4. 4
Over 20 years of successful development
1991-1992 1993-1995
Establishment
and banking
license
34 branches
in the Moscow
Oblast
1996-1998 2003-20041999-2002 2005-2006 2007-2008 2009-2010 2011-2012
9 new regional
branches
opened
Cash collection
and delivery
services
established
Corr. accounts
with western
banks
License for
foreign
exchange
Associate
member of VISA
International
Authorized Bank
of the Russian
Government
Joined S.W.I.F.T.
Joined the
World Bank
development
program
Cooperation
with CIBC
S&P rating
Rated by the
Central Bank
as a stable
bank after
the financial
Crisis
CIBC
becomes a
shareholder
The 3rd
largest
branch
network
Top 10 by
deposits
from
individuals
Top 3 in the
State
Mortgage
Program
Top 7
mortgage
provider
Best mid-
cap Russian
bank (Big
Money)
$ 177 mln
raised by
20th issue
3rd by
lending to
SME
$81 mln
EBRD
financing
Top 10 by
bank cards
issued
Best SME
bank in
Moscow
Oblast
Top 10 retail
banks in
Russia
First MBS
deal on Rub
4,1 bln
Bank’s ADRs
traded on the
Frankfurt
Stock
Exchange
Established
ATM network
and a
processing
center
Top 20 by
corporate
loan portfolio
Widest ATM
network in
the Moscow
Oblast
Over 100,000
VISA cards
issued
17th equity
issue raises
$33 million
Joined
Deposit
Insurance
Program
Overall
rebranding
CRM system
development
The most
transparent
bank in
Russia (S&P)
Top 500
world’s
banking
brands
Best bank IR
and best IR
professional
(Thomson
Reuters )
Bank of the
Year in Russia
in 2010 (The
Banker)
Over 1,550,000
clients
Best public
company
(Secret Firmy
Magazine)
Alexander
Dolgopolov
appointed
as the
Chairman of
the
Management
Board
V.Bank
launched
project on
cost
efficiency
2013
Best Corporate
Governance,
Russia (World
Finance)
Best IR
Management
in Russia
(Global
Banking &
Finance
review)
5. 5
Prudent risk-management policy
Balanced Lending and Funding policy
Servicing retail customers throughout their whole life-cycle
Servicing Corporate and SME Customers In Each Stage Of
Business Development
Vozrozhdenie Bank
strategy…
… 1 522 000 Retail Clients…
… 61 400 Corporate and SME Clients…
… 21 Region
… 146 Offices
… 841 ATMs
… 6 173 employees
Focus On Core Banking Products
…service…
…via…
Increasing efficiency in service delivery
Vozrozhdenie Bank - a Community Bank built on strong relationships
with SMEs and individual customers
6. 6
Moscow Oblast is a home territory with
historically strong market position
21 region of presence.
