Abstract on the topic:

SB JSC "Sberbank"

Plan:

1 Owners and management
2 History
3 Awards

Introduction

Subsidiary Bank Joint Stock Company "Sberbank of Russia" - SB JSC "Sberbank" (former JSC "TEXAKABANK") - a bank in Kazakhstan.

Official site

1. Owners and management

As of July 11, 2008, owned by Joint-Stock Commercial Savings Bank Russian Federation» (Moscow) was 99.998% of the total number of placed shares of the bank.

Chairman of the Board - Smirnov Oleg Evgenievich

2. History

Texakabank was founded on March 19, 1993 in Dallas (Texas, USA), and began operating in the Kazakhstani market in October of the same year.

As of August 1, 2005, the bank's capital was 2.46 billion tenge ($18 million), assets - 22.47 billion (167 million), credit portfolio - 13.58 billion (100 million). As of the end of 2004, 90.3% of the bank's shares were owned by American businessman Gregory Knowle Studer (Chairman of the Board of Directors of Metrobank), the remaining 9.7% belonged to Igor Gekko.

December 6, 2005 - The Agency of the Republic of Kazakhstan for the Regulation and Supervision of the Financial Market and Financial Organizations issued a permit to Sberbank of Russia to purchase 100% of the shares of Kazakhstan's Texakabank.
July 25, 2006 - Sberbank bought 80% of Kazakh Texakabank. The transaction amount is 105 million dollars, that is, 3.5-4 times the equity of Texakabank.
On March 15, 2007, the Registration Service Committee of the Ministry of Justice of the Republic of Kazakhstan passed state registration subsidiary bank's charter joint-stock company Sberbank of Russia - SB Sberbank JSC.
December 4, 2007 - The authorized capital of SB Sberbank JSC was increased to 29 billion tenge.

Branch of Sberbank of Russia in Atyrau, Kazakhstan

Main events of 2008

The Bank became a principal member of the international payment systems Visa and MasterCard International.
SB JSC "Sberbank" began to cooperate with large companies in various sectors of the economy: LLP "Company Magnum" - a chain of stores "Magnum", wholesale and retail trade; ALE "APUP "Gefest" - an enterprise of the coal industry; JSC "Karaganda Plant of Asbestos-Cement Products" - production and processing of cement; LLP Aktobe copper company» - mining and processing of copper, SM Market retail LLP - SM Market chain of stores; SevKazEnergo Petropavlovsk LLP is the largest energy company in the city of Petropavlovsk.

The most important transactions in 2008 were: the conclusion of a cooperation agreement between SB Sberbank JSC and the Taldykorgan lead battery plant Kainar AKB LLP and the conclusion of a cooperation agreement between SB Sberbank JSC and one of the largest retailers in the Atyrau region, the Group of Companies " Dana"

Main events of 2009

The year 2009 was marked by the fact that the Subsidiary Bank JSC Sberbank of Russia in Kazakhstan became the laureate of the honorary international business award Baiterek in the Capital Partner nomination.

SB JSC "Sberbank" became the winner in the nomination "Best Bank of 2008 with foreign participation" of the Republic of Kazakhstan in 2008 according to the magazine "Delovar" with the support of the National Economic Chamber "Union Atameken" and the Akimat of Almaty.

One of the important events of 2009 was the opening of the first LIN laboratory, which marked the beginning of a large program to introduce production system Sberbank.

The Bank took part in the third tranche of the Anti-Crisis Program of the Government of Kazakhstan on SME lending, conducted jointly with the Damu Fund, having identified three main priorities for itself - the timeliness, significance and prospects of the project being financed.

In September, a new image advertising campaign “Money is your work” was launched, the main idea of which is careful attitude to money, as necessary condition prosperity of every citizen of the country.

SB JSC "Sberbank" was among the leading financial institutions of Kazakhstan that signed with the Ministry of Industry and Trade of the Republic of Kazakhstan Memorandum on the establishment of the Kazakhstan "Club of Investors and Lenders".

By the decision of the Board of the Kazakhstan stock exchange(KASE) Subsidiary Bank Sberbank of Russia JSC (Almaty) was assigned the status of a market-maker of the ruble of the Russian Federation.

SB JSC "Sberbank" and the airline "Air Astana" signed a Cooperation Agreement, thanks to which it became possible to pay for tickets through bank branches throughout Kazakhstan.

Main events of 2010

In January, the twelfth branch of Sberbank was opened in the North Kazakhstan region in the city of Petropavlovsk on the territory of Kazakhstan.

SB Sberbank JSC switched to issuing Visa payment cards with a microchip.

SB Sberbank JSC entered into a cooperation agreement with Magnum Company LLP. Under this agreement, the parties intend to develop cooperation in the field of investment financing in particular, in the construction of 2 new Magnum stores in Almaty in 2010.

In February, SB Sberbank JSC and the Batys Samal Group of Companies, which unites 18 of the largest and most stable enterprises in the West Kazakhstan region, the main activities of which are the production of building materials and consumer goods, passenger and cargo transportation, agriculture and engineering, concluded General Agreement on settlement and cash services.

In 2009, the assets of SB Sberbank JSC more than doubled and amounted to 221.3 billion tenge against 97.5 billion tenge as of January 1, 2009. Contributions legal entities increased by 4 times and amounted to 115.4 billion tenge against 28.4 billion tenge as of January 1, 2009, deposits individuals increased 3 times and amounted to 36.3 billion tenge against 11.5 billion tenge as of January 1, 2009. As of January 1, 2010 equity amounted to 36.7 billion tenge, the bank's net profit - 2.3 billion tenge.

As of December 1, 2009, the Bank ranked 6th in terms of Equity Capital, 8th in terms of net profit and 10th place in terms of assets in the rating of Second Tier Banks (STB) of Kazakhstan.

To date, SB Sberbank JSC has a branch network consisting of 12 branches and more than 100 structural divisions. The central office of the Bank is located in Alma-Ata.

3. Awards

In 2003, Texakabank was already in second place in terms of the number of settlement and cash departments.

In 2004, among financial institutions, he was awarded the KASE award “For striving for transparency”.

In 2005, according to the results of independent experts published in the National Business magazine, the bank was awarded the title of “the most promising and the best bank working with the client base.

According to the results of 2008, SB Sberbank JSC became the winner in the nomination “The Best Bank of the Republic of Kazakhstan in 2008 with foreign participation” according to the Delovar magazine.

In 2009, the Subsidiary Bank of Sberbank of Russia JSC in Kazakhstan became a laureate of the honorary international business award Baiterek in the Capital Partner nomination.

“ANNUAL REPORT OF SB JSC “SBERBANK” FOR 2014 Contents: Sberbank Group: I. Mission, values; SB JSC "Sberbank" - profile of the Bank; Our awards. ..."

Annual report of SB Sberbank JSC

for 2014

ANNUAL REPORT OF SB SBERBANK JSC FOR 2014

Sberbank Group:

Mission, values;

SB JSC "Sberbank" - profile of the Bank;

Message from the Chairman of the Board of Directors of SB Sberbank JSC

Message from the Chairman of the Board of SB Sberbank JSC

Corporate Governance:

Organizational structure;

Board of Directors;

Governing body;

Dividends.

Report of the Board on activities in 2014:

Regulations of SB Sberbank JSC on financial market Republic of Kazakhstan;

Statement of comprehensive income;

Risk - management;

SB JSC "Sberbank" in the market valuable papers;

Analysis of the main markets where SB Sberbank JSC operates;

Macro and microeconomic changes that took place in 2014;

Corporate business;

International Business;

Retail business;

Branch network;

Information Technology;

Marketing policy.

Social responsibility:

Charitable and sponsorship activities of SB Sberbank JSC;

Staff.

Prospects for Development VIII.

Financial statements IX.

Key business contacts X.

Details of SB Sberbank JSC

SBERBANK GROUP

Sberbank Group is the largest banking structure on the territory of the CIS countries and one of the largest in the world.

It includes:

16 territorial banks and more than 17 thousand branches throughout Russia;

Subsidiary banks in Kazakhstan, Ukraine and Belarus;

Representation in Germany, China and a branch in India;

Sberbank Europe AG - divisions in 9 countries of Central and of Eastern Europe;

Deniz Bank in Turkey.

Sberbank also owns 15 major subsidiaries in various fields of activity. Among them are CJSC Sberbank CIB, CJSC Sberbank Leasing, CJSC Sberbank Asset Management, LLC Sberbank Capital, IC Sberbank Insurance, NPF Sberbank, CJSC Sberbank-AST and others.

The founder and main shareholder of OJSC Sberbank of Russia is central bank Russian Federation, owning 50% of the authorized capital plus one voting share. The other 50% of the Bank's shares are owned by Russian and international investors.

Sberbank accounts for a third of the assets of the entire Russian banking sector.

Sberbank is a key lender for Russian economy and occupies the largest share in the deposit market.

More than 110 million individuals and about 1 million enterprises in 22 countries use Sberbank's services.

In 2014, Sberbank was named the best bank in Russia according to Global Finance magazine among banks in emerging markets in Central and Eastern Europe.

Sberbank took first place among banks in Central and Eastern Europe in The Banker magazine rating.

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Our values are the basis of our attitude to life and work, an internal compass that helps us make decisions in difficult situations, principles that we always and everywhere adhere to.

Guidelines that help us make the right decisions in any situation:

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SB SBERBANK JSC KAZAKHSTAN

SB Sberbank JSC is part of the Sberbank international group. The bank has been successfully operating in the financial market of Kazakhstan for 8 years, and ranks 5th in terms of assets among all STBs in Kazakhstan.

Sberbank is a key investor in the economy of Kazakhstan and a leader in government business development programs.

Every 6th tenge for lending to Kazakhstani business in 2014 was issued by Sberbank.

To date, SB Sberbank JSC has a branch network consisting of 117 structural units, 16 of which are branches. The central office of the Bank is located in Almaty.

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Sberbank became the leader in the Best private banking services overall category in Kazakhstan in the Private Banking and Wealth Management Survey 2014 according to Euromoney magazine.

Sberbank is the best in implementing the program " Road map business 2020"

at the end of 2014. Sberbank awarded such a high rating to the Damu Entrepreneurship Development Fund.

