Z godbe naših strank predstavljajo rdečo nit letošnjega letnega poročila, saj prikazujejo konkretne rešitve, ki jih zagotavljamo vsak dan. Te pripovedi smo pridobili iz prve roke in jih zbrali s pomočjo sodelavcev, ki so strankam ponudili uporabne nasvete in koristi. Vsaka izmed teh zgodb prinaša pristen glas o tem, kako pozitivno vplivamo na naše deležnike. Svet spreminjamo tako, da prepoznavamo vsakodnevne izzive in priložnosti ter tako, da prispevamo h gospodarski, družbeni in kulturni blaginji skupnosti, ki jim služimo. Ustvarjalni koncept tega poročila odraža našo zavezanost, saj ponazarja dva dela, ki sodita skupaj. To je povezava med resničnimi potrebami naših strank in praktičnimi rešitvami, ki jih ponujamo. Menimo, da biti poslovna banka pomeni biti vključen v smiseln dialog s tistimi, s katerimi pridemo v stik. To nam omogoča, da zagotovimo preproste, hitre in učinkovite odgovore, ki popolnoma ustrezajo potrebam naših strank. V letnem poročilu boste našli nekaj takšnih zgodb. Upamo, da bo naslednja vaša. Predstavitev Banke Finančni kazalniki Nagovor izvršnega direktorja skupine UniCredit Nagovor predsednika uprave Predstavitev UniCredit Banka Slovenija d.d. Organi upravljanja Banke Organizacijska shema Poslovna mreža Dosežki in dogodki v letu 2012 Poslovno poročilo Gospodarsko okolje v letu 20112 Poslanstvo, vizija, vrednote in strategija Finančni rezultati Poslovanje Banke na različnih segmentih Poslovanje s prebivalstvom in malimi podjetji Poslovanje s podjetji in investicijsko bančništvo Bančna operativa in storitve Varovanje informacij in informacijskega sistema Obvladovanje poslovnih tveganj Upravljanje s tveganji Družbena odgovornost Poročilo nadzornega sveta 1 Introduction 115 5 Financial Indicators 117 6 CEO’s Letter to the Shareholders 118 8 Statement by the Chairman of the Management Board 120 10 About UniCredit Banka Slovenija d.d. 122 11 Governing Bodies 123 12 Organisational Structure 124 14 Branch Network 126 16 Achievements and Events in 2012 128 20 Business Report 132 20 Economic Environment in 2012 132 21 Mission, Vision, Values and Strategy 133 24 Financial Results 135 26 Bank’s Segment Performance Review 136 26 Retail and Small Business Banking 136 27 Corporate and Investment Banking 137 29 Bank Operations and Services 139 30 Information System Security 140 31 Managing Business Risks 141 31 Risk Management 141 32 Corporate Sustainability 142 42 Report from the Supervisory Board 152 Izjava o odgovornosti 44 Statement of Responsibility 154 Poročilo neodvisnega revizorja 45 Independent Auditor’s Report 156 Računovodski izkazi 46 Financial Statements 158 UniCredit Bank · 2012 Letno poročilo Predstavitev Banke 2012 2011 Izkaz finančnega položaja (v 1.000 EUR) Bilančna vsota 2.815.367 2.945.636 Vloge nebančnega sektorja 1.227.789 957.016 Vloge pravnih in drugih oseb, ki opravljajo dejavnost 784.264 601.181 Vloge prebivalstva 443.525 355.835 Krediti nebančnemu sektorju, merjeni po odplačni vrednosti 2.269.317 2.356.239 Krediti pravnim in drugim osebam, ki opravljajo dejavnost 1.495.493 1.539.200 Krediti prebivalstvu 773.824 817.039 Kapital 251.623 240.888 Oslabitve finančnih sredstev 113.405 85.479 Rezervacije 2.443 1.553 Obseg zunajbilančnega poslovanja 3.844.597 4.574.606 Izkaz poslovnega izida (v 1.000 EUR) Čisti obrestni prihodki 55.970 59.916 Čisti neobrestni prihodki 21.306 22.998 Stroški dela (23.928) (22.756) Drugi administrativni stroški (12.908) (13.591) Amortizacija (4.586) (5.239) Oslabitve in rezervacije (35.544) (23.327) Poslovni izid pred obdavčitvijo 310 18.001 Davek od dohodka pravnih oseb 763 (3.260) Izkaz drugega vseobsegajočega donosa (v 1.000 EUR) Drugi vseobsegajoči donos pred obdavčitvijo 12.924 (26.128) Davek iz dohodka pravnih oseb od drugega vseobsegajočega donosa (3.262) 5.226 Zaposleni Število zaposlenih na dan 31. december 601 609 Delnice Število delničarjev 27 26 Nominalna vrednost delnic (v EUR) 4,17 4,17 Knjigovodska vrednost delnic (v EUR) 51,48 49,28 Število delnic 4.888.193 4.888.193 Kapital Količnik kapitalske ustreznosti 13,5 % 11,0 % Kvaliteta sredstev in prevzetih obveznosti Oslabitve finančnih sredstev, merjenih po odplačni vrednosti, in rezervacije za prevzete obveznosti / razvrščene aktivne bilančne in razvrščene zunajbilančne postavke 3,6 % 2,7 % Profitabilnost Obrestna marža 1,9 % 2,0 % Marža finančnega posredništva 2,6 % 2,8 % Donos na aktivo pred davki (ROA) 0,0 % 0,6 % Donos na kapital pred davki (ROE) 0,1 % 7,9 % Donos na kapital po davkih 0,4 % 6,4 % Stroški poslovanja Operativni stroški / povprečna aktiva 1,4 % 1,4 % Likvidnost Likvidna sredstva / kratkoročne finančne obveznosti do nebančnega sektorja, merjene po odplačni vrednosti 29,9 % 37,2 % Likvidna sredstva / povprečna aktiva 9,1 % 8,6 % UniCredit Bank · 2012 Letno poročilo 5 Predstavitev Banke Nagovor izvršnega direktorja skupine UniCredit Spoštovani delničarji, Leto 2012 je bilo težko za evropsko gospodarstvo in skupina UniCredit ni bila imuna na takšne razmere. Kljub temu pa verjamem, da si bomo to leto zapomnili kot prelomno za našo Skupino, saj smo v letu 2012 ukrepali, da bi zavarovali našo prihodnost kot trdna evropska poslovna banka. V letu 2012 smo utrdili kapitalski položaj, poenostavili poslovanje, zmanjšali stroške, okrepili našo kulturo upravljanja s tveganji, vpeljali inovativne produkte in nove pobude, ki vodijo k bolj produk tivni in uspešni prihodnosti. Leto smo začeli z izpolnitvijo prvega cilja iz našega 3-letnega strateškega načr ta – okrepiti temelje Skupine s pomočjo izboljšanja kapitalskega položaja. Bili smo edina banka v Evropi, ki je v tem času uspešno izpeljala dokapitalizacijo. “ V letu 2012 smo ukrepali, da bi zavarovali našo prihodnost kot trdna evropska poslovna banka. ” Do s egli smo d ob er l ikvidnostni položaj v drž avah, v kat erih poslujemo, p redvse m z zman jšanjem vrze li pri komerc ial nem f inanciranj u za več kot 4 5 milijard ev rov. To smo de lno dose gli s poveč a njem našega neposredn ega f i nanciranj a v It ali ji in na dru gi h k ljučnih trgih . Uvedli smo vrsto uk rep ov za izb ol jšan je prihodkov i n po enostavitev str uk t ure Skup in e. Ena klju č ni h p obud je bil o preobl ikovanje našega p osl ovn eg a model a na način, ki nas p rib li žuje stran kam. Ok v i r, v k a t e re m t o d o s e g a m o , j e t a ko i m e n o v a n i p ro j e k t G O L D ( G ro u p O rg a n i z a t i o n L e a n e r D e s i g n ) , v e č l e t n i n a č r t re o r g a n i z a c i j e , s c i l j e m p o s t a t i b o l j u č i n k ov i t i , m a n j ko m p l e k s n i i n b o l j o s re d o t o č e n i n a s t ra n ke . P r o j e k t G O L D p o e n o s t av l j a p o s l o v a n j e , s a j p o s a m e z n i m d r ž ava m p o n u j a v e č av t o r i t e t e p r i s p re j e m a n j u o d l o č i t e v, k a r n a m o m o g o č a , d a b o l j t e s n o s o d e l u j e m o s s t ra n k a m i t e r o b l i k u j e m o s t o r i t v e , k i s o b o l j “ k r o j e n e p o m e r i s t r a n k ” . N a t a n a č i n j e p o s l o v a n j e z n a m i l a ž j e , t e r z a g o t av l j a b o l j j a s n o v e r i g o u p rav l j a n j a . N a š e ko m e r c i a l n e m r e ž e i m a j o s t e m h i t r e j š