Focus on the most attractive
South and North-West
Branches Sub branches Retail offices
34 42 13 89
Total
As of 01.06.2013
521 ATMs – every town is under coverage
19 36 2 57
Total
320 ATMs
Retail officesBranches Sub branches
Distribution network
7. 7
* RBC most recent rankings
Key Figures, RUB
Assets
Loans
Customer Funds
Net Income
Shareholders equity
Retail Clients
Corporate Clients
Personnel
Offices
ATMs
209,062 mln
141,662 mln
163,876 mln
2,331 mln
20,807 mln
1,522,000
61,400
6,173
148
840
Loans to SMEs 6
17
38/19
28
13
Volume of retail deposits
Branches/ATMs
Net Assets
Bank cards issued
Rankings*
Corporate loans 21
Mortgages 9
Basic information & position in Russian banking system
8. 8
TNS loyalty survey
Loyalty index equals top 10% of major
international banks
94% of our clients are ready to recommend us
Ba3/D-/NP, stable
BB-/ruAA-, stable
MICEX Financial Index
A1 MICEX
Moody’s
Standard&Poor’s
Included in indices
Listing
IPSOS survey
85% of respondents in our regions know us
BrandFinance Banking 500 survey
V.bank ranks among top-10 Russian most valuable
banking brands with brand value of $190 million
The Banker
V.Bank – “The Bank of the year 2010 in Russia”
as per the survey of The Banker magazine
7
10
13
16
19
22
25
01.01.06 01.12.06 01.11.07 01.10.08 01.09.09 01.08.10 01.07.11 01.06.12
S&P
international
BB-
Ba3Moody's
Moody's Interfax
Moody's
Aaa
Aa
A
Baa
Ba
B
Caa
S&P
national scale
S&P
ruAA-
AAA
AA
A
BBB
BB
B
CCC
Aa3.ru
Market recognition
Credit ratings Listing
High recognition of brand
World Finance
V.Bank was awarded for the “Best Corporate
Governance, Russia”, according to World Finance
survey
10. 10
Personal bank for
corporate and retail customers
Retail customers
Servicing throughout their whole life-cycle
Corporate clients
Servicing on each stage of business
development
Focus on core banking
products
Balanced Credit and
Resource policies
Payrolls combine retail and
corporate segments
Customer acquisition
Expansion of branches and
ATMs network
Growth of individual depositors
and borrowers number
Market strategy
11. 11
59% 63% 60% 58% 64%
41%
37% 40% 42%
36%
3 402
3 773 3 875 3 743
3 490
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Non-interest income Net interest income
118 91 98 124 131
26
28 31 33
34
144
152 151
156
164
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Retail loans
Corporate loans
- Customer oriented organic growth
- Conservative balance sheet
- Primarily deposit funded
- Focused network expansion
- Increasing efficiency in service delivery
Note: all loans are gross loans
RUB bln
RUB bln
20%
80%
RUB bln
32%
67%
Business model
Business based on relationships… … gives stable non-interest income
Loan portfolio development… … funded by customer accounts
94 101 103 107 110
49
40 48
57 53
143 152 151
164 163
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Interest-bearing Deposits
Interest-free Current accounts
12. 12
4%
55%15%
6%
1%
19%
Assets and liabilities
RUB bln
12 12 12 12 12
106 111 107 110 117
25
27 30 32
3214
12 12 8
11
0,4 0,4 0,4 6 127
32 33
41 37
183
194 195 209 210
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Cash and
equivalents
Due from
banks
Securities
Retail loans
Corporate
loans
Other
assets
Reliable assets structure… …supported by customer-based funding
19 20 20 21 21
4 4 5 6 72 3 3 4 47 7 8 8 88 8 8 7 7
22 24 25 26 26
31 32 30 36 35
18 19 18
21 18
72
77 78
81 84
183
194 195
209 210
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Retail deposits
Retail accounts
Corp. accounts
Corp. deposits
Securities issued
Due to other banks
Other liabilities
Subordinated
loans
Equity
RUB bln
RUB bln
Share of IEA on the rise L/D ratio back to optimum
RUB bln
144 152 151 156 164143 152 151 164 163
101% 100% 100% 95%
101%
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Gross loans Customer funds L/D ratio
Corporate loan
portfolio
Retail loan
portfolio
Other assets
Due from other
banks
Cash and
equivalents
Securities
23%
77%
78%
13. 13
22 24 25 26 26
72 77 78 81 84
31 32 30 36 3518 19 18
21 18
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
Corporate deposits Retail deposits
Corporate accounts Retail accounts
Timing of loan book expansion lagged deposits’ growth
RUB bln
Loan book major growth came at the end of Q1… …while deposits were raised at the year-end
8377777874
4645414341
23
222119
17
11
111110
9
1
2
233
Q1 2013Q4 2012Q3 2012Q2 2012Q1 2012
SME Large corporates Mortgage Other retail Administrations
+5%
+14,1%
RUB bln
+14,3%
-0,3%
32%
157 157
159 161
164
Nov Dec Jan Feb Mar
149
163
161 163 163
Nov Dec Jan Feb Mar
Monthly loan portfolio growth
(RAS)
Monthly customer funds
growth (RAS)
14. 14
Segment Total credit exposure, RUB mln
Large business > 750
Medium-size and small businesses 30 - 750
Micro businesses 6 - 30
Food processing – factories manufacturing different types of
high-quality food and drinks.