Sberbank is the winner in the "Best Guaranteed Product 2014" nomination from the FRP "Damu".

Sberbank twice became the winner of the Senim 2014 competition in the nomination " Best Company- an employer in the service sector with more than 2,000 employees.

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The reliability and steady growth of the Kazakh Sberbank is confirmed by the ratings from Moody's and Fitch - the bank is in the TOP-3 in this indicator among the financial institutions of the republic.

Ba3/stable/NP/E+ BB+/negative/B3, AA-(kaz) On March 2, 2015, Moody's international rating agency confirmed the rating of SB Sberbank JSC at Ba2/stable/NP/E+.

III.

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As you know, 2014 was full of challenges for companies in the financial sector of the economy, both in Kazakhstan and abroad. Despite this, in 2014 SB Sberbank JSC achieved significant results.

The expansion of the scale of our business occurred adequately to the needs of our clients and strategic plans. The bank has provided a profitable, highly efficient activity and, today, we are in the TOP-5 banks in Kazakhstan.

Sberbank is the largest institutional investor in Kazakhstan.

The total volume of assets, including loans issued directly by Sberbank of Russia OJSC, is approaching $10 billion. Every 6th tenge for lending to Kazakhstani businesses in 2014 was issued by Sberbank. International agencies assigned our bank the following ratings for 2014: Moody's Ba3, FitchRatings BB+.

Sberbank is a leader in participating in government business support programs in Kazakhstan, such as financing the Damu Fund, Development Bank of Kazakhstan JSC, and funds placement programs National Fund Republic of Kazakhstan.

SB Sberbank JSC is actively investing in human capital. The project "Student Program" for cooperation with leading universities of Kazakhstan is being successfully implemented. Job fairs are regularly held at universities throughout Kazakhstan and master classes with the heads of the Bank's structural divisions. A pilot project, the Internship Center, was launched to prepare young professionals for further internships in various departments of the Bank.

The start of 2015 is marked negative trends in global macroeconomics, including in Kazakhstan. But our bank accepts challenges and takes active steps to reduce the pressure of external factors. The main steps taken by SB Sberbank JSC in this direction are: maintaining the quality of the portfolio while reducing its growth rates; reduction in funding costs; improving the efficiency of business processes; cost optimization.

Given the structure of the client base, the bank adheres to a flexible and efficient client policy, focusing on the full satisfaction of customer needs; contributes to the development of the industrial potential and foreign trade relations of the republic. Using the advantages of the international group of Sberbank, our clients have unique opportunities conducting cross-border business in all countries where Sberbank Group operates.

As part of the implementation of our Strategy, the progressive development of retail business. We create a service environment that is maximally integrated into the daily life of the client. The main direction in business development is the creation of new, "digital" sales channels and products of adequate consumer qualities for customers.

As a member of the International Group of Sberbank of Russia, SB Sberbank JSC consistently pursues a policy of increasing efficiency, introducing the most advanced global practices and service standards, and developing the professional competencies of employees. The staff is involved in the process of improving the quality of the service provided, while using new forms feedback with clients.

We never rest on our laurels. The Bank is actively implementing its Development Strategy for the five-year period and promptly responds to the growing needs of customers, sometimes anticipating them. Customer focus, efficiency improvement, innovation management, attention to global trends in the financial world and the introduction of new technologies remain key priorities for us.

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At the end of 2014, Sberbank showed a steady growth in all indicators. The bank's assets increased by more than 23.9% and reached 1 trillion 284 billion tenge. The bank managed to achieve such results thanks to the trust and support of our customers and partners.

Our striving for leadership, now, after 8 years of work in the country's market, is bearing fruit. Today, Sberbank is among the top five banks in terms of a number of key financial indicators.

The bank's net profit in 2014 amounted to 27 billion tenge. We have attracted more than 900 billion tenge of deposits from individuals and legal entities. The loan portfolio of the bank approached the mark of 1 trillion tenge.

Sberbank in Kazakhstan continues to develop dynamically, while remaining a stable and sustainable financial institution. Last year, we actively developed the retail and corporate segments, but at the same time, we set efficiency improvement as a key factor for ourselves. Sberbank has launched its own Customer Operations Support Center in Almaty. It was created to provide uninterrupted and centralized support for customer transactions and improve the quality of service.

Sberbank's portfolio includes companies from leading sectors of the economy and large-scale transactions with the largest corporate clients international level.

Growth rates in small and medium business increased. We participate in all state programs to support Kazakhstani business, and actively implement financing under the programs of the Damu Fund and the Business Roadmap.

I would like to note that all our projects are aimed at developing the country's economy, many of them were highly appreciated. Based on the results of 2014, our piggy bank was replenished with such awards as “The Best Transnational Company Employer in Kazakhstan”, Euromoney magazine named our service the best in servicing privileged clients.

The Damu Fund recognized the work of Sberbank with two awards:

The best subsidizing bank under the Business Roadmap 2020 Program and the Best Guaranteed Product.

Self-development is one of the key areas of our corporate culture. In 2014 we opened our own Training Center. This is a unique platform for training and advanced training of all categories of employees and managers of the bank. The continuous system of business education allows us to prepare highly qualified personnel ourselves, and provides our employees with new opportunities for career growth.

I want to thank the entire staff of SB JSC Sberbank for their well-coordinated and fruitful work, and our customers and partners for their support and inspiration!

In 2015, we face new ambitious tasks. We will continue to work on improving the quality of service, introducing the latest technologies and improving effective system risk assessments. And I am sure that we will be able to achieve all this together, because the team of Sberbank in Kazakhstan is one big, friendly team of professionals dedicated to their work and everyone in it is a Leader! And all together we work for our clients and partners!

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The supreme body of the Bank is the General Meeting of Shareholders.

To exclusive competence General Assembly shareholders of the Bank include the following issues:

1) introduction of amendments and additions to the Charter of the Bank or approval of its new version;

2) approval of the corporate governance code, as well as amendments and additions to it;

3) voluntary reorganization or liquidation of the Bank;

4) making a decision to increase the number of authorized shares of the Bank or change the type of unplaced authorized shares of the Bank;

5) determination of the conditions and procedure for converting the Bank's securities, as well as their change;

6) making a decision on the issue of securities convertible into common shares of the Bank;

7) making a decision on the exchange of placed shares of one type for shares of another type, determining the conditions and procedure for such an exchange;

8) determination of the quantitative composition and term of office counting commission, election of its members and early termination of their powers;

9) determination of the quantitative composition, term of office of the Board of Directors, election of its members and early termination of their powers, as well as determination of the amount and terms of payment of remuneration and compensation of expenses to members of the Board of Directors for the performance of their duties;

10) determination of the audit organization performing the audit of the Bank;

11) annual approval financial reporting;

12) approval of the procedure for distributing the Bank's net income for the reporting fiscal year, making a decision on the payment of dividends on ordinary shares and approving the amount of the dividend per one ordinary share of the Bank;

13) making a decision on non-payment of dividends on ordinary shares of the Bank;

14) making a decision on voluntary delisting of the Bank's shares;

15) making a decision on the participation of the Bank in the creation or activities of other legal entities or withdrawal from the membership (shareholders) of other legal entities by transferring (receiving) a part or several parts of assets, in the amount of twenty-five or more percent of all owned by the Bank assets;

16) determination of the form of notification by the Bank of shareholders on the convening of the General Meeting of Shareholders and the adoption of a decision on the placement of such information in the media;

17) approval of changes to the methodology (approval of the methodology, if it was not approved by the constituent assembly) for determining the value of shares when they are redeemed by the Bank on the unorganized market in accordance with the Law "On Joint Stock Companies";

18) approval of the agenda of the General Meeting of Shareholders;

19) determining the procedure for providing shareholders with information about the activities of the Bank, including determining the mass media;

20) Approval of internal normative documents governing the activities of the Board of Directors and the procedure for holding meetings of shareholders by the Bank;

21) other issues, the adoption of decisions on which is referred by the internal regulatory documents of the Bank, the legislation of the Republic of Kazakhstan and (or) the Charter of the Bank to the exclusive competence of the General Meeting of Shareholders.

As part of the general meetings of shareholders of the Bank held in 2014, the following issues were considered, among other things:

1. Approval of the annual financial statements of SB Sberbank JSC for 2013.

2. Approval of the procedure for distributing net income for 2013 and the amount of dividend per one ordinary share of SB Sberbank JSC.

3. On non-payment of dividends on ordinary shares of SB Sberbank JSC.

4. On shareholders' appeals to the actions of SB Sberbank JSC and its officials and the results of their consideration.

5. On determining the audit organization that audits SB Sberbank JSC for 2014.

6. On the election of new members of the Board of Directors of SB Sberbank JSC.

7. On determining the term of office of the Board of Directors of SB Sberbank JSC.

Board of Directors of SB Sberbank JSC as of December 31, 2014

The Board of Directors is a body of the Bank that carries out general management of the Bank's activities, with the exception of resolving issues that are the exclusive competence of the General Meeting of Shareholders.

The Board of Directors of SB Sberbank JSC includes:

Gorkov Sergey Nikolaevich – Chairman of the Board of Directors. Elected to the Board of Directors in accordance with the decision of the annual general meeting of shareholders dated April 25, 2012.

On October 10, 2012, by the decision of the Board of Directors, he was elected Chairman of the Board of Directors.

(10.10.2012 to date) - Chairman of the Board of Directors of SB Sberbank JSC, Deputy Chairman of the Management Board of Sberbank of Russia OJSC

Astashkin Nikolai Yuryevich – Member of the Board of Directors. Elected to the Board of Directors in accordance with the decision of the Extraordinary General Meeting of Shareholders dated October 22, 2012.

