Throughout its history, Sberbank has functioned as both economic and social financial institution. The success of our development is closely related to building strong relationships with stakeholders.
Stakeholders’ concerns guideline our development activities in all CSR areas. We use various communication channels to identify their expectations and, based on the received feedback, make management decisions, and introduce changes to existing processes.
Stakeholder engagement tools in Sberbank Group
Application of crowdsourcing technology
The search for managerial decisions through crowdsourcing has become a part of the bank’s daily activities, and is used for product improvement and development of internal processes. In 2014, 123 professional communities of networking employees, clients, and experts from across Russia used the www.sberbank21.ru website to discuss the bank’s current projects. In the reporting period, crowdsourcing participants suggested the following ideas, including:
- creation of a Sberbank Online service to submit claims regarding self-service machines malfunctions with a claim status monitoring capability;
- early credit repayment through self-service machines and Sberbank Online;
- creation of a separate information resource “From Heart to Heart” on Sberbank’s website for project work with orphanages, and others.
As part of crowdsourcing, separate work was carried out with small business representatives. More than 5,000 Sberbank clients took part in the development of such projects as “Building an office for small business”, “New solutions for the development of Sberbank’s corporate client remote service”, and “Let’s improve small business products together!”. In particular, small business representatives proposed introduction of such services as self-collection, SMS informing and automated payments (autopayment service) improving Sberbank Business Online service and others.
Mass media monitoring and analysis
We are monitoring Russian and foreign mass media, including print media, news agencies, TV, radio and online publications on a regular basis. We use monitoring results to prepare analytical reports for top management. These reports reflect what aspects of our business evoke public concern and interest.
|EU and US sanctions against the Russian Federation bank sector||Sberbank follows the best international corporate governance practices in its business activities, and complies with European and US regulation standards. We have all the necessary resources and management experience to continue successful operation in the current conditions, and to fulfil our commitments to Russian and international clients. Sberbank highly appreciates the trust of its shareholders. The Bank’s development strategy up to 2018 provides for maintaining capital adequacy with a required safety margin using current profits and attracting subordinated debt instruments.|
|Sberbank as the General partner for Sochi 2014. Funding of Sochi Olympics infrastructure projects||Sberbank was the General Partner of the 22nd Winter Olympics. Sberbank took part in financing the construction of the Russian Mountains ski jump complex and the first Russian resort town (Gorky Gorod in Krasnaya Polyana) with a highly developed infrastructure. In cooperation with the Organisation Committee, we implemented the Sochi 2014 coinage programme and created up-to-date banking and payment infrastructure.|
|Increase in interest rate on deposits, savings certificates and mortgage loans in December 2014||We raised interest rates on deposits and savings certificates for individuals several times in December 2014. The maximum increase in interest rates was 3.5 percentage points and 1.7 percentage points for RUB and USD/EUR deposits, accordingly.|
|Optimisation of the number of Sberbank customer service outlets||Optimisation is part of the customer service outlet network reformatting programme launched in 2010. The Bank closes small unprofitable offices and opens larger units at busy locations. To keep the availability of financial services, we also introduce alternative forms of servicing (e.g. internet banking, mobile banking, and ATMs).|
|Increase of the loan portfolio of Cetelem Bank||Cetelem Bank showed the highest growth of its retail loan portfolio among the 100 top Russian banks in terms of assets in the first half of the reporting period.|
|Risks to Russian banks due to the situation in Ukraine||Fitch Ratings, an international credit rating agency, noted that the risks of Russian banks related to the situation in Ukraine can have a significant impact on their financial situation if their borrowers suffer from the current increased political and economic stress. Sberbank Ukraine prepared comments for the press with a statement about the bank’s stable financial situation, solid liquidity cushion and capital adequacy.|
|DenizBank awarded for innovative products, services and processes||DenizBank received the award in the Most Innovative Bank of the Year category at the prestigious BAI Banking Innovation Awards-2014 global award ceremony. DenizBank went to the finals in the categories of Product and Service Innovation, Channel Innovation, and Innovation in Internal Process Improvement.|
|Dialogue with agricultural producers as part of DenizBank’s trip across Turkey||Being the leader among private banks in Turkey in agricultural financing, DenizBank made a trip across the country to celebrate the 10th anniversary of the agricultural producer card (Producer Card). The
|Sberbank’s leading position in Central and Eastern Europe||Sberbank ranked first among Central European and East European banks in the annual ranking of the world largest banks carried out by The Banker. Sberbank was rated 33rd in the overall standing, rising one place higher compared to last year.|
Answering employees’ questions
We analyse main employee communication channels, identify employees’ concerns, and provide answers so that employees have a better understanding of the Group’s development prospects in the near future. To compile a list of questions, we focus on the following communication channels in Sberbank:
- feedback button on the employee intranet page;
- hot line with the President;
- special E-mail address for payroll issues (firstname.lastname@example.org);
- employee forum, etc.
