3,5%
3,1%
2,7%
965
892
3,6%
3,7%
3,0%
3,0%
1 009
1 102
Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013
NPLs, % of total portfolio
21
15
22. Credit quality
as of 30.06.2013
Gross loans, including
Current loans
RUB mln
Large
corporates
SMEs
50,801
83.8%
Past-due but not impaired, of
them
Mortgages
79,364
90.0%
Other
retail
24,867
98.1%
11,905
94.6%
Total
166,937
89.7%
Provisions
to NPLs
Ratio
98%
-
0.1%
1.2%
1.3%
0.3%
Less than 90 days
-
0.1%
0.4%
1.2%
0.2%
Over 90 days
-
0.8%
0.1%
0.7%
4.0%
Impaired, of them
-
16.2%
9.9%
Less than 90 days
5.5%
0.5%
Over 90 days
10.7%
9.4%
16.2%
-14.1%
Total NPLs
Provisions
Net Loans
43,617
0.4%
1.9%
0.7%
3.6%
10.0%
1.9%
5.3%
10.3%
-10.6%
-2.9%
-5.2%
123%
8.1%
70,975
-
Provisions
to
90
10.0% days+ NPLs
0.1%
24,139
11,288
-10.1% Rescheduled
Loans
150,019
5.1%
the whole amount of loans with principal overdue for more than 1 day as
NPL - well as loans with any delay in interest payments.
22
23. How we address credit quality challenges
Key challenges
Our response
•
•
To reduce concentration the cap for credit exposure
on a new single borrower was cut from 15% to 10%
of equity, on a group of borrowers – from 25% to
15%
•
Exposure to Top-20 Largest groups of borrowers
shall not exceed 210% of Capital
•
The bank established a new division to centralize
work with collateral with the following objectives:
Review and appraisal of colletarized property
Expertise of third-party appraisal
Regular monitoring of collateral portfolio
Large corporates proved to be the segment
with the highest risk-profile, requiring
heavy provisioning during the recent
quarters
Q3 2012
Q4 2012
-32 -67
-67
-337
Q1 2013
-101 -66
Q2 2013
-90-125
-
-352
-679
Stage 1 (August 2013)
-818
Charges on large corps
•
Charges on SMEs
-1 075
Charges on retail
Primary expertise for borrowers with
exposure above Rub 150 mln
Monitoring of collateral on Top-20
borrowers
Stage 2 (October 2013)
Workout of bad loans could take several
years including all the legal issues,
overtake and sale of collateral. Adequate
appraisal and liquidity of collateralized
property become crucial to smoothen the
procedure
Primary expertise for borrowers with
exposure above Rub 100 mln
Monitoring of collateral on borrowers
with exposure above Rub 150 mln
Stage 3 (January 2014)
Primary expertise and monitoring of collateral for borrowers with exposure above
Rub 100 mln
23
25. Financial highlights
RUB mln
Q2’13
Q1’13
Q-o-Q
1H13
1H12
Y-o-Y
Net Interest Income
2,237
2,180
2.6%
4,417
4,411
0.1%
Net fee and commission income
1,215
1,107
9.8%
2,322
2,417
-3.9%
155
143
8.4%
298
178
67.4%
3,667
3,490
5.1%
7,157
7,175
-0.3%
Operating expenses
(2,135)
(2,091)
2.1%
(4,226)
(4,180)
1.1%
Charges to provisions including
(1,309)
(964)
35.8%
(2,273)
(1,502)
51.3%
- provisions for loan impairment
(1,290)
(985)
31.0%
(2,275)
(1,188)
91.5%
- provisions for impairment of
other assets
(19)
21
-
2
(314)
-
Net profit
188
333
-43.5%
521
1,204
-56.7%
Trading Income
Total operating income b.p.