i d o s t o p d o t r g a . Ko n č n o p a o m o g o č a t u d i d r ž av a m , v k a t e r i h d e l u j e m o , d a p o d p i r a j o r a z v o j l o k a l n e g a t rg a . Eden izmed številnih načinov, kako to počnemo, je uporaba naših znanj in mrež tako, da pomagamo strankam razširiti poslovanje na mednarodno raven. S to pobudo smo najprej začeli v Italiji, zdaj pa jo širimo v druge države, v katerih poslujemo. Okrepili smo našo notranjo kontrolo in tudi kulturo upravljanja s tveganji, tako da poenostavimo način poslovanja, ob tem pa prinesemo še večjo preglednost. To bo postavilo temelje za povečano dobičkonosnost ter bolj trajnostne odnose s strankami. Inovacije ostajajo naša ključna prioriteta. Oblikujemo produkte in storitve, ki si jih naše stranke želijo ali jih potrebujejo. Hkrati pa razvijamo nove, bolj prak tične kanale, preko katerih lahko poslujejo z nami. Z omogočanjem strankam, da uporabijo svoje mobilne telefone, tablice ali računalnike za upravljanje s svojimi f inancami postajamo bolj preprosta in učinkovitejša banka. To nam bo po drugi strani pomagalo zmanjšati stroške in zagotoviti trajnost. Prav tako razvijamo bolj integriran pristop k letnemu p oroč anju. N a š cil j je pri praviti tako f inančne ko t tudi nef inančne po datke v en i publi kaciji , kar j e v skla du s trajnostno komponento našega stra t eškega načr t a. Ure s ni č evan je načr ta n a kaz uje po zitivne rezult at e. Tako smo naše neposredno f inanciranje povečali za 22 milijard evrov, pri čemer smo beležili dobre rezultate v Nemčiji in v regiji SVE z dobičkom pred obdavčitvijo v višini okoli 4,2 milijarde evrov. Naša divizija Poslovanje s podjetji in investicijsko bančništvo je beležila realno rast ter še izboljšala svoj prof il na dolžniških kapitalskih trgih. Z vlogo glavnega organizatorja pri izdaji več kot 65 milijard evrov obveznic denominiranih v evrih je naša divizija postala druga najboljša v Evropi. Verjamem, da so nas koraki, ki smo jih naredili, da zgradimo bolj enostavno in močnejšo banko, pozicionirali tako, da lahko dosežemo trajnostno poslovanje in rast v prihodnjem letu. Zahvaljujoč našim izjemnim zaposlenim smo dobro pripravljeni za doseganje teh ciljev. Njihovo trdo delo v 22 državah, kjer smo prisotni, ter inovativni produkti, disciplina, povezana s stroški, in kultura upravljanja s tveganji prispevajo k doseganju prepričljivih konkurenčnih prednosti. Prepričam sen, da bomo zaradi vseh teh razlogov v letu 2013 še naprej uspešni pri izvajanju naše strategije in uresničevanju naše želje, da postanemo ena izmed najtrdnejših bank v Evropi. S spoštovanjem, UniCredit Bank · 2012 Letno poročilo Predstavitev Banke Nagovor predsednika uprave Leto 2012 se je izkazalo za večji izziv, kot je bilo pričakovano, ne le v Sloveniji, temveč tudi v Evropi in drugod po svetu. Sistemska tveganja na različnih ravneh se niso zmanjšala, temveč so se v nasprotju s pričakovanji povečala. Kriza evro območja se je torej le še dodatno poglobila, gospodarska ak tivnost se je nadaljevala v okrnjenem obsegu, povsod po svetu pa so naraščale geopolitične napetosti. Vse to je imelo negativen učinek na realno gospodarstvo. V Sloveniji so ključno vlogo odigrali še dodatni dejavniki. Težave pri oblikovanju vlade po predčasnih volitvah, pričakovane reforme trga dela, pokojninske reforme, kot tudi potreba po f iskalni konsolidaciji, so pripomogli k nižji gospodarski ak tivnosti in posledično recesiji. Negativne posledice najvišje “ V p r i m e r j a v i s c e l o t n i m s l o v e n s k i m b a n č n i m s e k t o r j e m , k i j e ž e t r e t j e l e t o z a p o r e d b e l e ž i l k u m u l a t i v n e i z g u b e i n n i z k o s t o p n j o k a p i t a l s k e u s t r e z n o s t i , j e B a n k a d o s e g l a n a d p o v p r e č n e r e z u l t a t e p o s l o v a n j a . ” stopnje brezposelnosti od osamosvojitve in bolehnega gospodarstva so bile opazne tudi na bilancah bank. Kljub težavnim makroekonomskim razmeram je UniCredit Banka Slovenija d.d. v letu 2012 dosegla sprejemljive rezultate. Slednji so bili veliko boljši od povprečja celotnega bančnega sek torja, navkljub dejstvu, da je Banka morala absorbirati visoke kreditne rezervacije in oslabitve naložb. Poleg tega je Banka v letu 2012 povečala bazo depozitov strank za 29,3 odstotkov in izboljšala diverzif ikacijo virov f inanciranja. V primerjavi s celotnim slovenskim bančnim sektorjem, ki je že tretje leto zapored beležil kumulativne izgube in nizko stopnjo kapitalske ustreznosti, je Banka dosegla nadpovprečne rezultate poslovanja. Za to gre posebna zahvala našim strankam, našim lastnikom, ki so podpirali širitev poslovne mreže v teh težavnih časih, s ciljem zagotavljanja organske rasti, in seveda tudi našim izredno motiviranim in kompetentnim sodelavcem. Da smo n a pravi poti, dokazujejo tudi p riznanja neodv isn ih inštitucij. Ponovno smo prej eli na grado Hor us za svoje družbe no odgovorne ak tivnosti v kate go riji velikih pod je tij, revi ja EM EA Finance nam je dod elila naslov najbolj š e ba nke, po a nket i Eu romone y s m o po s t ali naj bo ljša banka za zase bne stran ke, ki upo ra blj ajo sto ritve p riva tnega b ančništva , p o re zult atih anket e o ugledu, ki je bi la i zpeljan a med slovenski m i mene dž erji, pa smo naredili pre s kok iz 57. na 3 5. mesto. Klju b i zzivom, s kat erimi se bomo s ooč a li v p rih odnj ih letih , s em prepričan, da bo naša Banka še nap rej pridobivala zaupa nje ved no večjega števila po s a m eznikov in po djetji t er si izborila p ol ožaj najboljšega po nu dnika st ori t ev i n i zd elkov na do m a č em trgu z dosegom na širšem evropskem območju. S spoštovanjem, UniCredit Bank · 2012 Letno poročilo Predstavitev Banke Predstavitev UniCredit Banka Slovenija d.d. Sedež: Telefon: Brezplačna telefonska številka: Faks: Spletna stran: Elektronska pošta: Osnovna dejavnost: Šifra dejavnosti: Leto ustanovitve: Predsednik nadzornega sveta: Registrirana: Osnovni kapital: Matična številka: Identifikacijska številka: Poravnalni račun pri Banki Slovenije: Swift: Šmartinska 140 SI - 1000 Ljubljana Slovenija + 386 1 5876 600 080 88 00 + 386 1 5876 684 www.unicreditbank.si info@unicreditgroup.si drugo denarno posredništvo K/64.190 1991 Gianni Franco Giacomo Papa pri Okrožnem sodišču v Ljubljani št. reg. vl. 1/10521/00 20.383.764,81 EUR 5446546 SI59622806 01000-0002900092 BACXSI22 Organi upravljanja Banke Nadzorni svet Član Funkcija Datum nastopa Datum prenehanja funkcije Gianni Franco Giacomo Papa Predsednik nadzornega sveta 21. april 2011 n.a. Martin Klauzer Član nadzornega sveta 24. april 2007 n.a. Franco Andreetta Član nadzornega sveta 9. februar 2009 n.a. Giuseppe Verrascina Član nadzornega sveta 9. februar 2009 n.a. Heinz Karl Tschiltsch Član nadzornega sveta 8. september 2010 n.a. Alessio Pomasan Član nadzornega sveta 29. april 2010 30. november 2012 Uprava Član Funkcija Datum nastopa Datum prenehanja funkcije Dr. France Arhar Predsednik uprave 1. junij 2003 31. maj 2012 Mag. Stefan Vavti Predsednik uprave 17. julij 2012 n.a. Janko Medja, MBA Član uprave 16. september 2008 1. april 2012 Francesco Vercesi, MBA Član uprave 20. oktober 2009 n.a. Mag. Jana Benčina Henigman Članica uprave 19. junij 