Positions held in the past three years and currently:

(22.12.2011-30.04.2012) - Head of Department - Director of the AMB Base Well Center Processing Department loan applications small business OJSC "Sberbank of Russia";

(05/01/2012-09/30/2012) - Head of Department-Director of the AMB Base Well Center, Small Business Loan Application Processing Department, Customer Operations Support Center "South Port" of Sberbank of Russia OJSC (01.10.2012 - to date) - Member Board of Directors of SB Sberbank JSC, (October 1, 2012-to date) Deputy Director of the Interregional Underwriting Center of Sberbank of Russia OJSC

Dovlatov Artem Sergeevich – Member of the Board of Directors. Elected to the Board of Directors in accordance with the decision of the extraordinary general meeting of shareholders dated October 31, 2014

Positions held in the past three years and currently:

06/25/2013 - to date - Director of the International Development Coordination Department of Sberbank of Russia OJSC;

10/23/2012 - 06/24/2013 - Deputy Director of the Department - Head of the International Network Development Department of the Department of Subsidiary Banks of Sberbank of Russia OJSC;

06/19/2012 - 10/22/2012 - Deputy Director of the International Operations Department of Sberbank of Russia OJSC;

04/12/2012 - 06/19/2012 - Managing Director - Vice-President of the Department for the Coordination of Subsidiary Banks of OJSC VTB Bank;

06/29/2011 - 04/11/2012 - Deputy Head of the Division for Coordination of Subsidiary Banks of the Department of Subsidiary Banks of JSC VTB Bank;

Zvyagintsev Denis Alexandrovich – Member of the Board of Directors - Independent Director. Elected to the Board of Directors in accordance with the decision of the repeated extraordinary general meeting of shareholders dated 12/26/2007.

Positions held in the past three years and currently:

(01.12.2004 - to date) - Head of the Department of Criminal Law and Procedure, Federal State Budgetary Educational Institution of Higher Professional Education of the Russian State Academy of Intellectual Property;

(December 26, 2007 - to date) - Member of the Board of Directors of SB Sberbank JSC - Independent Director Isengaliyev Bakhytzhan Iztleuovich - Member of the Board of Directors - Independent Director. Elected to the Board of Directors in accordance with the decision of the Extraordinary General Meeting of Shareholders dated November 25, 2011.

Positions held in the past three years and currently:

01/03/2008 - to date) - Vice President of PetroKazakhstan JSC;

(November 25, 2011 - to date) - Member of the Board of Directors of SB Sberbank JSC - Independent Director Kamalov Alexander Ilyasovich - Member of the Board of Directors, Chairman of the Management Board. Elected to the Board of Directors in accordance with the decision of the extraordinary general meeting of shareholders dated 11/14/2012.

Positions held in the past three years and currently:

(14.11.2012-present) - Member of the Board of Directors of SB Sberbank JSC;

(09/19/2012-to date) - Chairman of the Board of SB Sberbank JSC

Lazareva Natalia Nikolaevna – Member of the Board of Directors. Elected to the Board of Directors in accordance with the decision of the annual general meeting of shareholders dated April 25, 2014.

Positions held in the past three years and currently:

05/05/2011 - 04/14/2013 - Deputy Director of the Center for Management of Subsidiaries and Dependent Companies of Sberbank of Russia OJSC;

04/15/2013 - 06/24/2013 - Executive Director of the Department of Subsidiary Banks of Sberbank of Russia OJSC;

06/25/2013 - to date - Managing Director of the management of the block " International Operations" OJSC "Sberbank of Russia";

(04/25/2014-to date) - Member of the Board of Directors of SB Sberbank JSC

Smirnov Oleg Evgenievich - Member of the Board of Directors. Elected to the Board of Directors in accordance with the decision of the extraordinary general meeting of shareholders dated 15.08.2011.

Positions held in the past three years and currently:

(05/14/2012-present) - Chairman of the Moscow Bank of Sberbank of Russia OJSC;

(08/15/2011-present) - Member of the Board of Directors of SB Sberbank JSC

Tazabekov Kuanysh Amerkulovich - member of the Board of Directors - independent director. Elected to the Board of Directors in accordance with the decision of the annual general meeting of shareholders dated April 25, 2012

Positions held in the past three years and currently:

(08/25/1994 - to date) - First Vice-Rector of the University "Turan";

(25.04.2012-to date) - Member of the Board of Directors - Independent Director The following issues are within the exclusive competence of the Board of Directors of the Bank:

1) determination of priority areas of the Bank's activities and the Bank's development strategy or approval of the Bank's development plan in cases provided for by the legislative acts of the Republic of Kazakhstan;

2) making a decision to convene the annual and extraordinary General Meeting of Shareholders, determining the agenda of the General Meeting of Shareholders, determining the date for compiling the list of shareholders entitled to participate in the General Meeting of Shareholders;

3) making a decision on placement (sale), including on the number of shares to be placed (sold) within the limits of the number of declared shares, method and price of their placement (sale);

4) making a decision on the repurchase by the Bank of placed shares or other securities and the price of their repurchase;

5) preliminary approval of the annual financial statements of the Bank;

6) approval of regulations on committees of the Board of Directors;

7) determining the conditions for issuing bonds and derivative securities of the Bank, as well as making decisions on their issuance;

8) determination of the quantitative composition, term of office of the executive body, election of its head and members, as well as early termination of their powers;

9) determining the size of official salaries and conditions of remuneration and bonuses for the head and members of the executive body;

10) determination of the quantitative composition, term of office of the service internal audit, appointment of its head and members, as well as early termination of their powers, determination of the procedure for the work of the internal audit service, the amount and conditions of remuneration and bonuses for employees of the internal audit service;

11) appointment, determination of the term of office of the corporate secretary, early termination of his powers, as well as determination of the amount of the official salary and terms of remuneration of the corporate secretary;

12) determination of the amount of payment for the services of an audit organization for the audit of financial statements, as well as an appraiser for assessing the market value of property transferred in payment for the Bank's shares or being the subject of a major transaction;

13) approval of documents regulating internal activities of the Bank (with the exception of documents adopted by the executive body for the purpose of organizing the activities of the Bank) approval of the rules on the general conditions for conducting operations, including management documents banking risks and equity, use of reserve capital, as well as an internal regulatory document establishing the conditions and procedure for holding auctions and subscription of the Bank's securities, other internal regulatory documents referred by the Charter, internal regulatory documents of the Bank and the legislation of the Republic of Kazakhstan to the competence of the Board of Directors;

14) making decisions on the creation and closing of branches and representative offices of the Bank and approval of regulations on them;

15) making a decision on the acquisition (alienation) by the Bank of ten or more percent of shares (stakes in the authorized capital) of other legal entities;

16) decision-making on issues related to activities within the competence of the General Meeting of Shareholders (Participants) of a legal entity, ten or more percent of the shares (stakes in the authorized capital) of which are owned by the Bank;

17) an increase in the Bank's liabilities by an amount equal to ten or more percent of its own capital;

18) determination of information about the Bank or its activities, which constitutes an official, commercial or other secret protected by law;

19) decision-making on the conclusion of major transactions and transactions in which the Bank has an interest;

20) approval of the Budget, business plans and reports on the implementation of the Bank's business plans;

21) approval of the list and level of materiality banking operations and other transactions requiring prior approval of the Board of Directors;

22) determination of the form of ballots for conducting absentee (or in-person secret) voting - on the agenda items of the General Meeting of Shareholders;

23) policy definition accounting Jar;

24) hearing reports of the Chairman of the Management Board of the Bank, the frequency, content and procedure for presentation of which will be determined by the Board of Directors of the Bank;

25) other issues stipulated by the internal regulatory documents of the Bank, the legislation of the Republic of Kazakhstan and (or) the Charter, not related to the exclusive competence of the General Meeting of Shareholders of the Bank.

In 2014, 57 meetings of the Board of Directors of the Bank were held (both in person and in absentia).

Management Board of SB Sberbank JSC

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Remuneration of members of the executive body for the period January - December 2014 million tenge

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Position of SB Sberbank JSC in the financial market of Kazakhstan

Key indicators of the Bank based on the results of 2014:

assets 1,284 billion tenge, market share 7.0%, 5th place in the sector;

net profit 27 billion tenge, market share 8.7%, 4th place in the sector;

performing loans 985 billion tenge, market share 9.1%, 4th place in the sector;

The positions of the Bank in terms of net profit remained at the level of 2013.

Based on the results of 2014, the Bank ranked 4th in terms of the size of performing loans.

ANALYSIS OF FINANCIAL RESULTS OF SB JSC SBERBANK UNDER IFRS

IFRS PROFIT AND LOSS STATEMENT

Net profit amounted to 27.0 billion tenge;

Net interest income increased by 34% compared to the previous year and amounted to 62.2 billion tenge;

Operating income before provisions increased by 34% and amounted to 85.7 billion tenge;

Net fee and commission income increased by 43% and amounted to 16.7 billion tenge;

INTEREST INCOME

Interest income for 2014 increased by 44.2% and amounted to 113.2 billion tenge against 78.5 billion tenge in 2013. Increase interest income occurred mainly due to the growth of income on the loan portfolio, the increase compared to the same period last year amounted to 45.5%.

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Interest expenses for 2014 increased by 58.7% or 18.9 billion tenge compared to 2013 and amounted to 51.0 billion tenge as of the reporting date. The share of expenses on funds attracted from clients amounted to 69%, having decreased by 10% compared to the previous year. The share of expenses due to banks amounted to 21% (13.9% in 2013); expenses on issued bonds increased by 2.8 billion tenge, their share was 10% (7.1% in 2013).

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NET FEE AND FEE INCOME

Net fee and commission income of the Bank increased by 43% or by 5 billion tenge and amounted to 16.7 billion tenge as of January 1, 2015. The majority of commission income comes from settlement and cash operations and commissions on documentary settlements.

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In 2014, the received fee income from documentary settlements increased by 1.8 billion tenge, cash transactions- by 1.3 billion tenge, payment cards - by 881 million tenge compared to last year.

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The non-interest income of the Bank increased by 37% or by 2.1 billion tenge. Income from foreign exchange transactions in 2014 increased by 25.6% or 1.3 billion rubles.

tenge and amounted to 6.4 billion tenge.

OPERATING EXPENSES

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The ratio of operating expenses to operating income before provisions was 38.9% at the reporting date.

ANALYSIS OF THE BALANCE STRUCTURE OF SB JSC SBERBANK ACCORDING TO IFRS

ASSETS

In 2014, the Bank's assets increased by 23.9% or 247.5 billion tenge, amounting to 1,281 billion tenge as of 01.01.2015.