Petrol stations networks – complex service of high-quality petrol,
minimarkets and café, car washes and technical services.
Pharmacies networks – still healthy demand both for beauty
products and medicines.
Food retailers– small chains of handy stores “Close-to-House”
style for daily shopping located in dormitory area with high
density of population.
Who are SMEs?
What is our SME Definitions
15. 15
61,2 61,1 59,6 58,2 61,0
4,5 5,0 4,4 4,5
5,0
65,8 66,0 64,0 62,7 66,0
01.02.13 01.03.13 01.04.13 01.05.13 01.06.13
RUR FX
5.3%
32%
2%
14% 15%
3 3 2 2 1
74 78 77 77 83
41
43 41 45
46
118 124 120 124
131
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
+5.8%
13%
73%
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
70,00%
80,00%
up to 30 mln 30-100 mln 100-750 mln more than 750 mln
RUB blnLarge corporations SMEs Other * as of December 31, 2012
35%
64%
1%
Share of portfolio
Share of clients
43%
10%
7,6%
22 24 25 26 26
31
32 30
36 35
53
56 55
62 60
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13
Term Deposits Current Accounts -2.4% RUB bln
57%
43%
* under RAS
Corporate business
Corporate lending – focus remains on SMEs…
…with 70% of loans less than RUB 0,75 bln
issued to 98% of clients
Corporate funding... …mostly nominated in RUB
16. 16
6,3%
14,8%
17,9%
31,0%
15,9% 14,2%
up to 30
days
31-90
days
91-180
days
181 - 365
days
1 - 2 years > 2 years
Corporate portfolio
3
54
29 25 20
4
109
57
50
13
Loan amount
Collateral value
112,5 114,1 116,6 115,2 115,9
14,1 14,1 14,9 14,5 14,8
11,1% 11,0% 11,3% 11,2% 11,3%
01.02.13 01.03.13 01.04.13 01.05.13 01.06.13
11.3%
RUB blnFX loans
RUB loans
Real
Estate
Government
guarantees
Equipment
& Vehicle
Guarantees
Other
collateral&
blank
RUB bln
70%
*Guarantees are not taken into account
*as of March 31, 2013
…maintaining industry diversification…in the same currency as SMEs revenues…
Conservative risk profile
Credit policy sticks to reliable collateral… ….providing mostly working capital…
Average LTV:
58%*
29%
1%
22%2%
7%
6%
4%
6%
23%
Construction
Manufacturing
Agriculture
Wholesale &
retail trade
Administrations
Other
Transport
Real estate
RUB
164,208
mln
*as of April 30, 2013
*as of March 31, 2013
17. 17
6,4 7,2 8,0 8,1 8,3
0,4 0,4 0,4 0,4 0,42,2 2,1 2,1 2,1 2,1
17,0
18,5
20,8 22,3 22,8
25,9
28,3
31,4
32,8 33,6
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
Retail lending – promising segment
25,2 13,4 26,3 27,4 28,6
0,4 0,4 0,7
0,4
0,4
25,6 26,0 26,7 27,7 29,0
01.02.13 01.03.13 01.04.13 01.05.13 01.06.13
5
10
15
20
25
01.04.10 01.10.10 01.04.11 01.10.11 01.04.12 01.10.12 01.04.13
Consumer loans, RUB
Mortgages, RUB
Credit cards, RUB
1,9% 2,4%
13,6%
82,1%
up to 90 days 91-365 days 1 - 2 years > 2 years
Retail portfolio
1.3%
RUB blnConsumer loans
Mortgages
Credit cards
Car loans
RUB bln
FX loans RUB loans
High-margin consumer loans to
customers with apparent cash-flow
–management of corporate clients
Primarily mortgages under state-related
agency JSC “AHML” standards
We plan to further expand retail portfolio, which was an
important growth driver in the recent years
Particular focus is on mortgages as the most perspective
segment
*as of March 31, 2013
Retail loans maturityRetail loan book changes (IFRS)
Rates for retail loansCurrency breakdown (RAS)
18. 18
Card business – reliable source of non-interest income
Q2 2012 Q3 2012 Q4 2012 Q1 2013
Payrolls 12,800 13,500 14,000 14,200
Debit cards 1,341,684 1,360,845 1,381,959 1,360,308
Credit
cards
45,671 45,471 46,646 48,297