2012 n.a. Mag. Damijan Dolinar, CFA Član uprave 5. julij 2011 n.a. UniCredit Bank · 2012 Letno poročilo 11 Predstavitev Banke Organizacijska shema P Pisarna Regija Poslovna enota 12 2012 Letno poročilo · UniCredit Bank Predstavitev Banke Poslovna mreža Poslovna enota Ljubljana BTC Šmartinska cesta140 SI - 1000 Ljubljana Tel.: 01 5876 600 Agencija Ljubljana Šmartinska Šmartinska cesta 53 SI - 1000 Ljubljana Tel.: 01 6011 120 Poslovna enota Ljubljana Bežigrad Dunajska cesta 47 SI - 1000 Ljubljana Tel.: 01 2528 430 Agencija Ljubljana Bežigrad Dunajska cesta 177 SI - 1000 Ljubljana Tel.: 01 6011 100 Poslovna enota Ljubljana Celovška Celovška cesta 150 SI - 1000 Ljubljana Tel.: 01 5000 546 Agencija Ljubljana Celovška Celovška 111 SI - 1000 Ljubljana Tel.: 01 2528 460 Poslovna enota Ljubljana Rudnik Ukmarjeva 4 SI - 1000 Ljubljana Tel.: 01 2836 000 Poslovna enota Ljubljana Tržaška Tržaška cesta 19 SI - 1000 Ljubljana Tel.: 01 2410 364 Poslovna enota Ljubljana Wolfova Wolfova 1 SI - 1000 Ljubljana Tel.: 01 5876 472 Poslovna enota Celje Prešernova 8 SI - 3000 Celje Tel.: 03 4252 479 Poslovna enota Kamnik Ljubljanska cesta 4b SI - 1241 Kamnik Tel.: 01 8396 500 Poslovna enota Koper Pristaniška 12 SI - 6000 Koper Tel.: 05 6101 010 Poslovna enota Kranj Na skali 1 SI - 4000 Kranj Tel.: 04 2018 180 Poslovna enota Krško Ulica 11. novembra 53 SI - 8273 Leskovec pri Krškem Tel.: 07 6006 070 Poslovna enota Logatec Tržaška cesta 32 SI - 1370 Logatec Tel.: 01 7591 940 Agencija Lucija Obala 112 SI - 6320 Portorož Tel.: 05 6006 080 Poslovna enota Maribor Ulica škofa Maksimilijana Držečnika 6 SI - 2000 Maribor Tel.: 02 2285 320 Agencija Maribor Magdalena Žolgarjeva ulica 19 SI - 2000 Maribor Tel.: 02 6005 650 Poslovna enota Murska Sobota Trg zmage 5 SI - 9000 Murska Sobota Tel.: 02 5341 440 Poslovna enota Nova Gorica Tolminskih puntarjev 2b SI - 5000 Nova Gorica Tel.: 05 3383 140 Poslovna enota Novo mesto Glavni trg 20 SI - 8000 Novo mesto Tel.: 07 3737 400 Poslovna enota Ptuj Ulica heroja Lacka 1 SI - 2250 Ptuj Tel.: 02 7980 340 Poslovna enota Radovljica Gorenjska cesta 24 SI - 4240 Radovljica Tel.: 04 5971 630 Poslovna enota Sežana Partizanska 37a SI - 6210 Sežana Tel.: 05 7314 589 Agencija Slovenska Bistrica Trg svobode 21 SI - 2310 Slovenska Bistrica Tel.: 02 8051 972 Agencija Šenčur Poslovna cona A 2 SI-4208 Šenčur pri Kranju Tel.: 04 6002 160 Agencija Šentjur Cesta Leona Dobrotinška 3 SI - 3230 Šentjur pri Celju Tel.: 03 6005 680 Poslovna enota Trbovlje Ulica 1. junija 2 SI - 1420 Trbovlje Tel.: 03 5612 565 Poslovna enota Velenje Šaleška 20a SI - 3320 Velenje Tel.: 03 8987 300 N Predstavitev Banke Dosežki in dogodki v letu 2012 JANUAR Obiskali otroke v Kranjski Gori na taboru, podprtem z novoletno donacijo Konec leta 2011 je UniCredit Banka Slovenija d.d. del novoletne donacije namenila za tabor otrok z manj priložnostmi. Nekaj sodelavcev je v začetku leta 2012 obiskalo otroke na dogodku, kjer so zanje pripravili predstavo »Kranjska Gora ima talent«. Ob tej priložnosti so sodelavci Banke otrokom podarili tudi igrače in učne pripomočke, ki so jih zbrali skupaj z nekaterimi strankami in poslovnimi partnerji. Zbirali hrano in oblačila za Rome ter plastične zamaške za otroke z zdravstvenimi težavami Ponovno smo združili moči za tiste, ki živijo na robu družbe. Tokrat smo sredstva namenili za Rome, ki jih je v svojem eseju opisala Meta Krese - dobitnica nagrade »Poročanje za SVE«, ki jo vsako leto podeljuje skupina UniCredit v sodelovanju z APA (Avstrijsko tiskovno agencijo). Poln kombi oblačil, igrač, trajnih živil in sladkarij smo odpeljali romskim družinam v naselje pri Škocjanu na Dolenjskem. Sodelavci UniCredit Banka Slovenija d.d. redno pomagamo tudi z zbiranjem odpadnih plastičnih zamaškov, ki jih odkupi podjetje za predelavo plastike. Slednje namenja izkupiček otrokom in mladostnikom z zdravstvenimi težavami iz vse Slovenije za nakup prilagojenih invalidskih pripomočkov, ki jim jih starši zaradi težke socialne situacije ne morejo zagotoviti. Pripravili paket storitev za upokojence Z novim letom smo ponudbo obogatili s paketom bančnih storitev za upokojence. Paket Senior je namenjen vsem upokojencem, ki na račun pri UniCredit Banka Slovenija d.d. prejemajo pokojnino, vsebuje pa cenejše plačevanje položnic (do osem položnic mesečno brez nadomestila), elektronsko banko brez nadomestila, brezplačno vodenje transakcijskega računa s plačilno kartico BA Maestro in brezplačno vodenje varčevalnega računa. Agencija Šenčur odprla svoja vrata Banka se je s svojimi storitvami približala prebivalcem Šenčurja in okolice. Svojo 29. enoto smo odprli v poslovni coni Cubis in s tem dopolnili ponudbo lokacije s finančnim posredništvom. FEBRUAR Starše povabili na delavnico vedenja v prometu Da bi bili dober zgled svojim otrokom, smo sodelavce pova bili na delavnico »Rdeča luč za starše«. Skupaj s strokovnjaki zavoda Varna pot, ki je bil tudi prejemnik donacije Banke, smo odprli teme osveščanja o varnosti, toleranci in dvigu kulture v prometu ter udeležence spodbudili k varni vožnji. Ponovno med 101 najboljšim zaposlovalcem V Dnevnikovem izboru najboljših slovenskih zaposlovalcev »Zlata nit 2011«, v katerem je sodelovalo 111 podjetij, je na vprašalnik o kakovosti odnosa med podjetjem in zaposlenimi odgovorilo nekaj več kot polovica sodelavk in sodelavcev Banke. UniCredit Banka Slovenija d.d. se je ponovno uvrstila na seznam 101 najboljšega zaposlovalca v državi. Obvezniška sklada Pioneer Funds na vrhu lestvice »Top 10 skladi pri nas« Revija Moje Finance je ocenila minulo delo upravljavcev ter tri- in petletno uspešnost 218 vzajemnih skladov, ki se tržijo pri nas, in jim podelila zvezdice. Med najboljšimi 10 skladi pri nas, izračunano glede na donos na enoto tveganja, je sklad Pioneer Funds - Euro Strategic Bond dosegel prvo mesto, Pioneer Funds - Emerging Markets Bond pa je zasedel drugo mesto. MAREC Očistili Slovenijo Banka je tudi v letu 2012 z donacijo podprla vseslovenski projekt »Očistimo Slovenijo«. Čistilne akcije se je udeležilo veliko sodelavcev; kot posameznikov, z družinami ali v organiziranih skupinah. Dan odprtih vrat za otroke sodelavcev Otroke sodelavcev UniCredit Banka Slovenija d.d. smo povabili na zabavno in poučno delavnico o varnosti v prometu, ki smo jo pripravili v sodelovanju z zavodom Varna pot. Dr. France Arhar imenovan za direktorja ZBS Dr. France Arhar je bil imenovan za direktorja Združenja bank Slovenije s petletnim mandatom. Razpisani trije programi mednarodnega študija Skupina UniCredit je razpisala tri programe mednarodnega študija za podiplomske programe in magisterij poslovnih ved (MBA) v bančništvu za študijsko leto 2012 / 2013 in s tem možnost sofinanciranja študija izbranim kandidatom. Dva slovenska otroka pospremila nogometne zvezdnike na stadion Skupina UniCredit je uradna banka UEFA Champions League. UniCredit Banka Slovenija d.d. je zato organizirala nagradno igro za izbor dveh otrok, ki sta pospremila na igrišče nogometaše osmine finala. Za mesto spremljevalcev se je potegovalo 250 otrok iz vse Slovenije. Že tretje leto zapored je Banka izpolnila željo dvema otrokoma; na tekmi sta se 8-letna Patricija iz Ljubljane in 7-letni Jernej iz Krškega pridružila