As of January 1, 2015, the loan portfolio amounted to 969.4 billion tenge, having increased over the year by 238.6 billion tenge, or 32.6%. share loan portfolio in total assets of the Bank amounted to 75.7%.

Cash and cash equivalents increased by 5.3%, or 7.1 billion tenge, and amounted to 142.7 billion tenge. share Money in assets at the reporting date amounted to 11.1%.

The securities portfolio for 2014 decreased by -9.8% or -9.4 billion tenge, amounting to 01.01.2015 87.3 billion tenge. The share of securities decreased from 9.4% in 2013 to

to 6.8% in 2014

The Bank's market share in terms of assets increased from 6.3% in 2013 to 7% in 2014, and the Bank ranks 5th in the ranking of assets.

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LIQUID ASSETS

The volume of liquid assets as of the reporting date amounted to 224.1 billion tenge, which is 17% of the total assets of the Bank.

LOANS TO CLIENTS

Over the past year, the growth of the gross loan portfolio amounted to 248.0 billion rubles.

tenge, or 32.8%.

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The Bank's market share in terms of the size of the loan portfolio increased from 6.0% in 2013 to 7.0% in 2014. In the ranking of the loan portfolio, the Bank moved from 6th to 5th position.

COMMITMENTS

The bank's liabilities for 2014 increased by 24.6%, or 225 billion tenge.

The main source of growth remains the deposit portfolio of clients. During the year, the Bank also carried out active attraction in the interbank market.

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For 2014 funds credit institutions increased by 33.9%, or 39.2 billion, amounting to 154.7 billion tenge. During the year, the funds of legal entities increased by 18.5% or 94 billion tenge, the funds of private individuals - by 35.2% or 78.9 billion tenge.

CLIENT FUNDS

Customer funds are the main source of funding for the bank with a share of 79% of the volume of liabilities.

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Customer funds as of 01.01.2015 amounted to 906.4 billion tenge, an increase of 23.6%, or 172.9 billion tenge.

tenge, including:

By means of corporate clients - by 18.5% or 94 billion tenge

By means of individuals - by 35.2%, or 78.9 billion tenge.

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Significant growth in retail deposits is due to the policy of targeting the retail sector, as well as the quality of customer service of the Bank.

The Bank's share in the market of client resources increased from 8.0% to 8.1% for corporate clients, from 5.7% to 6.7 for individuals.

DEBT SECURITIES ISSUED

As of 01/01/2015, debt securities are represented by four issues of bonds on the KSE denominated in tenge with nominal interest rates of 5.7%-9.0% per annum and maturities of 2017-2020.

As of December 31, 2014, the book value of the issued bonds amounted to 69.6 billion tenge, as of December 31, 2013: 62.3 billion tenge.

ADEQUACY OF OWN CAPITAL

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In 2014, shareholders' equity increased by 19.2%, or 22.5 billion tenge, including 27 billion tenge from the Bank's net profit.

As at 31 December 2014, 12,838,826 issued shares (99.99%) are held by the Parent Company.

Capital adequacy ratios calculated in accordance with the requirements of the NBRK regulator exceed the minimum required level. During 2014, the Bank complied with all established requirements regarding equity capital adequacy ratios.

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RISK MANAGEMENT

In a growing business environment, the Bank gives essential management of risks inherent in banking activities.

The main tasks of risk management are: identification, classification of the Bank's risks, identification and application effective tools assessing and managing risks, setting limits on the acceptable level of risks, monitoring and taking measures to reduce and control risks associated with the Bank's operations.

The Bank has a system of control, monitoring and risk management based on the requirements of the authorized bodies of the Republic of Kazakhstan, recommendations of the Basel Committee on Banking Supervision and audit companies.

Today, SB JSC Sberbank participates in the processes of integration of the Sberbank of Russia Group within the framework of risk management, projects in the field of risk management are actively implemented.

The Bank determines for itself significant the following types risk: credit, market, liquidity risk and operational risk.

CREDIT RISK

Control credit risk is determined by the requirements of the authorized bodies, the Bank's risk management policy, as well as internal regulations governing credit risks. Credit risk management is based on an independent approach to the assessment and analysis of credit risks associated with the Bank's lending operations.

In order to reduce credit risks, the Bank applies the following main methods and techniques in its activities:

Collegial decision-making when establishing/changing the conditions for financing borrowers;

Limitation of credit risk by setting limits;

Analysis of the dynamics and quality of the loan portfolio, development of measures to reduce the risks of the loan portfolio;

Monitoring compliance with prudential standards and thresholds.

Loan portfolio structure by currencies.

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As of today, the Bank has a system of limits that makes it possible to ensure an acceptable level of risk concentration in the loan portfolio in the context of economic sectors. As of January 1, 2015, the largest share of the loan portfolio falls on such industries as Trade - 20.7%, Individuals - 16.7% and Construction and real estate operations - 11.4%.

Loan portfolio quality

The quality of the Bank's loan portfolio at the end of 2014 remains at an acceptable level. The share of loans overdue by more than 90 days as of January 1, 2015 amounted to 3.4%. This figure is well below the average for banking market(the average rate for second-tier banks as of 01.01.2015 was 23.6%).

The formed IFRS provisions for the Bank's loan portfolio fully cover the overdue debt (over 90 days). As of January 1, 2015, this figure was 101.0%.

* - data of the FSC NB RK as of 01.01.2015

MARKET RISK

Market risk - the probability of financial losses on balance sheet and off-balance sheet items due to adverse changes in market interest rates, foreign exchange rates, market value financial instruments, goods.

The purpose of managing the market risk of operations in the financial markets, as an integral part of the strategic risk management process in the Bank, is to build a risk management system based on the principles of the Basel Accord and the legislation of the Republic of Kazakhstan.

As part of the market risk, the Bank distinguishes currency, interest rate and price risks.

Currency risk Probability of financial losses due to adverse changes foreign exchange rates in the course of the bank's activities.

As part of the system of limits and restrictions, the Bank sets limits on the total open currency position, limits on the open position in certain foreign currencies, etc. To manage currency risk, the Bank carries out the process of risk identification, assessment and limitation, as well as its subsequent monitoring and control. As a result of the Bank's conservative policy on managing the open currency position, the level currency risk rated as low.

Interest risk is the probability of financial losses due to unfavorable changes in market interest rates for assets, liabilities and off-balance sheet instruments.

Assessment, measurement, control and monitoring procedures interest rate risk include: analysis and forecasting of the dynamics of changes in the market conditions of interest rates, setting benchmarks for net operating income, setting targets for monitoring the net interest margin and spread, carrying out activities to balance interest-bearing assets and liabilities in terms of volume and maturity (revaluation) depending on their sensitivity to changes in the level of interest rates in the market, hedging operations, setting limits on the interest gap.

Price risk - the probability of financial losses due to adverse changes in the market value of financial instruments, goods.

The portfolio of securities available for sale consists mainly of government securities, as well as corporate securities, the issuer rating of which is not lower than "BBB-" (according to the classification of Standard & Poor's and (or) Fitch rating agencies) or not lower than " VaaZ" (according to the rating agency Moody's Investors Service) for foreign issuers, as well as for the Central Bank of issuers of the Republic of Kazakhstan not lower than "BB-" (according to the classification of rating agencies Standard & Poor's and (or) Fitch) or not lower "VAZ" (according to the rating agency Moody's Investors Service).

In order to control the level of market risk, the Bank monitors and controls such risk-metrics as VaR, DV01, conducts stress testing, etc. VaR allows you to estimate the maximum amount of expected financial losses for certain period time with a given level of probability. DV01 measures the average change in value due to a 1 basis point change in yield. Stress testing can be defined as an assessment of the potential impact of exceptional but possible events on a bank's financial condition.

The available market risk management tools allow the Bank to keep the level of risk at an acceptable low level.

OPERATIONAL RISK

Control operational risk carried out in accordance with the requirements National Bank of the Republic of Kazakhstan, recommendations of the Basel Committee on Banking Supervision and is determined in accordance with the requirements of the Bank's internal regulatory documents on operational risk management.

Operational risk management is aimed at preventing and/or reducing risks associated with the possibility of losses as a result of deficiencies in the organization of activities, the technologies used, the functioning of information systems, inadequate actions or errors of personnel, inadequate construction of business processes, as well as the impact of external events. .

The operational risk management system, in connection with the exposure to operational risk of any line of business, involves all structural divisions, branches and employees of the Bank. Operational risk management is carried out by them inseparably from the performance of their main functions.

In order to effectively manage operational risk and calculate the amount operational risk The Bank uses the following operational risk management elements: collection of internal data on operational risk incidents, collection of external data on operational risk incidents, operational risk self-assessment, monitoring of key risk indicators and control indicators, scenario analysis and risk mapping. To ensure a holistic and comprehensive management of operational risks, the elements of operational risk management are used in a complex and interconnected manner.

For the purpose of regular monitoring of operational risk, the Bank uses a reporting system for the Bank's management and collegial bodies involved in risk management processes.

As of January 1, 2015, the level of operational risk (the share of expenses for covering losses of realized operational risk in the Bank's expenses) amounted to 0.01%. Thus, the level of operational risk is assessed as acceptable and is within the limits set for the Bank.

LIQUIDITY RISK

The key task of liquidity management is to comply with the Bank's business continuity principle, that is, to ensure the Bank's ability to raise funds as necessary for the smooth implementation and expansion of its activities. The strategy used by the Bank to raise the necessary funding is closely linked to its liquidity management system, as the risks inherent in the chosen strategy inevitably affect liquidity management.

Throughout 2014, the Bank complied with internal and regulatory requirements for liquidity ratios with sufficient margin up to the threshold level, despite the tense situation with tenge liquidity in the banking system caused by devaluation expectations, the Bank managed its liquidity position in national currency due to swap transactions with the NBK and REPO.

Highly liquid assets in Highly liquid assets in national currency foreign currency

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Thus, during 2014 the Bank carried out the following activities in order to reduce the liquidity deficit in tenge:

1) attraction of funding in tenge through SWAP and REPO operations in the interbank market;

2) increase in interest rates on time deposits;

3) stimulation of attraction from corporate clients;

4) measures to prolong obligations;

5) measures to attract interbank borrowing.