ATMs 811 812 819 838
Corporate
clients
Retail
clients
- Payrolls
- Acquiring
- Self-service
transactions
- Credit cards
70%18%
82%
Interest
Fees &
commissions
- Payrolls is the main tool for client base growth with
strong potential – 61,400 of existing corporate clients and
17,000 installed “client-bank” systems
- Offering cards only to existing corporate clients: credit
cards for owners, top and mid-level managers and
specialists, debit cards for personnel
- Pushing cross-sales between retail and corporate
32%
22%
19%
15%
12%
1
acquiring
self-service
cash operations
Visa and Mastercard
payrolls
Key points…developing key card product - payrolls
…Generates strong fee incomeBusiness strategy…
20. 20
Risk management
11,8% 11,6%
12,1% 12,3% 11,9%
13,4% 13,2%
14,2%
14,8% 14,9%
11,9%
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 01.06.2013
Tier 1 Tier 1 + Tier 2
CAR (N1)
under CBR rules
11%
MIN
Capital position enhanced by subordination
FX structure
Balance sheet structure
Interest rate risk
0
10
20
30
40
50
60
70
80
Demand and less
than 1 month
From 1 to 6
months
From 6 to 12
months
More than 1 year
Assets
Liabilities
RUB bln
0
10
20
30
40
50
60
70
Demand and less
than 1 month
From 1 to 6
months
From 6 to 12
months
More than 1 year
Interest-earning assets
Interest-bearing liabilities
RUB blnRUB bln
80%
15%
5%
Assets
Roubles
US Dollars
Other
81%
13%
6%
Liabilities
21. 21
3 400 3 400 5 445 5 445 8 098
8,9%
10,1%
12,2%
11,9% 13,3%
8,3% 8,0%
13,2% 12,2%
17,6%
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
Large corporates
NPLs, RUB mln Provisions, % of total portfolio NPLs, % of total portfolio
8 263 8 120 7 841 7 765 7 772
11,1%
10,4% 10,5% 10,5%
9,8%
10,8%
10,0%
9,9%
9,8%
9,2%
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
SMEs
827 777 965 892 1 009
4,3%
3,6% 3,5% 3,5% 3,6%
3,2% 2,7%
3,1% 2,7% 3,0%
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
Retail
Credit quality management
15
* NPL includes the whole principal of loans at least one day overdue either on
principal or interest as well as not overdue loans with signs of impairment
2,46%
1,17%
2,86%
2,24%
1,02%
2,46%
1,83%2,06%1,65%
1,02%
Q1 2013Q4 2012Q3 2012Q2 2012Q1 2012
Charges to provisions to avg
gross loans, QoQ
Charges to provisions to avg
gross loans, YtD
+ Rub 329 mln new NPLs
- Rub 322 mln recoveries + Rub 171 mln new NPLs
- Rub 55 mln recoveries
12 490 12 297 14 251 14 102 16 879
9,25% 9,09%
9,52% 9,40%
9,54%
8,68%
8,08%
9,41% 9,02%
10,28%
Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013
NPLs, RUB mln
Provisions, % of total portfolio
NPLs, % of total portfolio
*
+ Rub 2,654 mln new NPLs
- Rub 1 mln recoveries
NPLs categorization: improvement in core SMEs
Annualized cost of riskNPLs dynamics
22. 22
Credit quality
as of 31.03.2013
Large
corporates
SMEs Mortgages Other
retail
Total
Gross loans, including 46,060 84,581 22,819 10,748 164,208
Current loans 82.4% 90.8% 98.1% 94.7% 89.7%
Past-due but not impaired, of
them - 0.2% 1.3% 1.2% 0.4%
Less than 90 days - 0.2% 0.4% 1.1% 0.2%
Over 90 days - - 0.9% 0.1% 0.1%
Impaired, of them 17.6% 9.0% 0.6% 4.1% 9.9%
Less than 90 days 5.8% 0.1% - 0.3% 1.7%
Over 90 days 11.8% 8.9% 0.6% 3.8% 8.2%
Total NPLs 17.6% 9.2% 1.9% 5.3% 10.3%
Provisions -13.3% -9.8% -2.8% -5.3% -9.5%
Net Loans 39,951 76,253 22,169 10,177 148,550
Provisions
to NPLs
Ratio
NPL -
93%
Rescheduled
Loans
5.3%
the whole amount of loans with principal overdue for more than 1 day as