nogometašem FC Bayern München in FC Basel 1893 na stadionu Allianz Arena v Münchnu. Oba sta prejela darilni paket, ki vključuje vstop na nogometno igrišče z roko v roki z nogometnim zvezdnikom, vstopnice za ogled tekme skupaj s staršema, nočitev z zajtrkom ter organiziran prevoz na relaciji Ljubljana – München – Ljubljana. Javnosti predstavili rezultate poslovanja Na tiskovni konferenci smo predstavili poslovne rezultate, ki smo jih dosegli v letu 2011. Prihodki iz naslova obrestnih in neobrestnih prihodkov so znašali 82,9 milijona evrov, dobiček pred obdavčitvijo 18,0 milijonov evrov, močno pa smo povečali tudi čiste obrestne prihodke na raven 59,9 milijona evrov. Neobrestni prihodki so bili višji na vseh produktnih področjih, v celoti za 4,2 % na letni ravni. Operativni stroški in amortizacija so dosegli raven 41,6 milijona evrov, kar je posledica povečanega števila zaposlenih in novih naložb zaradi programa širitve poslovne mreže in inflacije. Operativni dobiček je znašal 41,3 milijona evrov, oslabitve kreditov 23,9 milijona evrov, trdna struktura bilance stanja pa kaže tudi povečanje obsega poslovanja na področjih poslovanja s strankami, ki niso banke (2-odstotno povečanje kreditov strankam, 22,3-odstotno povečanje depozitov strank). Mag. Jana Benčina Henigman nova članica uprave Janko Medja, član uprave, odgovoren za področje poslovanja s podjetji in investicijsko bančništvo, se je odločil, da bo poiskal izzive zunaj skupine UniCredit, kjer je bil zaposlen od februarja 2000. S prvim aprilom je tako vodja poslovanja s podjetji in investicijskega bančništva postala Mag. Jana Benčina Henigman, ki se je skupini UniCredit pridružila leta 2001. APRIL Imenovan nov predsednik uprave Banke Nadzorni svet je za novega predsednika uprave Banke imenoval mag. Stefana Vavtija, ki ima dolgoletne izkušnje v skupini UniCredit. Pred imenovanjem na funkcijo predsednika uprave je bil od leta 2004 do leta 2009 član uprave UniCredit Banka Slovenija d.d., odgovoren za poslovanje s prebivalstvom in podjetji ter podporo prodaji, leta 2009 pa je postal vodja privatnega bančništva za področje regije SVE. Raziskave potrdile zadovoljstvo strank Raziskava zadovoljstva med 750 strankami Banke s področja poslovanja s prebivalstvom in malimi podjetji ter 650 strankami konkurenčnih bank o mnenju, potrebah in pričakovanjih glede poslovanja z banko, na podlagi katerih si Banka prizadeva produkte in storitve čim bolj približati ciljem strank, je pokazala, da kar 60 % strank (dvakrat več v primerjavi s trgom) ne bi zapustilo Banke niti v primeru ugodnejše ponudbe konkurenčnih bank. Velika večina zadovoljnih komitentov (81 %) je ali pa še bo Banko priporočila znancem. Slednje potrjuje tudi raziskava o pridobivanju strank (Client Acquisition Sur vey), ki je pokazala, da se je kar 70 % novih strank za Banko odločilo na podlagi priporočila obstoječih zadovoljnih strank. Razpis za novinarsko nagrado Avstrijska tiskovna agencija APA in Bank Austria sta že deveto leto zapored povabili novinarje k oddaji prispevkov za posebno evropsko novinarsko nagrado »Pisanje za SVE«. Novinarji iz celotne Evrope, vključno s severno in južno Evropo, jugovzhodno Evropo, Rusijo ter Skupnostjo neodvisnih držav, so bili povabljeni k oddaji svojih prispevkov o življenju v Evropi in v evropskih državah, upih, skrbeh in sanjah prebivalcev Evrope, ki prispevajo k tesnejšim vezem med državami in k premagovanju predsodkov. Na skupščini delničarjev med drugim o razporeditvi bilančnega dobička Na skupščini delničarjev UniCredit Banka Slovenija d.d je bil sprejet načrt razvoja in temelji poslovne politike za leto 2012 po predlogu uprave Banke. Skupščina se je seznanila s poročilom nadzornega sveta glede letnega poročila Banke za leto 2011 in sprejela letno poročilo notranje revizije o notranjem revidiranju za leto 2011 z mnenjem nadzornega sveta Banke. Sprejela je tudi predlog uporabe bilančnega dobička v letu 2011, v višini 7.370.417,46 EUR, se ne razdeli delničarjem ampak se v celoti razporedi v druge rezerve iz dobička. Skupščina Banke je obenem podelila razrešnico članom uprave in nadzornega sveta za leto 2011 in za revizorja za poslovno leto 2012 imenovala revizijsko družbo KPMG Slovenija d.o.o. MAJ UniCredit Banka Slovenije d.d. prejela naziv najboljša banka v Sloveniji Revija EMEA Finance je že četrto leto zapored podelila nagrade za dosežke evropskih bank. UniCredit Banka Slovenija d.d. je za leto 2011 prejela dve priznanji; za najboljšo banko v Sloveniji in za najboljšo investicijsko banko v Sloveniji. Banka je naziv najboljša banka v Sloveniji prejela tudi za leto 2010. Otroški dom na Rakitni dobil novo podobo UniCredit Banka Slovenija d.d. je z novoletno donacijo podprla programe otroške terapije s pomočjo konj, novost v ponudbi Mladinskega klimatskega zdravilišča Rakitna. Pomagati smo želeli še bolj. Že nekaj let zapored zaposleni prenavljamo otroška letovišča in svoj letni piknik združujemo z dobrodelnostjo. Tako je približno 200 sodelavcev soboto preživelo delovno. Skupaj s kolegi iz UniCredit Leasing in CAIB, ki sta prav tako članici finančne skupine UniCredit, smo dokazali, da smo spretni tudi zunaj bančnih zidov. Zavihali smo rokave in nadeli novo podobo jedilnici, plezalni steni, jahalnici ter uredili okolico znanega otroškega letovišča. Notranjost doma na Rakitni, ki omogoča počitek in sprostitev otrokom s težavami z dihali ter mladostnikom s težavami na področju hranjenja in čustvovanja, bodo krasili motivi domačih živali, ki so jih narisali najbolj ustvarjalni sodelavci. Poslovni partner Helios je daroval barve, delovnim skupinam pa sta se pri delu pridružila tudi dva njihova zaposlena. UniCredit Bank · 2012 Letno poročilo 17 Predstavitev Banke Dosežki in dogodki v letu 2012 JUNIJ Najboljše športnice prihajajo iz UniCredit Banka Slovenija d.d. UniCredit Banka Slovenija d.d. na letnih igrah slovenskih bančnikov vsako leto beleži odlične rezultate. Timski duh, ki ga Banka živi, se odraža v poslovnih rezultatih, ki jih dosegajo v primerjavi s konkurenco na trgu, pa tudi na športnih igriščih. Na kvalifikacijah izbrani sodelavci, ki so bančne barve zastopali v letu 2012, so dokazali, da sodijo v sam vrh v mnogih disciplinah. Sodelavke Banke so to leto (kot tudi že večkrat prej) prejele naziv najboljše športnice izmed slovenskih bančnic, sodelavci so dosegli drugo mesto, skupno pa so se uvrstili na drugo mesto. Prepoznavnost in ugled Banke močno zrasla Stopnja prepoznavnosti Banke v poslovni javnosti se je po ugotovitvah raziskave, ki jo že od leta 2002 pripravlja dr. Miro Kline, precej povečala. UniCredit Banka Slovenija d.d. se je na lestvici uglednih in prepoznavnih podjetij z 57. mesta, ki ga je dosegla v letu 2011, povzpela na 35. mesto. JULIJ Banka Slovenije potrdila nova člana uprave Mag. Stefan Vavti, predsednik uprave, ter mag. Jana Benčina Henigman, članica uprave, sta za opravljanje funkcije prejela tudi uradno potrditev - licenco Banke Slovenije. AVGUST Koncert godal v Trenti V Trenti sta zadonela zaključna koncerta mladih glasbenikov, udeležencev Mednarodnega glasbenega foruma pod pokroviteljstvom skupine UniCredit. Brezplačen študijski seminar pod pokroviteljstvom Dunajske filharmonije, ki je