SB SBERBANK IN THE SECURITIES MARKET

(hereinafter - KASE) specialized trades on primary placement of the Fourth bond issue within the Second bond program (NIN KZP04Y07E012) took place. The total volume of submitted bids for the purchase of bonds amounted to 10.18 billion tenge, thus the demand exceeded the planned volume of placement twice.

Based on the results of the trades, the Bank set a cut-off rate of 8.50% per annum to maturity for the buyer, placing 7.40 billion bonds. Thus, the total volume of placed bonds of the Fourth issue amounted to 29.8 billion rubles.

tenge 99.3% of the issue volume.

On March 31, 2014, by Decision of the Board of the Bank No. 12, in order to expand the product line of services provided in the financial market of the Republic of Kazakhstan, it was decided to introduce a new banking product - the service of the Bondholders' Representative. As part of the provision of this service, the Bank performs:

monitoring of the financial condition of the issuer and analysis of its corporate events;

monitoring intended use funds received from the placement of bonds;

informing bondholders and the authorized body about the implementation of their functions;

control over the fulfillment by the issuer of obligations to bondholders;

other actions provided for by the legislation of the Republic of Kazakhstan.

The Bank is constantly improving and improving its services on foreign exchange market. Since September 25, 2014, by the decision of the Board of the Kazakhstan Stock Exchange, SB Sberbank JSC has been assigned the status of a market maker for the Chinese yuan. This indicates a high level of trust and recognition of the Bank as one of the leaders in the Kazakhstan currency market.

The development of trading with a new instrument will provide participants with liquidity in yuan for foreign exchange transactions, for diversifying foreign exchange assets, hedging foreign exchange risks and will reduce conversion costs by eliminating intermediary currencies.

Analysis of the main markets where SB Sberbank JSC operates

Macro and microeconomic changes that took place in 2014.

First half of 2014 contributed to the intensive development of the corporate sector of the economy. Prices for major export commodities were high.

The state was actively engaged in the implementation of infrastructure projects.

Consumer demand was at a high level. However, since the second half of 2014 the situation began to change dramatically. Prices on the world commodity market began to decline. The devaluation of the Russian ruble had a negative impact on the Kazakh retail And manufacturing enterprises. Devaluation expectations among the population have significantly reduced consumer spending.

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GDP dynamics is at the level of the crisis of 2008-2009;

The decrease in production indicators was caused by a 30-40% drop in prices for the main export products of Kazakhstani industry in world markets;

The decline in investment shows the freezing of the main State development programs in the main production sectors of the economy.

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However, against the backdrop of a slowdown in economic indicators, SB Sberbank JSC

showed good results. Thus, the loan portfolio was above the level of 2013, and as a result grew by 28%.

Loan portfolio dynamics Deposits in SB Sberbank JSC for 2014 increased by 23%.

Dynamics of borrowed funds At the same time, SB Sberbank JSC developed somewhat faster than the STB as a whole.

This made it possible to take a more significant market share among second-tier banks. Thus, the share in the loan portfolio increased by 1.2 p.p. and amounted to 7.2%.

Changes in the market share in the loan portfolio in the TOP 10 STBs In terms of the volume of funds raised, the market share also increased upward by 0.5 percentage points to 7.6%.

Change in the market share in deposits in the TOP 10 STBs The increase in the share, both in deposits and in the loan portfolio, indicates that the bank has developed an effective development strategy that brings results.

SB Sberbank JSC actively lends to the development of the economy. Industry structure of the loan portfolio, for the most part, is similar to the average structure for second-tier banks. However, it is worth noting that the mining and energy industries occupy a significantly larger share than the average for second-tier banks. This may indicate confidence in Sberbank on the part of the corporate sector.

Sectoral structure of the loan portfolio of STBs and SB Sberbank JSC

When lending to the corporate sector, SB Sberbank JSC takes into account the nuances of the development of industries, namely:

The mining industry depends on external demand (the share of exports in production is about 80%). Also, the main companies of the industry have access to the global capital market, which explains the low share of the industry in the loan portfolio of STBs. A significant share of GDP in Sberbank's portfolio speaks of the trust of industry companies.

Agriculture is highly dependent on weather conditions, as extensive farming is used in Kazakhstan, so agriculture has unstable performance, which is almost impossible to predict in the long term.

Trade, construction, manufacturing (except metallurgy), transport, communications and energy depend on domestic demand. Trade, manufacturing industry, except for engineering, energy and other services are mainly dependent on consumer spending population. During the slowdown economic development consumption of the population is declining, which negatively affects the development of industries. Construction and mechanical engineering are largely dependent on corporate consumption (in more state). In a period of economic slowdown, the State increases its spending primarily on infrastructure projects. Such an approach can have a positive impact on the quality of the portfolio. On this moment SB JSC "Sberbank" has one of the best indicators of the quality of the portfolio from the TOP10 STBs. The share of overdue debt is 3.1%, while the average for second-tier banks is 23.6%.

CORPORATE BUSINESS IN 2014 In 2014, the Bank financed the real sector of the country's economy in the amount of more than 822 billion tenge, exceeding the figure for 2013 by 21%. As part of state program"Business Roadmap 2020" approved 338 projects totaling 51 billion tenge. The quality of the bank's loan portfolio is confirmed by one of the lowest share of problem loans in the system - 5.9%. This is the result of a new approach to risk management and assessing the quality of borrowers.

As of January 1, 2015, the number of corporate clients amounted to about 40 thousand, which is 42% more than in 2013.

The bank pays special attention to the development of remote service channels. According to the results of 2014, the number of payments by legal entities through the Internet office system is 75% of the total number of payments.

Significant events of 2014

Financing:

More than 544 million dollars were financed for industrial and innovative projects.

The Bank has developed a product line for corporate business, consisting of the following products:

Corporate lending - financing of the current activities of the borrower, as well as expansion and modernization of the business, the repayment of the loan occurs at the expense of flows from current activities, for a period of up to 3 years.

Contract lending - financing of costs under contracts within the framework of the borrower's current activities against the security of funds received in the course of the execution of these contracts for up to 3 years. The product is divided into two areas - financing of trade and services.

Pledge lending - financing of borrowers against the pledge of funds (placed on current or savings accounts) for the purpose of the borrower's activities, for a period of up to 3 years.

Project finance – financing costs within the investment projects borrowers, the repayment of the loan comes from the flows generated by the financed project for up to 10 years.

Transaction Products:

opening current accounts;

transfer operations;

cash transactions;

opening deposits;

operations with foreign currency;

bar-coding of payment orders;

safe storage;

opening Escrow accounts;

remote service Sberbank Business Online;

cash management;

collection;

salary project;

business card;

POS terminal;

accrual of remuneration on the balances of money on current accounts.

International Business:

Borrowed from European Bank Reconstruction and Development (EBRD) in the amount of 7.5 billion tenge for 5 years to finance small and medium-sized businesses.

A long-term loan in the amount of EUR 16M was attracted from a major German bank to cover export credit agency Germany - EULER HERMES to finance the client's project for the construction of a house-building plant.

Funding programs under state support small and medium-sized businesses SB Sberbank JSC and Damu Entrepreneurship Development Fund JSC signed two Cooperation Agreements in the framework of programs to finance small and medium-sized businesses in the manufacturing industry in the amount of 10 billion tenge.

SB Sberbank JSC and Development Bank of Kazakhstan JSC signed an Agreement bank loan on cooperation within the framework of the program for financing large businesses in the manufacturing industry in the amount of 4 billion tenge.

JSC FRP "Damu" and SB JSC "Sberbank" signed a memorandum of understanding and cooperation on the development of private entrepreneurship in Almaty. The memorandum outlines two key areas. This is close cooperation on the basis of the new Business Development Center of SB Sberbank JSC in Almaty, as well as the launch and implementation of a new joint product - Sberbank Start up, special program start-up business loans.

Strategic cooperation:

SB Sberbank JSC and Development Bank of Kazakhstan JSC (DBK) signed a memorandum of cooperation for the purpose of co-financing investment projects. The memorandum covers such areas of cooperation as joint financing of projects, development trade finance, joint expertise of projects, as well as the exchange of competencies in various sectors of the economy.

Sberbank Group and Astana EXPO 2017 National Company signed a Memorandum of Strategic Partnership that provides for cooperation in arranging financing for EXPO 2017, support and financing of potential transactions within the framework of the EXPO 2017 program, and provision of transactional business and trade finance services.

Sberbank Group and National Company "Azastan Temir Zholy" JSC

signed a Memorandum of Strategic Partnership, which provides for cooperation in arranging financing in the field of public-private partnership, support and financing of projects of the KTZ Group of Companies.

Special divisions have been created to work with foreign companies.

RETAIL BUSINESS IN 2014

One of the main principles of the activities of SB Sberbank JSC is the formation of a high-quality client offer, building an effective sales system and improving retail technologies. At the end of 2014 the total number of individual clients increased by 243 thousand people, which is 34% higher than the growth rate in 2013.

In 2014 the increase in sales of loans to individuals amounted to 78% compared to 2013. The increase in sales contributed to the growth of the loan portfolio of individuals in 2014.

by 86% compared to 2013, while:

The car loan portfolio increased by more than 6 times,

The increase in the portfolio of loans for urgent needs amounted to 164%,

The portfolio of mortgage loans increased by 71%.

Execution of the portfolio plan for 2014 was 109%.

Market share for loans in 2014 increased from 2.8% to 4.6%.

The increase in the share of SB Sberbank JSC in the mortgage loans market increased in 2014 from 5.6% to 9.1%.

The balance of attracted funds at the end of 2014. increased by 33%, with the main increase due to term deposits(38%), which made it possible to increase the share in the deposit market of the Republic of Kazakhstan from 5.7% to 6.7%.

Plan for issuing payment cards for 2014 completed by 109%. Growth in the issue of payment cards in 2014 amounted to 244,450 cards, 26% more than in 2013. The number of people connected to the SBOL has more than doubled, amounting to 128 thousand people.

The total income of the Republic of Belarus for 2014 amounted to 30 billion tenge, which is 95% more than in 2013.