well as loans with any delay in interest payments.
Provisions
to 90
days+ NPLs
114%
RUB mln
29. 29
32% 30%
38%
SHAREHOLDER STAKE IN EQUITY
Dmitry L. Orlov (Chairman of the Board of Directors) 32.03%
Otar L. Margania (Member of the Board of Directors) 19.67%
JPM International Consumer Holding Inc. 9.88%
Total 61.58%
As per MICEX data
H1 2010 H2 2010 H1 2011 H2 2011 H1 2012 H2 2012
MICEX 762,594 744,081 551,544 892,502 1,966,722 535,131
RTS 220,714 186,333 65,303 82,098 50,437 30,230
German stock
exchanges (ADR)
33,358 24,054 13,444 3,255 3,685 7,300
Sub-total (stock
exchanges)
1,016,666 954,468 630,291 977,855 2,020,844 572,661
OTC 903,256 1,109,859 1,080,856 2,141,597 873,225 1,421,277
Total 1,919,922 2,064,327 1,711,147 3,119,452 2,894,069 1,993,938
Chairman Others
Structure as of 11.05.2012
More than 8,000
individuals and 1,000
companies are among
our shareholders with
professional investors
owning more than
38%
*Volume growth associated with strategic deals
Capital structure
Share price on MICEXShareholding structure
Volumes of trading (shares)Major shareholders
0
200
400
600
800
1
10
100
1000
10000
01.06.2012 01.09.2012 01.12.2012 01.03.2013 01.06.2013
RoublesShares
Volume Last price
30. 30
V.Bank was
awarded as
the Bank of the
Year in Russia
in 2010
Andrey
Shalimov
was
awarded for
the Best IR
in 2012
CHAIRMAN OF THE
MANAGEMENT BOARD*
Mr. Alexander Dolgopolov
GENERAL
MEETING OF
SHAREHOLDERS
BOARD OF DIRECTORS
12 members
10 are non-executive
6 independent
System of control
- Timely information provision to investors
- Full disclosure on web-site
- Quarterly IFRS financial reporting with web-cast
presentations
- Financial reports under IFRS audited from 1991
- Solid and professional team
The most
shareholder
transparent bank
in Russia – 2006,
2007, 2008
Dmitry Orlov is included
in top10 of the best bank’s
managers 2009
HR and
Compensation
Committee
Continuing excellent reputation recognition:
AUDITOR
PricewaterhouseCoopers
Audit commission
Audit committee
Internal Control
and Audit Service
Risk Management
MANAGEMENT STRUCTURE
MANAGEMENT BOARD
13 members
5 Deputy ChairmenThe arrows represent the authorities to appoint
or elect the relevant Bank’s bodies and the
External Auditor
High level of corporate governance
V.Bank has
the Best
Corporate
Governance in
Russia, 2013
* As per the decision of the annual general shareholders meeting of 2012 Chairman of the
Management Board is appointed by the Board f Directors
31. 31
More than 20 years in Top-30 Russian banks amid
changing competition landscape
Successfully passed through recent crises (1993-
94,1998, 2004, 2008)
Business model generating solid fees & commissions
(40% of revenue)
Organic growth in core regions and client segments
Focus on operating efficiency
One of the most transparent FI in Russia – Best
Corporate Governance by World Finance in 2013,
leaders of Information Transparency to Shareholders
by S&P in 2008, 2007, 2006
Management Board (13 members) with long-term
banking experience, the Board of Directors headed by
Chairman with 40 years in Soviet and Russian
banking systems
Positive track-record of communication with investors
Loyal clientele due to strong relationships with the
customers
60% of client base is concentrated in fast growing
Moscow Oblast
Corporate business focused on high-profitable
SME, retail one – on mortgages
Broad product line based on advanced IT-solutions
S O U N D S T R A T E G Y B U S I N E S S S T R E N G T H S