namenjen najbolj nadarjenim študentom godal iz celega sveta. Že trinajsto leto je bil razpis za udeležbo na seminarju objavljen v 40 državah, kjer skupina UniCredit deluje. SEPTEMBER UniCredit dan Stranke postavljamo v središče naše pozornosti, zato smo se na UniCredit dan osredotočili na njihove resnične potrebe in v skupinah razmišljali, kako doseči pozitiven vpliv nanje z vsakodnevnimi dejanji. Zbirali rabljene knjige, igrače in družabne igre Obudili smo akcijo »Stara igrača in knjiga za nov nasmeh«, s katero smo povabili sodelavce, stranke in naključne obiskovalce, da na sedež Banke prinesejo rabljene igrače, knjige in šolske potrebščine za otroke z manj priložnostmi. Višje na lestvici podjetij, ki delujejo trajnostno Na lestvici ene najbolj prestižnih mednarodnih agencij za ocenjevanje trajnostnega delovanja podjetij, imenovani Dow Jones Sustainability Index, se je skupina UniCredit povzpela za nekaj mest višje. Indeksne komponente z izboljšanjem skupne ocene Skupine so bile v letu 2012 bistveno višje kot leto prej (77/100 v letu 2011), in sicer 83/100. Povprečni indeks v bančni industriji pa znaša 59/100. Razpis za najboljši doktorski disertaciji Univerzitetni sklad, ki deluje pod okriljem skupine UniCredit, je za zaposlene v skupini UniCredit že tretje leto zapored razpisal nagrado za dve doktorski disertaciji iz področja ekonomije ali financ. OKTOBER Srečanja z upravo Banke V začerku oktobra smo organizirali tri srečanja sodelavcev z upravo Banke, in sicer na treh lokacijah po Sloveniji, da bi sodelavcem omogočili dostop v čim večjemu številu. Približno polovica sodelavcev je izkoristila možnost srečanja in prejema informacij iz prve roke tudi za dodatna vprašanja, na katera je uprava odgovarjala v drugem delu srečanj. Na njih je bilo med drugim predstavljeno novo vodstvo Banke, razmere in pričakovanja na trgu ter ključne usmeritve za prihodnje delo. Najboljši pri upravljanju z denarnimi sredstvi Rezultati ankete, ki jo je izvedla mednarodna finančna revija Euromoney na področju upravljanja z denarnimi sredstvi, so pokazali, da je skupina UniCredit prva izbira številnih mednarodnih podjetij, ki poslujejo v srednji in vzhodni Evropi. Sodelujoči v anketi so Skupini prav tako dodelili vodilni položaj v Italiji in Nemčiji, kjer se je uvrstila med tri najboljše ponudnike storitev upravljanja z denarnimi sredstvi. Poleg tega je bila izglasovana kot »Najboljša banka za upravljanje z denarnimi sredstvi« v sedmih državah članicah: v Bosni in Hercegovini, na Češkem, Hrvaškem, Madžarskem, na Poljskem ter Romuniji in Sloveniji. Pri izboru je sodelovalo več kot 17.000 mednarodnih podjetij. Nagrada za projekte socialnega podjetništva UniCredit fundacija je odprla razpis “Nagrade za socialno podjetništvo 2012” v Sloveniji. Namenjen je organizacijam za podporo obstoječi dejavnosti, ki ustvarjajo dohodek in potrebujejo dodatne naložbe, da bi dosegle trajnostno vrednost. Projekti, ki vključujejo ali podpirajo ekološko in organsko pridelavo, so imeli prednost. Fundacija je kasneje izbrala tri najboljše projekte in vsakemu od njih namenila nagrado v višini do 18.000 EUR. Z dodatno pobudo “Vaša izbira, vaš projekt – Slovenija”, je Fundacija v nadaljevanju povabila sodelavke in sodelavce lokalne banke h glasovanju za projekt, za katerega menijo, da je izmed treh izbranih najboljši. Projekt z največ glasovi je prejel dodatnih 6.000 evrov. NOVEMBER Fundacija skoraj podvojila donirana sredstva Že peto leto je fundacija UniCredit podprla individualne donacije sodelavcev. V sklopu projekta »Gift Matching« vsem projektom, ki jih oddajo sodelavci Skupine, Fundacija doda enak odstotek glede na sredstva, ki jih donirajo sodelavci. Fundacija je k zbranim sredstvom v tem letu dodala 80 % doniranega zneska. Z rabljenimi oblačili pomagali do novih delovnih mest Na sedežu Banke smo zbrali približno 80 vreč rabljenih oblačil za Društvo za socialno podjetništvo za program Tovarna dela – tekstil. Na ta način smo pomagali pri zagonu projekta, ki je omogočilzaposlitev brezposelnim tekstilnim delavkam, starejšim od 50 let, in mladim oblikovalcem, iskalcem prve zaposlitve. DECEMBER Namesto nakupa novoletnih daril podprli program Šolski eko vrt Ob zaključku leta smo namesto nakupa novoletnih daril za poslovne partnerje sredstva namenili programu Šolski eko vrt, ki malčke osvešča o pomenu kakovostne prehrane in jih spodbuja k pridelavi ekoloških vrtnin. Želimo si, da bi število šol, kjer naši najmlajši sami pridelujejo hrano, iz sedanjih 150 še dodatno zraslo. Dedek Mraz obiskal otroke sodelavcev Otroke sodelavcev smo povabili na ogled predstave Mojca in Kaličopko, kjer jih je obiskal tudi Dedek Mraz. Namesto daril smo otrokom podarili vrednostne bone za nakup darila. Ob tej priložnosti smo jih povabili, da del prejetih bonov delijo z nekom, ki imam manj od njih samih. Kar nekaj otrok se je odločilo, da del ali pa celo vse bone podari otrokom iz družin z manj možnostmi pod okriljem Zveze prijateljev mladine Moste – Polje. UniCredit Bank · 2012 Letno poročilo 19 Poslanstvo, vizija, vrednote in strategija Naša zavzetost je naša prednost Naše najmočnejše orodje je trdna in neomajna zavzetost - za naše stranke, za naše sodelavce, za naše vlagatelje, za lokalne skupnosti, v katerih delujemo, pa tudi zavzetost za spoštovanje naših temeljnih vrednot, spoštovanje kulture, doseganje visoke kakovosti v vsem, kar počnemo, in zavzetost za trajnosten uspeh našega podjetja. Skupina UniCredit je ena vodilnih mednarodnih finančnih ustanov s trdnimi koreninami v 22 evropskih državah ter s celovito mednarodno prisotnostjo na približno 50 trgih, več kot 160.000 zaposlenimi in več kot 9.500 poslovnimi enotami. Uživamo koristi močne evropske identitete, obsežne mednarodne navzočnosti in široke baze strank. Naš strateški položaj v zahodni in vzhodni Evropi daje Skupini enega najvišjih tržnih deležev v regiji. Predano vlagamo v graditev novih odnosov s strankami in prevzemamo aktivno vlogo v lokalnih skupnostih. Ob zasledovanju poti trajnostne rasti je Banka v zadnjih nekaj letih nenehno zaposlovala nove ljudi in tako postajala zanesljiv in privlačen delodajalec za lokalno okolje. Poslanstvo in vizija Zavezali smo se uresničevanju novega poslanstva: Sodelavci finančne skupine UniCredit se zavzemamo za ustvarjanje vrednosti za naše stranke. Kot vodilna evropska banka si prizadevamo za razvoj skupnosti, v katerih živimo, za svoje sodelavce pa želimo ustvariti prijazno delovno okolje. Stremimo k odličnosti in si nenehno prizadevamo, da bi bilo poslovanje z nami enostavno. Te zaveze nam omogočajo oblikovanje trajnostne vrednosti za naše deležnike. Naša vizija je osredotočati se na ljudi kot posameznike, kar bomo dosegli s prizadevanjem, da povečamo njihov potencial ter jim pomagamo uresničiti njihove načrte in ideje. Trdno verjamemo, da ima vsak posameznik pravico in odgovornost oblikovati lastno prihodnost. Finančna znanja zaposlenih v Banki lahko pomagajo posameznikom in podjetjem pri oblikovanju njihove prihodnosti kot tudi pri doseganju polnega potenciala. Banka si prizadeva dosegati dobičkonosno in trajnostno rast na način, ki prinaša koristi družbi kot tudi vsem našim deležnikom. Vrednote Naš skupek vrednot - delimo si