Subsidiary banks and affiliated companies use their own feedback tools to achieve this goal.
|Topic||Question||Group members’ response|
|Salary indexation||Will there be indexation of salaries?||A salary increase was applied in 2014 to some employees of mass professions whose salary was below the market average. A salary increase for other employee categories became impossible due to the economic situation in 2014.|
|Corporate benefits||What changes in the corporate benefits programmes will be made in
||From January 1, 2014, Voluntary Medical Insurance (VMI) became free for employees that have more than one year’ service record at the bank. We are not planning to reduce the main scope of existing employee benefits in 2015, such as VMI, accident insurance, or the corporate pension plan. Due to the difficult economic situation in the country, lending on preferentian conditions and children’s recreation support programmes will not be expanded.|
|Layoffs||Are employee layoffs planned due to the difficult economic situation in the country?||The personnel headcount is based on Sberbank Group’s business volume. In case of further aggravation of the economic situation, we may transfer employees to part-time employment or rotate staff in departments and regions of the country within the Sberbank system in order to save jobs.|
|Subsidiary banks and affiliated companies|
|Development of internal communications in BPS-Sberbank||What will be the procedure to inform employees about innovations in the field of personnel management?||The Bank plans to conduct communication sessions and develop internal resources to ensure the availability of key corporate information in 2015.|
|Employees in the Lugansk and Donetsk Regions||What will happen to bank employees who cannot attend work due to the hostilities?||Pursuant to legal requirements (Art. 113 of the Labour Code of Ukraine), this time will be accounted for as non-productive hours with payment of salary preserved.|
|Help to Sberbank’s Ukrainian employees who had to temporarily move away from the conflict zone||Will they receive financial, housing, and employment assistance?||Financial assistance was provided to pay rent. Employees were temporarily relocated to other Sberbank Ukraine units. More than 100 people (employees and their families) were housed in Zhovten sanatorium from May through September 2014 at the expense of Sberbank Ukraine.|
|Performance assessment at DenizBank||Why do employees rarely receive feedback?||The frequency of performance development system has been increased to twice a year from once a year.|
|Technical support in Sberbank Europe (Slovenia)||Is it possible to improve technical support?||Since 2014 technical support employees in Slovenia helped users directly at the workplace to understand problems better .|
|Employees’ health in the Sberbank Private Pension Fund|
The Bank has established the “Ideas Exchange” platform to encourage its employees get involved in management processes. The platforms are attended by about 10% of Sberbank employees, including the employees of subsidiary banks in Kazakhstan, Belarus and Ukraine. In 2014 34,500 employees suggested 91,200 ideas, more than a half (51%) of which were implemented. The total economic effect of their implementation amounted to RUB 4.1 bn. The main areas addressed by ideas developers included:
- increase in the share of non-cash payments;
- attraction of retail funds;
- reduction of the number of errors in business units and an increase in the customer satisfaction level;
- enhancement of collection service performance and a reduction in investment costs (including BU reformatting), etc.
Examination of internal regulations
Since 2013 the bank has been committed to a mandatory crowdsourcing examination of internal regulations before their approval. Altogether, in 2014 crowdsourcing made it possible to submit 60 drafts of internal regulations for discussion. We collected about 30,000 proposals from 6,800 employees. More than 20% of these proposals were efficient and helped the bank to take into account regional specifics in preparation of documents before their approval.