C U R R E N T C H AL L E N G E SH I G H S T AN D A R D S
Ongoing pressure on lending rates driven by state banks
Limited demand from key client sector – SME
Still high potential credit risk
Financial markets turbulence
Threat of global economy slowdown
Still high potential credit risk
Investment Summary
32. 32
+7 495 620 90 71
investor@voz.ru
http://www.vbank.ru/en/investors
Follow us on Twitter:
www.twitter.com/vbank_IR
Investor Relations contacts
Yulia Vinogradova, Advisor to the Chairman
Yu.Vinogradova@voz.ru
Elena Mironova, Deputy head of IR
E.Mironova@voz.ru
Maria Gorbunova, IR specialist
M.Gorbunova@voz.ru
Download presentation:Download contacts:
33. 33
Some of the information in this presentation may contain projections or other forward-looking statements regarding future events or the future financial
performance of Bank Vozrozhdenie (the Bank). Such forward-looking statements are based on numerous assumptions regarding the Bank’s present and
future business strategies and the environment in which the Bank will operate in the future.
The Bank cautions you that these statements are not guarantees of future performance and involve risks, uncertainties and other important factors that we
cannot predict with certainty. Accordingly, our actual outcomes and results may differ materially from what we have expressed or forecasted in the
forward-looking statements. These forward-looking statements speak only as at the date of this presentation and are subject to change without notice. We
do not intend to update these statements to make them conform with actual results.
The Bank is not responsible for statements and forward-looking statements including the following information:
- assessment of the Bank’s future operating and financial results as well as forecasts of the present value of future cash flows and related factors;
- economic outlook and industry trends;
- the Bank’s anticipated capital expenditures and plans relating to expansion of the Bank’s network and development of the new services;
- the Bank’s expectations as to its position on the financial market and plans on development of the market segments within which the Bank operates;
- the Bank’s expectations as to regulatory changes and assessment of impact of regulatory initiatives on the Bank’s activity.
Such forward-looking statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from those
expressed or implied by these forward-looking statements. These risks, uncertainties and other factors include:
- risks relating to changes in political, economic and social conditions in Russia as well as changes in global economic conditions;
- risks related to Russian legislation, regulation and taxation;
- risks relating to the Bank’s activity, including the achievement of the anticipated results, levels of profitability and growth, ability to create and meet
demand for the Bank’s services including their promotion, and the ability of the Bank to remain competitive.
Many of these factors are beyond the Bank’s ability to control and predict. Given these and other uncertainties the Bank cautions not to place undue
reliance on any of the forward-looking statements contained herein or otherwise.
The Bank does not undertake any obligations to release publicly any revisions to these forward-looking statements to reflect events or circumstances after
the date hereof or to reflect the occurrence of unanticipated events, except as may be required under applicable laws.
Disclaimer