jih vsi zaposleni v finančni skupini UniCredit - temelji na poštenosti kot pogoju trajnosti, kar omogoča, da dobiček preoblikujemo v vrednoto za vse naše deležnike. Ta skupek vrednot izhaja iz naše Listine o vrednotah, ki predstavlja osnovo vsega, kar počnemo. Naše vrednote so: • Poštenost - imamo enoten visok standard za vse, kar počnemo; lta se uporablja za vse enako in brez diskriminacije; • Zaupanje - delimo skupen kodeks vrednot, ki je podlaga vsemu, kar počnemo. Ta je trden temelj našega ugleda in gradi zaupanje v podjetje, ki je ključnega pomena za dobičkonosno, trajnostno rast; • Spoštovanje - nenehno si prizadevamo pridobiti spoštovanje, po drugi strani pa ga z veseljem izražamo tistim, ki si ga zaslužijo. • Preglednost - trudimo se, da je vse, kar počnemo, vedno pošteno, relevantno in odkrito; • Vzajemnost - aktivno si prizadevamo pomagati posameznikom v naši okolici, pri čemer verjamemo, da bomo tudi sami deležni enake pomoči; • Svoboda delovanja - gojimo kulturo odprtosti, ki našim delavcem omogoča uresničevanje njihovega potenciala ter jih spodbuja k doseganju višjih ciljev za naše stranke in deležnike. Privrženost tem vrednotam razumemo kot predpogoj za ohranjanje zaupanja do Banke ter njenega ugleda. Stranka v središču pozornosti V skladu z našim poslanstvom je glavni cilj Banke zadovoljiti potrebe vsake posamezne stranke v skladu z idejo, da je celotno poslovanje lokalno, skozi neomejene ali standardizirane produkte. Pri oblikovanju in razvoju izdelkov skušamo iz članstva v Skupini doseči ekonomijo obsega na strani prihodkov kot tudi na stroškovni strani in pri dobičku. Posledično tudi organiziranost Banke sledi standardom Skupine in omogoča prenos znanj in dobrih praks. Naša konkurenčna prednost je tudi v tem, da lahko servisiramo stranke skozi široko mrežo bank, ki so vodilne na lokalnih trgih. Sposobni smo podpreti mednarodne stranke Skupine, ki so prisotne na slovenskem trgu, kot tudi slovenske stranke pri njihovih prizadevanjih za širitev poslovanja v tujini. Na področju trgovanja in investicijskega bančništva so naša konkurenčna prednost kompetence in povezovanje z oddelkom trgovanja in investicijskega bančništva znotraj finančne skupine UniCredit. Pri upravljanju s sredstvi si pomagamo z znanjem podjetja Pioneer Investments, ki je eden vodilnih igralcev v globalnem merilu. Globalna divizija bančnih storitev v okviru finančne skupine UniCredit nam zagotavlja podporo pri ohranjanju stroškovne učinkovitosti in pri odkrivanju sinergij skozi harmonizacijo informacijske tehnologije, nabavo na ravni Skupine in načrtovanje procesov. UniCredit Bank · 2012 Letno poročilo 21 Poslanstvo, vizija in Strategija Trajnostni uspeh V UniCredit Banka Slovenija d.d. smo prepričani, da je mogoče finančne cilje doseči le s trajnostnim razvojem ob upoštevanju naslednjih načel: • Prizadevamo si graditi dolgoročne odnose s strankami in v našem sistemu nagrajevanja upoštevati zadovoljstvo strank; • Raznolikost: želimo uporabiti najrazličnejše talente naših zaposlenih, ne glede na njihovo starost, spol, versko opredelitev, zdravje ali spolno usmeritev; • Družbena odgovornost: želimo biti predan in koristen član lokalnih skupnosti, kar uresničujemo tudi z našimi donatorskimi in sponzorskimi dejavnostmi; • Ekološka trajnost: pri poslovanju dajemo velik pomen ekološki trajnosti. Spodbujamo in podpiramo zavedanje o medsebojni odvisnosti okoljevarstvenih tematik in bančništva; • Izobraževanja, spodbude in sistem nagrajevanja so namenjeni temu, da naši zaposleni uberejo podjetniško pot in pri tem ustvarjajo ravnotežje med delom in prostim časom. Upravljanje na osnovi dodane vrednosti Celotno upravljanje in delovanje Banke temelji na upoštevanju naštetih vrednot. V skladu z usmeritvijo finančne skupine UniCredit je Banka vzpostavila sistem ekonomske dodane vrednosti (EVA- Economic value added) kot glavno merilo uspešnosti poslovanja. EVA meri prispevek dobička nad stroški kapitala in se ne uporablja le na ravni celotne Banke pač pa tudi pri posameznih odločitvah o kreditih. EVA je danes standardno merilo uspešnosti poslovanja, ki združuje tako rast na podlagi razvoja sredstev, uteženih s tveganjem, in potrebne razporeditve kapitala kot tudi izboljšanja dobičkonosnosti kot gonilne sile vrednosti. Banka si zato prizadeva vlagati kapital v tiste poslovne segmente, produkte in storitve, kjer je mogoče doseči najvišjo dodano vrednost. Preglednost oblikovanja vrednosti in / ali upadanja vrednosti je ključnega pomena za trajnostne rezultate. B Brez skrbi tudi na počitnicah Ko sem na počitnicah v tujini izgubil mojo VISA kartico, me je nujna storitev izplačila gotovine, ki mi jo je ponudila UniCredit Bank, rešila pred tistim, kar bi lahko postala katastrofalna situacija. Storitev sem uporabil dvakrat, med obiskom Pariza in Moskve,in je presegla moja pričakovanja, saj mi je omogočila, da sem plačal stroške hotela, zabave in druge stroške. Navdušen sem bil nad kakovostjo in hitrostjo storitve – gotovino sem imel pri sebi v manj kot eni uri. Ta izkušnja me je prepričala, da me je moja banka 100-odstotno pripravljena podpreti kadarkoli, tudi v najtežjih situacijah. Zdaj vem, da lahko pri UniCredit Bank računam na strokoven nasvet in uporabne rešitve, ne glede na to kaj potrebujem. Yurov Valeriy Anatolievich, stranka UniCredit Bank v Ukrajini UniCredit Bank · 2012 Letno poročilo 23 Finančni rezultati V letu 2012 se je čisti dobiček poslovnega leta za Banko iz 14,8 milijona evrov v letu 2011 zmanjšal na 1,1 milijona evrov in odraža enkraten učinek trajne slabitve lastniških deležev v znesku 9,4 milijona evrov. Čisti dobiček poslovnega leta bi brez tega učinka znašal 10,4 milijona evrov. Izkaz poslovnega izida za leto 2012 Čisti prihodki od obresti so se znižali za 6,6 % na letni ravni na 56,0 milijonov evrov. Ta padec je predvsem posledica nadaljevanja obdobja nizkih obrestnih mer ter visokih odhodkov za depozite. Po podatkih iz poročila Banke Slovenije iz februarja 2013 je bančni sektor v letu 2012 zabeležil upad čistih prihodkov od obresti v višini 12,9 %. Čiste opravnine so se povečale za 4,0 % na 21,7 milijona evrov. Na povečanje je vplivalo večje število strank kot tudi povečano zavedanje in potreba trga po zavarovanju poslovnih transakcij z garancijami. Čisti prihodek Banke iz trgovalne dejavnosti, varovanja pred tveganji (hedging) in poštene vrednosti je zrasel za 1,5 milijona evrov na 1,5 milijona evrov kot posledica ugodnih pozicij pri trgovanju z izvedenimi finančnimi instrumenti. Drugi čisti prihodki poslovanja so se znižali za 3,5 milijona evrov, kar je posledica direktnih odpisov kreditov, kar se poroča kot znižanje prihodka iz poslovanja. Stroški poslovanja so se znižali za 0,4 % na 41,4 milijona evrov na račun stroškovne učinkovitosti. Dodatni prihranki so nastali na področju naložb v opredmetena in neopredmetena sredstva, kar neposredno vpliva na nižjo amortizacijo v višini 0,7 milijona evrov. Po drugi strani so se stroški plač povečali za 1,2 milijona evrov, kar lahko pripišemo povečanemu številu zaposlenih. Slednje se je v preteklem leto odrazilo le deloma. Oslabitve sredstev, rezervacije za garancije in prevzete obveznosti so se povečale za 52,4 % na letni ravni in