High results in the Retail block were achieved through the implementation of the following activities and programs:

In 2014, there was a significant breakthrough in trust loans Conditions: minimum amount from 150 thousand tenge to 3 million tenge. Term - 48 months. Interest rate 16% to 19% in tenge, from 12% to 14% in US dollars. Annual effective rate remuneration from 20.9% to 34.4% in tenge, from 16.6% to 29.7% in US dollars. Collateral – not required. Thanks to a change in the process (one document for obtaining a loan has been introduced);

Breakthrough in car loans:

A new product has been introduced. Car loan conditions: minimum amount from 150 thousand tenge, maximum amount loan up to 100% of the assessed value of the collateral; interest rate from 12.5% to 16.5% in tenge, from 11.5% to 15.5% in US dollars.

Down payment from 0%, collateral - purchased vehicles, real estate.

Implemented centralized decision-making;

Automated business process and reduced decision-making time;

Successful development affiliate programs(a contract was signed with Bipek Auto, an additional 17 points of sale were opened, freelance workers were recruited).

Loan pre-approval in 15 minutes.

Due to the limited issuance of blank loans, the Bank successfully focused on the sale of secured loans, which allowed to increase sales by 3 times from 3.6 billion tenge in the 1st quarter of 2014 to 11 billion tenge in the 4th quarter of 2014.

This growth was achieved through the launch of the following projects:

Mortgage for developers (introduction of a new product together with the Corporate Block). Conditions: minimum amount from 150 thousand tenge, maximum amount up to 90% of the assessed value of the collateral. The term is 360 months. Interest rate from 11.5% to 15% in tenge, from 10.5% to 14% in US dollars. Annual effective rate from 12.3% to 21.7%, from 11.3% to 22.1%. Minimum size down payment from 10%.

Collateral- real estate.

Housing loan. Conditions: minimum amount from 150 thousand tenge, maximum amount up to 90% of the assessed value of the collateral. The term is 360 months. Interest rate from 11.5% to 15% in tenge, from 10.5% to 14% in US dollars. The minimum down payment is 10%. The collateral is real estate.

Young family. Conditions: minimum amount from 150 thousand tenge, maximum amount up to 90% of the assessed value of the collateral. The term is 360 months. Interest rate from 13% to 14% in tenge, from 12% to 13% in US dollars.

Refinancing program:

Refinancing mortgage loans STB: (min. amount from 150 thousand tenge, maximum amount up to 90% of the assessed value of collateral, term 360 months. Interest rate from 11% to 12.5% in tenge, from 10% to 11.5% in dollars USA Effective annual interest rate from 12% to 16.8% in tenge, from 11.1% to 17.5% in US dollars Minimum down payment from 10% Collateral - real estate.

Refinancing loans for Urgent needs: minimum amount from 150 thousand tenge, maximum amount up to 90% of the estimated value of the collateral. Term 120 months, interest rate from 11% to 12.5% in tenge, from 10% to 11.5% in US dollars.

The annual effective interest rate is from 12.3% to 19% in tenge, from 11.4% to 19.8%. The minimum initial contribution is from 10%. The collateral is real estate.

The project Synergy of the Retail Block with the Corporate Block was launched:

Organized sales teams and interaction scheme;

A motivational program for participants has been launched;

The sale and attraction of the heads of salaries of companies to Sberbank Premier was organized.

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In order to effectively monitor and control the implementation of standards, a package of reports by roles has been introduced;

To increase sales, as well as increase the number of products per client up to 1.9, a functionality was introduced to work with the database of potential clients;

Implemented automated system according to customer requests;

Launch of a new improved system interface (the number of clicks in the system was reduced from 7 clicks to 3 clicks, which allowed to optimize the process of working in the system).

New products launched in the retail block:

Deposit for individuals « Right choice» with the possibility of opening in tenge, US dollars, euros and Russian rubles for a period of 13 months with the following rates and a minimum minimum balance: tenge - 10% per annum - 100,000, US dollars - 2.5% per annum - 700, euro - 2.5% per annum - 700, dew. rubles - 4% per annum - 20,000. Basic conditions: opportunity additional contributions and partial withdrawals up to the amount of the minimum balance;

remuneration at the choice of the depositor is paid monthly or capitalized and paid at the end of the deposit term; deposit conversion without restrictions; Prolongation of the deposit an unlimited number of times.

A new product "Salary package" has been introduced

Segmentation of employees of the Companies depending on the level of income, position and size of the company: Sberbank Standard, Sberbank Gold, Sberbank Platinum, Sberbank Elite. Filling the Packages: type of the main salary card, commission for issuing and annual service, cash withdrawal from ATMs of the DB Sberbank network, cash withdrawal outside the Republic of Kazakhstan in the network of the Sberbank group (30,000 ATMs in 5 countries), automatic payment - automatic. replenishment of cellular communication, "SMS-banking" round-the-clock control of funds on the card, electronic online system managing accounts opened with the Bank, Chartis insurance policy, card Priority Pass, issuance of an IAPA card for the main TP holder, personal service (free of charge).

Additional features and benefits of the Packages:

additional cards, sale of coins, urgent issue payment card, payment card reissue, currency exchange depending on the exchange amount and currency, credit card(free), preferential rates at credit limit, consumer lending, car loans, mortgages.

Implemented package offers for clients of Premier and Sberbank First.

Tariff Package is a complex banking products and services provided to Clients. Annual commission for comprehensive service within the tariff package "Premier" - 0 tenge (when opening a deposit in SB Sberbank JSC in the amount of at least 20,000,000 tenge inclusive and up to 100,000,000 tenge (equivalent in currencies of current exchange rate NBK) with a placement period of 1 year or more). In case of non-placement of the deposit, the commission is 48,000 tenge per year.

Annual commission for complex services within the framework of the tariff package "First" - 0 tenge (when opening a deposit in SB Sberbank JSC for an amount of at least 100,000,000 tenge inclusive and more (equivalent in currencies at the current rate of the NBRK) with a placement period of 1 a year or more). In case of non-placement of the deposit, the commission is 96,000 tenge per year.

You can connect to this service through any branch of the Bank.

Issue of CUP payment cards.

UnionPay payment cards are reliable tool payment for goods and services both in the territory of the Republic of Kazakhstan, China, and in more than 141 countries of the world.

Possibility of linking a UnionPay card to an active card account with the Bank, i.e. the possibility of linking payment cards of different international payment systems (Visa, MasterCard, UnionPay) to one card account. Unified tariff space in the network of Sberbank Group (ETP) - the ability to receive cash from ATMs in Russia, Ukraine, Belarus, Croatia and Turkey without commission and at preferential rates for cashing money through the cash desk.

Auto payment was introduced for one of the major mobile operator Kcell.

Automatic recharge service mobile phone from the payment card account when the balance drops to the established minimum value.

You can connect to the service through SBOL, IPT and at any branch of the Bank.

Digital Banking:

Bank XXI management team formed;

Transition to the "new" main page and new URL online.sberbank.kz;

Implemented the ability to connect Autopayment in SBOL and on devices;

Implemented the ability to connect SMS-Banking in your personal account;

Implemented improvements in the “usability” part (added product descriptions, card blocking / unblocking, transfers, auto payment connection, SMS banking connection, icons and news display added).

Service quality and speed:

Implemented standards for the speed of service in the context of products / services;

As part of the implementation of the No Queues project, the average waiting time for customers in a queue for the Bank as a whole has been reduced from 15:17 to 10:18 minutes, a reduction of 33%.

Increasing competencies and improving efficiency:

Implemented sales standards (norms) by roles;

Efficiency measurements (traffic light) of employees were introduced through sales management tools;

Deviation management system launched;

A system of remote training and testing of employees (WEB Tutor) was launched;

Implemented a career ladder;

Sales tools based on SPF 2.0 technology were developed and implemented.

BRANCH NETWORK

Sberbank pays close attention to each branch opened and operating anywhere in Kazakhstan. The main role is played by both customer service and building a team that is friendly and efficient.

Branch network of the Bank as of 01.01.2015 includes 16 branches and 101 structural subdivision Jar.

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As part of the implementation of the Bank's branch network development plan in 2014, Sberbank expanded its presence in the regional center of Kazakhstan - the Kyzylorda region - in the city of Kyzylorda. Now Sberbank is present in all regions of Kazakhstan.

16 new departments were opened, 6 departments were moved to new offices, 3 departments were reformatted. Implemented expansion of two branches in Shymkent and Ust-Kamenogorsk.

New branches of Sberbank meet the latest standards banking services: the latest banking technologies allow you to process, analyze and execute incoming requests in the most the shortest time, spacious operating rooms create the most comfortable conditions for customer service.

The new branches offer the Sberbank Premier premium banking service to serve important customers.

In 2014, Sberbank opened an innovative customer service point at the head office of the National Company "Azastan Temir Zholy" in Astana. The branch network development plan for 2015 determined 5 relocations and reformatting of 2 divisions.

In 2014, the Bank carried out consistent work to improve the service by implementing the following measures:

development of new Service Standards;

improvement of the Quality Management System;

implementation of software to automate requests from the Bank's clients;

monitoring the work of feedback channels for customers;

Improving the efficiency of the Bank's work on customer claims;

regular monitoring of the quality of service and customer satisfaction with the work of the Bank.

In 2015, the Bank will continue to improve the Quality Management System and introduce advanced tools for monitoring the quality of customer service through the implementation of the following main activities:

creation of a permanent working group on the quality of customer service, consisting of representatives from the Central Office and branches;

launching a pilot project to equip the workplaces of SPF employees with audio and video recording systems. The transition to advanced measurement methods will allow for objective monitoring and evaluation of compliance with service standards by employees;

launch of trainings in the area of customer service quality and training of employees: the priority group is the heads and deputies of Branches, SPF, with the possibility of cascading to all employees of the branch network.

INFORMATION TECHNOLOGY

In 2014, the Bank successfully continued to implement projects to improve the fault tolerance and availability of the Bank's IT systems.

– – –

In 2014, a new Data Processing Center was launched in Almaty, which greatly increased the availability of services and information systems and their reliability.