25
26. NIM stabilized on the back of interest income growth
Net interest income improvement
Deposit costs raised on the back of gradual repricing
Interest Income
Interest Expenses
2 262
Corporate term deposits
2 253
2 394
2 180
Retail term deposits
Yields on corporate loans
Yields on retail loans
2 237
14,9%
4 263
4 461
4 451
4 646
15,4%
14,9%
14,7%
10,8%
10,9%
11,3%
10,6%
10,9%
7,2%
4 118
14,9%
7,6%
6,7%
7,4%
7,7%
6,4%
6,4%
6,5%
Q4 2012
Q1 2013
Q2 2013
6,1%
-1 856
-2 010
-2 067
-2 271
-2 409
5,8%
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
Q2 2012
Q3 2012
NIM decomposition
Spread dynamics
Interest Spread
Yield on earning assets (net)
Cost of funds
11,2%
11,4%
11,7%
6,7%
6,7%
7,1%
4,4%
4,7%
Q2 2012
Q3 2012
11,2%
4,9%
5,0%
Q4 2012
Q1 2013
Q2 2013
Other
-0,05%
-0,19%
Base effect
-0,07%
6,5%
4,6%
+0,35%
Deposits
11,5%
6,3%
Loans
4,8%
4,6%
4,7%
4,2%
Q2 2012
Q3 2012
Q4 2012
4,2%
Q1 2013
Q2 2013
26
27. Fees and commissions in focus
Fee income rebound
New developments in remote banking
RUB mln
1 291
125
Payrolls
314
1 320
123
326
+9.8%
136
1 107
355
Options to be introduced in 2013:
1 215
105
• Adding new types of documents
322
Settlements
373
375
376
316
304
384
397
415
317
Other rev.
97
58% of clients use remote banking.
73% of them used more convenient and safe
Internet bank as of July 2013, up from 42% in the
YE2012.
352
1 324
Cards
Cash
transactions
• Deposit opening
• More flexibility in managing operations
422
191
203
192
174
178
Cards
-79
Other exp. -17
-85
-19
-100
-93
-110
-50
-22
-40
Q3 2012
Q4 2012
Q1 2013
Q2 2013
Q2 2012
Corporate business:
Low-cost fee generating products deliver 32% of total
operating income adding stability to revenue base
Retail and bank card business synergy:
“Vbank with you” Internet bank for retail clients
with new functions coming in H2 2013 – H1 2014:
• Deposit management
• Payments to any recipient via Internet
• New partnership agreements
• Remote sales – tailored decisions for clients
27
28. Cost optimization
Strict control over operating expenses
2 421
2 138
2 091
2 051
RUB mln
2 135
Personnel expenses – main burden on C-I-R
H1’13
4% 7%
6%
4%
5%
3% RUB 4,2 bln
8%
Q2'12
Q3'12
Q4'12
Q1'13
62%
Q2'13
Pilots of H1’13
• Centralization of Internet-Bank client support
service
Release of IT and Security administrators from
unusual excessive functions
• Uniting cashier and teller functions
Speed up of processing client applications
• Automation of Internet-Client payments processing
1 manager can process same number of payments
like 2 managers before the pilot introduction
• FRAUD-analysis and payment controller function for
pilot branch moved to HQ
• New road map for retail offices
Staff costs
Administrative expenses
Taxes other than income tax
Contributions to the State Deposit
Insurance Agency
Depreciation of premises, equipment and
amortisation of intangible assets
Other costs relating to premises,
equipment and intelligible assets
Rent
Other
Centralization: pilots to be implemented
• HR documentation handling
• Security Administrators function
• Accounts opening
• Establishing IT Help Desk/Service Desk
• Fixed cash collection routs planning
• Credit middle and back office centralized
• Work with orders and requests of Federal Bailiffs Service
and Federal Tax Service
• FX control
• Handling payroll services
28
31. Capital structure
Share price on MICEX
Shareholding structure
Structure as of 13.05.2013
Chairman
Others
32%
30%
Shares
More than 8,000
individuals and 1,000
companies are among
our shareholders with
professional investors
owning more than
36%
Roubles
100 000
1 800
10 000
1 440
1 000
1 080
100
720
10
360
38%
1
1.8.12
0
1.10.12
1.12.12
1.2.13
Volume
1.4.13
1.6.13
1.8.13
Last price
As per MICEX data
Volumes of trading (shares)
Major shareholders
SHAREHOLDER
STAKE IN EQUITY
Dmitry L. Orlov (Chairman of the Board of Directors)
32.03%
19.67%
JPM International Consumer Holding Inc.