znašajo 35,6 milijona evrov. Povečanje v višini 12,2 milijona evrov je v večji meri posledica trajnih oslabitev naložb v deleže podjetij, na katere je potrebno gledati kot na enkraten učinek, za katerega ni pričakovati, da bi se nadaljeval v naslednjem letu. Če izključimo ta enkraten učinek v višini 9,4 milijona evrov, bi se slabitve in rezervacije za garancije in tveganja povečali za 12,2 % oziroma za 2,9 milijona evrov v primerjavi z letom poprej. Zaradi zgoraj naštetih dejavnikov je dobiček pred obdavčitvijo znašal 0,3 milijona evrov in predstavlja padec v višini 17,7 milijona evrov v primerjavi s preteklim letom. Davek od dohodka je znašal 0,8 milijona evrov, kar odraža nizko osnovno raven dobička, pozitiven odloženi davek kot tudi povračila davka za pretekla obdobja. Posledično je Banka ustvarila dobiček po obdavčitvi v višini 1,1 milijona evrov za celotno leto 2012. Po rezultatih iz poročila Banke Slovenije iz februarja 2013 je celoten bančni sektor v letu 2012 ustvaril skupno izgubo v višini 664 milijonov evrov. Vseobsegajoči donos Banke, ki poleg dobička po obdavčitvi vsebuje še popravke zaradi prevrednotenja, je znašal 10,8 milijona evrov in se je na letni ravni izboljšal za 16,9 milijona evrov. Izboljšanje gre pripisati predvsem povečani pošteni vrednosti državnih obveznic, ki so razvrščene med razpoložljive za prodajo. Izkaz finančnega položaja za leto 2012 Ob koncu leta 2012 je bilančna vsota Banke znašala 2,8 milijarde evrov, kar predstavlja zmanjšanje za 4,4 % v primerjavi s koncem leta 2011. V letu 2012 so krediti strankam upadli za 3,7 % na raven 2,3 milijarde evrov. Na takšen razvoj so večinoma vplivala predčasna odplačila v zadnjem četrtletju. Finančna sredstva razpoložljiva za prodajo so narasla za 6,4 %, v glavnem zaradi povečanja obsega obveznic za namen zagotavljanja likvidnosti. Zaradi visokih stroškov likvidnosti Banka posega po vseh razpoložljivih opcijah na trgu, s čimer likvidnost upravlja optimalno in dobičkonosno. Depoziti strank so zrasli za 278 milijonov evrov (29,3 %) in so ob koncu leta 2012 dosegli raven 1,2 milijarde evrov. Posledično se je izboljšalo razmerje med krediti in depoziti Banke, in sicer iz 2,48 ob koncu leta 2011 na 1,85. Po stanju ob koncu leta 2012 je delniški kapital znašal 252 milijonov evrov, kar predstavlja letno rast v višini 4,5 % ob zabeleženemu dobičku po obdavčitvi v višini 1.073 milijonov evrov. Na povečanje kapitala je v največji meri vplival pozitiven vseobsegajoči donos. Struktura kapitala se je izboljšala, zato je količnik kapitalske ustreznosti narasel iz 11,0 % v preteklem letu na 13,5 % ob koncu leta 2012, kar predvsem omogoča odobravanje novih kreditnih poslov in pokriva morebitno poslabšanje bonitete strank. V začetku leta 2012 je Banka odprla še eno novo poslovno enoto, tako da mreža Banke trenutno šteje 29 enot. P Uresničevanje specifičnih potreb strank z enotnim nadomestilom PRILAGODLJIVOST Tudi, ko gre za razmeroma enostavne bančne transakcije kot so plačila, vemo, da UniCredit Bank najde rešitve, ki so obojestransko ugodne. Njihov prilagojen plačilni sistem »flat fee« nam pomaga razumeti in načrtovati naše mesečne stroške, poleg tega pa prihrani čas tudi našemu računovodji. Pauls Abele, vodja financ, računovodstva in IT, član uprave podjetja AS “Latvijas Finieris”, stranka UniCredit Banke v baltiških državah Poslovanje Banke na različnih segmentih Poslovanje s prebivalstvom in malimi podjetji SPLOŠEN PREGLED Na področju poslovanja s prebivalstvom in malimi podjetji je bilo leto 2012 z vidika makroekonomske nestabilnosti bančnega sektorja polno izzivov. Med pomembnejšimi izzivi je bila zagotovitev uspešnega poslovanja osmih novih poslovnih enot iz leta 2011. V januarju je Banka odprla še zadnjo, 29. poslovno enoto in tako zaključila projekt načrtovanega širjenja poslovne mreže. Zadnja odprta poslovna enota je v Šenčurju, kjer smo tudi prvič postavili enoto, usmerjeno v pridobivanje strank segmenta pravnih oseb, tako da smo poleg storitev za mala in srednja podjetja strankam ponudili tudi storitve UniCredit Leasing d.o.o. Tako kot pretekla leta je Banka na področju poslovanja s prebivalstvom in malimi podjetji naredila pomemben napredek pri razvoju in pridobivanju novih strank. Najbolj aktivno je raslo število strank segmenta mala podjetja, kjer se je število strank povečalo za 2.753 oziroma za 38 % v primerjavi z letom 2011. Na področju poslovanja s prebivalstvom pa je Banka pridobila povečala bazo obstoječih strank iz preteklega leta za 10 %. Rezultati raziskave zadovoljstva strank so pokazali, da smo uspeli obdržati izjemno visoko raven in kakovost storitev ter v primerjavi s konkurenco še povečati razliko iz preteklih let. Verjamemo, da rezultati raziskave kažejo, da smo s pristopom, ki poleg dobre ponudbe storitev in produktov, temelji predvsem na partnerskem odnosu s stranko, na pravi poti. Z namenom obdržati in na posameznih področjih še izboljšati zadovoljstvo naših strank smo konec leta pripravili in prvič tudi formalno zapisali standarde poslovanja s strankami in jih za vse zaposlene v prodajni mreži izdali v obliki priročne brošure. Na področju izobraževanja in usposabljanja zaposlenih smo v letu 2012 začeli z izvajanjem Retail bančne šole, ki je namenjena vsem zaposlenim v poslovni mreži in je sestavljena iz devetih stopnjujočih se modulov. Največje uspehe pa smo v letu 2012 zagotovo zabeležili pri rasti na področju depozitov, kjer smo v primerjavi s preteklim letom zabeležili 27,6-odstotno rast obsega in se tako uvrstili na prvo mesto glede na prirast depozitov na trgu. SEGMENTI IN PRODUKTI Segment poslovanja s prebivalstvom V segmentu poslovanja s prebivalstvom je Banka v letu 2012 s pestro in konkurenčno ponudbo depozitov bistveno izboljšala tržni delež na področju depozitov ter razmerje med krediti in depoziti. Stranke so najpogosteje izbrale fleksi depozit, kratkoročni depozit z avtomatskim podaljševanjem na 3, 6 ali 12 mesecev za obdobje treh let, saj jim omogoča ugodno obrestno mero in dostop do sredstev brez stroškov pred vsakokratnim avtomatskim podaljšanjem. Strankam, ki so za svoja presežna sredstva iskale ugodno in varno dolgoročno naložbo, je Banka v sodelovanju s partnersko zavarovalnico ERGO Življenjska zavarovalnica d.d. ponudila naložbeno življenjsko zavarovanje Moj Garant III z garantirano glavnico in fiksnim 48-odstotnim donosom na vplačana sredstva. Za potrebe rednega mesečnega varčevanja smo varčevalcem glede na njihove potrebe in nagnjenost k tveganju v sodelovanju s Pioneer Asset Management S.A. ponudili različne naložbene košarice (konzervativna, uravnotežena in dinamična). Na področju potrošniškega kreditiranja je Banka konec leta predstavila novost na slovenskem trgu, in sicer t.i. kredit zvestobe, pri katerem Banka stranko, ki redno odplačuje vse kreditne obroke, nagrajuje z znižanjem obrestne mere do 4-krat letno. V letu 2012 je Banka prenovila tudi avtomobilski kredit, ki mu je v sodelovanju z zavarovalnico Generali d.d. dodala možnost sklenitve avtomobilskega zavarovanja. Pri stanovanjskih kreditih je Banka razširila ponudbo s stanovanjskim kreditom s fiksno obrestno mero z rokom odplačila do 20 let, saj se v pogojih nizkih referenčnih obrestnih