A project to create a unified corporate telephone network "ECTS" was successfully implemented. As part of this project an end-to-end numbering plan has been implemented throughout the Bank, and internal telephone communication has been set up with Sberbank group units in other countries.

In 2015, the bank will continue to implement the IT strategy of the Sberbank Group, which is based on ensuring the continuity of customer services, automating activities and introducing advanced technologies and solutions, as well as improving customer satisfaction.

MARKETING POLICY

In 2014, Sberbank implemented a number of marketing and PR programs aimed at increasing sales of banking products, improving customer focus and service quality. Successfully implemented advertising campaigns for products - deposits, loans, mortgages, refinancing, money transfers, Sberbank Online.

In addition to marketing activities aimed directly at promoting Sberbank products and services, various projects were also implemented in terms of developing the strategic marketing area, including activities aimed at increasing financial literacy population, conducting marketing research, BTL-promotions of the national and regional level.

– – –

CHARITABLE AND SPONSORSHIP ACTIVITIES OF DB JSC

"SBERBANK"

Sponsorship and charity are part of the corporate culture of the Sberbank Group and one of the traditional areas of participation in society.

The area of social responsibility of Sberbank includes both charitable assistance and a wide range of issues of business compliance with legal norms, compliance with business and professional ethics, obligations to employees, customers and partners, transition to international standards quality management.

Sberbank is engaged in sponsorship and charitable activities in terms of the development of education, science, culture and assistance to people who find themselves in difficult situations. In each region of Sberbank's presence in Kazakhstan, sponsored orphanages are assigned to the Bank's Branch.

Among the large number of sponsorship events and promotions in 2014, a number of the most significant projects can be distinguished:

The subsidiary bank of Sberbank in Kazakhstan sponsored the tour of the Mariinsky Theater in Astana and supported the return visit of the Astana Opera to St. Petersburg in 2015.

Charity event "Hurrah! I am going to school!" on the eve of the Knowledge Day - SB Sberbank JSC congratulated the pupils of orphanages and children from low-income families.

More than a thousand first-graders received backpacks and school supplies as a gift.

Sberbank's annual charity event "From Heart to Heart", held at the end of October 2014. More than 2,000 children from orphanages and boarding schools received clothes and toys as gifts.

Traditional events for veterans of the Great Patriotic War.

Sberbank implements a socially responsible policy towards its employees and pays great attention to their personal and professional development. Providing a social package, creating conditions for recreation and leisure, maintaining internal communications, participating in events are all important components of the banking corporate culture. In 2014, Sberbank opened its own Training Center. This is a unique platform for training and advanced training of all categories of employees and managers of the bank. One of the brightest corporate events of 2014 was Sberbankiada. It was attended by more than 500 employees from all over Kazakhstan, who competed in 9 sports.

STAFF

The highly qualified personnel of the Bank is one of its main resources and competitive advantages, and personnel policy is a key element of strategic planning.

As of December 31, 2014, the actual number of employees of the Bank was 3,724 employees, half of them under the age of 30. The average age of employees working in the Bank is 31 years.

More than 80% of employees work in the Bank for up to 5 years, about 19% from 5 to 15 years. Including more than 31% of employees work less than 1 year, more than 24% of employees - from 1 to 2 years, from 2 to 3 years about - 12%, from 3 to 4 years about 14%, from 5 to 9 years - more than 16% , from 10 to 14 years old - 2%, 15 years and more - 0.5%.

Most of the Bank's staff is engaged in Operational work - 29.3%, 13.1% work with corporate clients, Retail block - 12.1%. The share of employees employed in the field of finance and planning is more than 1.6%, the Administrative block is more than 4%, Information technology is 4.2%

– – –

The dynamic development of SB Sberbank JSC in the Kazakhstani financial market allowed the Bank to strengthen its position in terms of key market indicators, in particular, to enter the TOP 5 largest banks and take a share of 7% of the assets of the banking system of Kazakhstan by the end of 2014.

In 2014, the Bank began to implement the following strategic projects:

implementation of the "Credit Factory" technology;

implementation of CRM system in corporate and retail units;

implementation of a system for detecting fraudulent statements "Hunter";

development of a system of international money transfers Hummingbird-online;

implementation of the Internet banking system for individuals "Sberbank online";

issue and acquiring of Union pay International payment cards (China);

The approved Development Strategy of the Bank for 2014-2018 sets for the Bank no less ambitious goals in the development of the retail and corporate sectors, the introduction of modern high-tech projects, the expansion of the product line, the development of the branch network and remote customer service channels.

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We often talk about how various companies implement employee learning management using the Distance Learning System (LMS). But, in addition to training, many other processes can be controlled with the help of automation. For example, employees of SB Sberbank JSC set up and successfully launched several large projects based on the WebTutor system to solve problems in the field of personnel management and not only.

Goals, team and deadline

The number of employees of SB Sberbank JSC is several thousand people throughout Kazakhstan. Therefore, automation of remote training processes for personnel was a serious task for the bank's management.

To implement the idea, a team was formed from the Human Resources Department and the IT Department, who clearly saw the desired end result. The implementation of the LMS implementation project took a total of record time: only three months from the date of purchase of the system to the launch of commercial operation.

When implementing the project, the Sberbank team in Kazakhstan put before the WebTutor system definite purpose– launch of an automated process of training and assessment of personnel. But as the project developed, the number of requests from the bank's business units in the field of process automation increased.

Fig.1 Main page of LMS

At the moment, the following has been successfully implemented on the WebTutor platform:

1. Single web space - HR portal

2. Distance learning and checking the knowledge of employees

3. Certification of "new" and "transferred" employees in both retail and corporate

4. Conducting online training for employees of the branch network using the "Virtual Class" module

5. Personnel assessment (KPI, projects, competencies)

6. Recruitment and adaptation of personnel

7. Intelligent deviation management system (centralized system for assessing deviations in sales / number / operational defects from the network manager to the level of the seller, generating tasks that eliminate deviations, as well as routing tasks for performers). Integration with the platform was also carried out, through which managers fill out forms on tablets (iPad)

8. The system for registering applications of the Administrative and Economic Department (applications for transport, services)

9. Address (telephone) book of bank employees

10. Block "Birthdays" and sending congratulations

11. Conducting surveys among employees

12. Accounting/storage system for large bank customers

13. System for transferring customer data from the corporate block to the retail block within the framework of the synergy of the two blocks

14. System for planning employee training for the year

15. Vacation planning system (under development)

Tatyana Tychinina, employee of SB Sberbank Kazakhstan JSC: “Initially, it was supposed to use the system only in terms of distance learning and personnel assessment. But employees and heads of divisions in the bank liked our innovations so much that we began to receive requests for the implementation of new projects. Thus, the LMS has grown in the bank to a global scale. With full confidence, I can say that we managed to implement really amazing projects and use the functionality of the system to its full potential.”

Fig.2 Page of the system for registering applications to the Administrative and Economic Department

Employee training

Currently, the process of distance learning is managed by employees of the Human Resources Department. Already now, more than 300 distance courses, most of which are developed in-house. And this is the very beginning.

At the beginning of each year, the Training Department collects training plans for this year. After all plans are agreed upon, the generated applications for internal and external training are distributed according to pre-created events in the database.

The main tool for developing electronic courses is CourseLab, an additional software– Articulate Storyline, Adobe Captivate, Movavi Screen Capture Studio. And to create courses, ready-made graphics and the company's brand book are used. The work is organized very logically and conveniently for employees. So, upon completion of one training module, employees are automatically assigned tests on the relevant topics. Test results are analyzed and used to prepare reports. For example, to study the level of knowledge of employees in a particular area and product.

In addition, a self-developed calendar of public training events is now available on the HR portal: trainings, master classes and webinars. It helps employees to keep abreast of all planned training events. If you apply in advance, the employee will have the opportunity to attend an event of interest to him and gain new knowledge.

IN " Personal account» the employee also has a calendar of events that he will have to attend.

We cannot fail to mention one more useful and very necessary project, which was successfully launched on the HR portal of SB Sberbank JSC. This is the certification of employees of the retail and corporate blocks. The system independently tracks "new" and "transferred" employees of the unit and assigns a specific package of electronic courses and tests corresponding to their typical position and level.

Personel assessment

From the very beginning, personnel assessment has been a priority for the project to automate HR processes. Indeed, in such a large organization as Sberbank, it is very important to constantly monitor the performance and efficiency of each employee. Therefore, for all categories of employees, a quarterly assessment of professional competencies is carried out. The evaluation system is implemented in three stages: Self-evaluation, Evaluation by the immediate supervisor and Approval by the Director. The final assessment of an employee (coefficient) is an indicator when calculating his bonus.

Key performance indicators (KPIs) and projects are evaluated only for managers and also on a quarterly basis. At the beginning of the quarter, managers set their own KPIs and projects for the quarter. Further, these forms are coordinated in accordance with the stages of the workflow, and the form is removed from editing before the end of the quarter. The assessment system also contains general banking indicators that affect the payment of bonuses (entered into the system by administrators).

At the end of the quarter, managers enter the actual data on KPIs and projects, and the system automatically proceeds to the next stages of approval in accordance with the configured evaluation procedures. The final score (coefficient) is the final coefficient when calculating the premium.

The convenience of the system lies in the fact that, if necessary, the forms can be opened for correction, all coordination takes place in in electronic format, and the employee can independently see the calculations for his bonus.

All assessment forms for both assessed employees and assessing and approving managers are available on the HR portal at any time convenient for them. For each action in the assessment, all kinds of notifications and tips are provided.

Recruitment

The main selection function is carried out by employees of the Bank's Central Office, but part of the responsibility still lies with the employees of the branches (maintaining a database of candidates and vacancies in their Branch Groups). Therefore, the selection is automated using the E-Staff system, which is integrated with the WebTutor system in terms of importing the staff list, employee base, applications for opening vacancies, as well as exporting vacancies to the internal HR portal. At the moment, a single cycle is being developed: from applying for a vacant position to passing the employee's adaptation period in the Bank.