9.88%
H1 2011
H2 2011
H1 2012
H2 2012
H1 2013
MICEX
744,081
551,544
892,502
1,966,722
535,131
598,489
RTS
Otar L. Margania (Member of the Board of Directors)
H2 2010
186,333
65,303
82,098
50,437
30,230
9,090
24,054
13,444
3,255
3,685
7,300
3,900
954,468
630,291
977,855
2,020,844
572,661
611,479
German stock
exchanges (ADR)
Sub-total (stock
exchanges)
OTC
Total
61.58%
1,109,859 1,080,856 2,141,597
873,225
1,421,277
100,610
Total
2,064,327 1,711,147 3,119,452
2,894,069
1,993,938
712,089
*Volume growth associated with strategic deals
31
32. High level of corporate governance
MANAGEMENT STRUCTURE
CHAIRMAN OF THE
MANAGEMENT BOARD*
System of control
GENERAL
MEETING OF
SHAREHOLDERS
Mr. Alexander Dolgopolov
AUDITOR
PricewaterhouseCoopers
Audit commission
BOARD OF DIRECTORS
HR and
Compensation
Committee
12 members
Audit committee
9 are non-executive
6 independent
Internal Control
and Audit Service
Risk Management
MANAGEMENT BOARD
The arrows represent the authorities to appoint
or elect the relevant Bank’s bodies and the
External Auditor
13 members
5 Deputy Chairmen
- 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
Continuing excellent reputation recognition:
- Solid and professional team
V.Bank has
the Best
Corporate
Governance in
Russia, 2013
Andrey
Shalimov
was
awarded for
the Best IR
in 2012
V.Bank was
awarded as
the Bank of the
Year in Russia
in 2010
Dmitry Orlov is included
in top10 of the best bank’s
managers 2009
The most
shareholder
transparent bank
in Russia – 2006,
2007, 2008
32
33. Investment Summary
SOUND STRATEGY
More than 20 years in Top-30 Russian banks amid
changing competition landscape
Successfully passed through recent crises (199394,1998, 2004, 2008)
Business model generating solid fees & commissions
(40% of revenue)
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 (13 members) with long-term
banking experience, the Board of Directors headed by
Chairman with 40 years in Soviet and Russian
banking systems
BUSINESS STRENGTHS
Loyal clientele due to strong relationships with the
customers
60% of client base is concentrated in fast growing
Moscow Oblast
Corporate business focused on high-profitable
SME, retail – on mortgages
Broad product line based on advanced IT-solutions
Financial markets turbulence
Ongoing pressure on lending rates driven by state banks
Russian economy slowdown
Limited demand from key risk sector – SME
Still high potential credit client
Still high potential credit risk
Positive track-record of communication with investors
HIGH STANDARDS
CURRENT CHALLENGES
33
34. Investor Relations contacts
Yulia Vinogradova, Advisor to the Chairman
Yu.Vinogradova@voz.ru
Elena Mironova, Deputy head of IR
E.Mironova@voz.ru
Maria Gorbunova, IR specialist
M.Gorbunova@voz.ru
Download contacts:
+7 495 620 90 71
investor@voz.ru
http://www.vbank.ru/en/investors
Follow us on Twitter:
www.twitter.com/vbank_IR
Download presentation:
34
35. Disclaimer
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.
35