Working with employees, clients and maintaining corporate culture

Sberbank pays special attention to the development and creation of comfortable working conditions for its employees. Therefore, the creation of a convenient telephone directory that would allow you to quickly find the necessary contacts of colleagues was a necessity. Thanks to the use of the WebTutor system database, the problem was solved: the search for contacts became “alive”, the information began to be updated automatically on a daily basis, and each employee can enter and update personal data in the system independently on the HR portal.

Fig.3 Address book page

Fig.4 Page of the deviation control system in the SPF channel

Direct collection of feedback on the work of Sberbank Online Kazakhstan. Thanks to the flexibility of the system, a separate website was created and configured, dedicated to problems in the work of Sberbank Online Kazakhstan;

To attract new customers, a section has been created for transferring contact details of potential customers to the retail block and business units. Thanks to the functionality of the system, which allows you to differentiate the degree of access to the portal and information on it, data exchange occurs through a closed part of the HR portal, accessible only to a certain category of employees.

Another important functionality for bank employees is implemented in terms of automatically tracking employee birthdays and sending them an e-mail with congratulations from the Human Resources Department. Nice to agree!

Integration with the Bank's systems

Since the speed of work in Sberbank is always high, the daily relevance of the data that employees work with is important for the operational management of processes. Through integration with the HR system, employee data, staffing changes, disciplinary actions, and employee status information in the WebTutor database are always up-to-date. In addition, thanks to integration with the Active Directory account storage system, the Sberbank team set up domain authorization for users when entering the HR portal. Integration with the mail server made it possible to send notification letters about various actions/reminders/information on the HR portal.

“The little things always steal the most time from us. Therefore, our team is very pleased that we were able to implement such large-scale and necessary projects for the entire bank. They significantly optimized both the time and financial costs of the company by automating many processes. As a result, everyone benefited: both the bank's clients and its employees. I am sure that we will continue to find solutions to improve the working conditions of our employees and thereby increase overall efficiency,” summed up Marina Mareycheva, Director of the Human Resources Department of SB Sberbank JSC.

SB JSC "Sberbank"
Type
Exchange listing
Location
Key Figures	Alexander Ilyasovich Kamalov (Chairman of the Board), Sergey Nikolaevich Gorkov (Chairman of the Board of Directors)
Assets	▲ 838 billion tenge (May 2013)
Net profit	▲ 5.2 billion tenge (May 2013)
Website

K: Banks founded in 2006

Subsidiary bank of joint-stock company "Sberbank of Russia" (SB JSC "Sberbank", KASE: ) - Kazakh commercial Bank. The central office of Sberbank is located in Alma-Ata.

Story

At the end of 2006, Sberbank of Russia acquires a 99.99% stake in Texac Bank. In 2007, the bank received a license to conduct banking and other operations. In the same year authorized capital bank was increased by almost 15 times and amounted to 29 billion tenge (more than 240 million dollars).

Owners and management

SB Sberbank JSC is a 100% subsidiary of the Russian PJSC Sberbank of Russia.

Svetlana Alekseevna Sagaydak is the Chairman of the Board of Directors.

From 2007 to May 2012, Oleg Evgenievich Smirnov was the Chairman of the Board of the Bank, since September 2012, Kamalov Alexander Ilyasovich has been the Chairman of the Board.

Activity

SB Sberbank JSC is part of the Sberbank international group. The bank has been operating in the financial market of Kazakhstan since 2007, and ranks fourth in terms of assets among all banks in Kazakhstan. To date, SB Sberbank JSC has a branch network consisting of 91 structural unit, 16 of which are affiliates.

Performance indicators

According to the results of the first half of 2014, the assets of SB Sberbank JSC reached 1.346 trillion tenge, the bank's liabilities amounted to 1.219 trillion tenge, own capital is 127.6 billion tenge. Deposits of legal entities amount to 649.1 billion tenge, deposits of individuals amount to 298.8 billion tenge.

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An excerpt characterizing the SB Sberbank JSC

The reasoning of the leader of conscience was as follows. In ignorance of the significance of what you were undertaking, you took a vow of marriage fidelity to a man who, on his part, having entered into marriage and not believing in the religious significance of marriage, committed blasphemy. This marriage did not have the double meaning it should have. But in spite of that, your vow bound you. You backed off from him. What did you do with it? Peche veniel or peche mortel? [A venial sin or a mortal sin?] Peche veniel, because you did an act without ill intent. If you now, in order to have children, would enter into a new marriage, then your sin could be forgiven. But the question again splits in two: the first ...
“But I think,” said Helen, suddenly bored, with her charming smile, “that I, having entered into the true religion, cannot be bound by what the false religion has imposed on me.
The directeur de conscience [Guardian of conscience] was amazed at this Columbus egg set before him with such simplicity. He admired the unexpected speed of his student's progress, but he could not give up his labors of intellectually constructed edifice of arguments.
- Entendons nous, comtesse, [Let's look at the matter, countess,] - he said with a smile and began to refute the reasoning of his spiritual daughter.

Helen understood that the matter was very simple and easy from a spiritual point of view, but that her leaders made difficulties only because they were afraid of how the secular authorities would look at this matter.
And as a result of this, Helen decided that it was necessary to prepare this matter in society. She aroused the jealousy of the old nobleman and told him the same thing as the first seeker, that is, she put the question in such a way that the only way to get rights to her was to marry her. The old important person was for the first minute as struck by this proposal to marry a living husband as the first young person; but Helen's unshakable conviction that it was as simple and natural as the marriage of a girl had an effect on him. If even the slightest sign of hesitation, shame or secrecy in Helen herself were noticeable, then her case would undoubtedly have been lost; but not only were there no signs of secrecy and shame, but, on the contrary, she with simplicity and good-natured naivety told her close friends (and this was the whole of Petersburg) that both the prince and the nobleman had made an offer to her and that she loved both and was afraid to upset him. and another.

SB JSC "Sberbank" offers new service- a salary card program that allows you to transfer funds directly to the accounts of your employees, which can be used using a payment card of SB Sberbank JSC. Enrollment technology wages to card accounts of employees - the entire amount intended for salaries is transferred to the transit account of SB Sberbank JSC. After that, it is transferred to the Bank electronic document with the indicated employee card numbers and amounts for enrollment. Your employees get the opportunity to make non-cash payments in trade and service enterprises using a payment card, make purchases via the Internet, track their expenses, receive cash at any branch, branch of the Bank or through an ATM at any time convenient for them. Salary card can be opened both in tenge, in US dollars, or in EUR. To minimize your labor, time and financial costs, the bank offers to work with your accounts via the Internet! With the help of the Internet Office service, you manage your account with the Bank from your home or office, via the Internet. The list of services provided by SB Sberbank JSC via the Internet is constantly expanding and today is one of the most complete among Kazakhstani banks.

The eToken model provided to clients of SB Sberbank JSC, in addition to the listed certificate storage functions, has the ability to generate one-time passwords. To generate passwords, use the button located on the horizontal surface of the device, and the one-time password after generation is displayed on the liquid crystal display.

In early 2006, for the first time in the history of the Kazakhstani banking sector, SB Sberbank JSC introduced a biometric identification system for the Bank's customers. The solution used allows you to maintain the efficiency of service and provide maximum protection for your customers. The technology implemented by the bank is distinguished by its simplicity in interaction with the client and the error-free operation inherent in such systems. The operation of the biometric system of SB Sberbank JSC is based on scanning the user's fingerprint and converting his into a digital template that uniquely identifies the fingerprint. Thus, when using a biometric identification system, a bank client can be sure that no unauthorized actions will be taken on his accounts. Biometric control process: when opening bank account in SB JSC "Sberbank" the client signs an additional agreement for the user of the biometric identification system. After that, the fingerprints of the client are scanned, and, if necessary, the fingerprints of a number of trusted persons of the clients. The unique digital fingerprint templates obtained during scanning are entered into the bank's database. These digital templates will be used each time the account is debited: the Bank manager checks the fingerprint of the person who applied to the bank with the template stored in the database.

SB JSC "Sberbank" is a member of the international payment system Visa International. Activation of the business related to the issuance and maintenance of payment cards is a priority development direction for the Bank.

Corporate cards: for the convenience of making foreign trips, the bank offers you international corporate cards VISA Business, VISA Electron, with the help of which you can solve all your questions when paying for the expenses associated with a business trip. Open a VISA Business card at the SB JSC "Sberbank" and plan your trips more comfortably with prestige!

Payroll projects: automated transfer of funds to the accounts of your employees, which can be used using payment card VISA SB JSC "Sberbank" at any time anywhere in the world.

Acquiring: accepting payment for goods by payment VISA cards, MasterCard, Diners Club, JCB, Altyn. By connecting to the payment card service network of SB Sberbank JSC, your company gets the opportunity to increase profits and increase turnover by attracting additional customers from among cardholders. And the presence of this service will increase the competitiveness and prestige of the enterprise.

Analysis of the activities of JSC SB Sberbank of Russia. SB JSC Sberbank DB JSC Bank

SB JSC "Sberbank"

Plan:

Introduction

1. Owners and management

2. History

3. Awards

“ANNUAL REPORT OF SB JSC “SBERBANK” FOR 2014 Contents: Sberbank Group: I. Mission, values; SB JSC "Sberbank" - profile of the Bank; Our awards. ..."

SBERBANK GROUP

SB SBERBANK JSC KAZAKHSTAN

ANALYSIS OF FINANCIAL RESULTS OF SB JSC SBERBANK UNDER IFRS

IFRS PROFIT AND LOSS STATEMENT

INTEREST INCOME

NET FEE AND FEE INCOME

OPERATING EXPENSES

ANALYSIS OF THE BALANCE STRUCTURE OF SB JSC SBERBANK ACCORDING TO IFRS

ASSETS

LIQUID ASSETS

LOANS TO CLIENTS

COMMITMENTS

CLIENT FUNDS

DEBT SECURITIES ISSUED

ADEQUACY OF OWN CAPITAL

RISK MANAGEMENT

MARKET RISK

BRANCH NETWORK

INFORMATION TECHNOLOGY

MARKETING POLICY

CHARITABLE AND SPONSORSHIP ACTIVITIES OF DB JSC

STAFF

Story

Owners and management

Activity

Performance indicators

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Links

An excerpt characterizing the SB Sberbank JSC