mer vedno več strank odloča za fiksne mesečne obroke za celotno obdobje odplačila kredita. Banka je tudi v letu 2012 beležila visoko rast prodaje kreditnih kartic, pri čemer po priljubljenosti še posebej izstopa VISA kartica, ki zaradi vključenega zavarovanja imetnikom prinaša veliko ugodnosti. V letu 2012 je Banka posebno pozornost posvetila razvoju sodobnih tržnih poti. Strankam, ki uporabljajo spletno banko, smo omogočili prejemanje in plačevanje e-računov, izvedli pa smo tudi vrsto ukrepov za izboljšanje uporabniške izkušnje strank. Delež strank, ki uporabljajo spletno banko in mobilno banko, se hitro povečuje, posebej pa so stranke navdušene nad Mobilno banko Go!, ki jim omogoča, da osnovne bančne storitve na zelo enostaven in uporabniku prijazen način opravljajo kjerkoli in kadarkoli. Banka je strankam in komitentom drugih bank na nekaterih bankomatih omogočila tudi avtomatsko plačilo UPN nalogov z ugodno provizijo. Segment malih podjetij V segmentu malih podjetij, v katerem je Banka v letu 2012 zabeležila nadpovprečno rast po številu novih strank, smo posebno pozornost posvetili prenovi bančnih paketov in oblikovali privlačne in konkurenčne pakete Podjetnik, ki združujejo storitve, ki jih podjetniki in mala podjetja najpogosteje uporabljajo. Glavno vodilo prenove paketov je bila enostavnost in preglednost. Paketom smo dodali tudi številne ugodnosti partnerskih podjetji, ki so posebej zanimive za podjetnike na začetku svoje podjetniške poti. Strateška partnerstva Sredi leta 2012 je Banka sklenila partnersko sodelovanje z Zdravniško zbornico Slovenije, na podlagi katerega članom Zdravniške zbornice ponujamo posebej prilagojene produkte in storitve. Pri tem velja posebej omeniti bančni paket Elitni Zdravnik ter bančni paket Platinum za zdravnike z zasebno prakso ter plačilno kreditno kartico VISA – ZZS. Prav tako smo za potrebe članov Zdravniške zbornice Slovenije razvili zdravstveni kredit, ki je namenjen kritju stroškov za zdravje in zdravljenje pri zdravnikih in zobozdravnikih zasebnikih, članih Zdravniške zbornice Slovenije. Privatno bančništvo Privatno bančništvo predstavlja najvišji segment strank (fizičnih oseb), ki imajo pri Banki vsaj 400.000 evrov sredstev, naloženih v bančnih depozitih in naložbenih produktih ali storitvah. Glavno vodilo v privatnem bančništvu je iskanje optimalne razporeditve celotnega premoženja po naložbenih razredih za posamezno stranko, glede na njene finančne cilje in pričakovanja. Pri določanju ustrezne razporeditve premoženja ter primerne reakcije na spremenjene razmere na finančnih trgih, ima Banka veliko podporo in konkurenčno prednost v programu Globalna naložbena strategija skupine UniCredit (GIS – Global Investment Strategy). Ta za vsak posamezni profil stranke določa, kakšna bi bila v danem trenutku najbolj primerna razporeditev po različnih naložbenih razredih (delnice, obveznice in depoziti, alternativne naložbe). Po tej strategiji se v okviru skupine UniCredit upravlja z več kot 150 milijardami evrov sredstev. V letu 2012 je Banka v Privatnem bančništvu povečala celoten obseg sredstev strank za 34 odstotkov ter samo število strank za 16 odstotkov. Struktura sredstev je sledeča: 38 odstotkov v naložbah (preko storitve gospodarjenja s premoženjem ali borznega posredništva) ter 62 odstotkov v depozitih. Pomemben dosežek je tudi kontinuirano izboljševanje zadovoljstva strank v zadnjih treh letih. Samo v letu 2012 je Banka v Privatnem bančništvu dosegla povečanje TRI*M indeksa iz 77 na 85 ter CAI (Customer Advisory Index) iz 70 na 85 točk. To je izjemen rezultat pri konceptu Privatnega bančništva, saj rezultat 70 točk in več predstavlja odličnost. Povzetek dogodkov na finančnih trgih Leto 2012 se je začelo z rastjo, ob polovici leta je kazalo na ponovitev nekoliko težavnejšega leta pred tem, vendar pa so na koncu leta praktično vsi naložbeni razredi beležili dokaj visoke stopnje rasti. Ne glede na rast tečajev pa je bilo leto za gospodarstva, predvsem v Evropi, zelo zahtevno. Poleg tega je bilo leto tudi v znamenju varčevalnih ukrepov v nekaterih državah, pri čemer je trg nagradil najbolj prizadevne. Delniški tečaji so tako leto končali večinoma pozitivno. Med evropskimi trgi so delnice v evrskem območju pridobile v povprečju dobrih 13 odstotkov vrednosti. Med najhitreje rastočimi trgi v Evropi je bil nemški delniški trg, kjer so se delnice v povprečju podražile za dobrih 29 odstotkov. Ob prejetju novega paketa pomoči in sprejemu novih varčevalnih ukrepov so se močno, za 30 odstotkov, podražile tudi delnice v Grčiji. Kar zadeva ostale trge, so ameriške delnice pridobile na vrednosti (v evrih) dobrih 11 odstotkov, medtem pa so se tečaji delnic na razvijajočih trgih zvišali za 13 odstotkov. Japonske delnice so predvsem zaradi dobrega zaključka leta pridobile (v evrih) dobrih 7 odstotkov vrednosti. Za podoben odstotek so se podražile tudi delnice na Ljubljanski borzi, merjene z delniškim indeksom SBI TOP. Poleg delnic je bilo preteklo leto dobro tudi za obveznice. Tako se je vrednost košarice evropskih državnih obveznic, merjena z indeksom IBOXX Sovereign Eurozone, zvišala za več kot 10 odstotkov. Za podoben odstotek so se podražile tudi podjetniške obveznice z najboljšimi bonitetnimi ocenami na obeh straneh Atlantika. Še nekoliko bolje pa so se odrezale visokodonosne obveznice, ki jih izdajajo večinoma zelo zadolženi izdajatelji. OBETI V letu 2013 si bomo prizadevali ohraniti sloves zaupanja vredne banke, ki s svojo lokalno prisotnostjo pomaga prebivalstvu in malim podjetjem pri uresničevanju njihov želja in potreb. Ambiciozno zastavljene cilje bomo dosegli z nadaljnjim pridobivanjem novih strank. Obstoječim in novim strankam bomo zagotovili visoko kakovost naših storitev, kar bomo dosegli s stalnim izboljševanjem ponudbe in delovanja v skladu s postavljenimi standardi odnosov s strankami. Poslovanje s podjetji in investicijsko bančništvo SPLOŠEN PREGLED V letu 2012 se ekonomsko okolje še ni stabiliziralo, slovensko gospodarstvo se je, kot kaže, ponovno skrčilo. Bonitetna ocena Slovenije se je znižala kar dvakrat, krčil pa se je tudi obseg kreditov bančnega sektorja nebančnemu. Navedeno se je odrazilo tudi v rezultatu slovenskega bančnega sistema, ki je v 2012 že tretje leto zapored posloval z izgubo, ki je bila skoraj dvakrat večja od tiste, ustvarjene v 2011. Ne glede na nadaljevanje zaostrenih razmer je področje Poslovanje s podjetji in investicijsko bančništvo UniCredit Banka Slovenijad.d. tudi v letu 2012 poslovalo uspešno. Najpomembnejši vidik uspešnosti predstavlja zadovoljstvo strank, ki ga je Banka tudi v letu 2012 merila z anketo zadovoljstva. Posebej UniCredit Bank · 2012 Letno poročilo 27 Poslovanje Banke na različnih segmentih nas veseli, da je ta ponovno pokazala, da so stranke z našimi storitvami in pristopom zadovoljne veliko bolj kot s storitvami ostalih bank na našem trgu. Rezultati ankete potrjujejo, da je naš pristop k bančništvu, ki temelji na usmerjenosti k strankam, partnerskemu odnosu in zaupanju, pravilen. TRI*M INDEX - 2011 do 2012 83 2011 2012 Zadovoljstvo strank je moč dosegati s pravimi storitvami, vendar le ob močni podpori, motivirane in znanja polne ekipe sodelavcev. Zato smo tudi v letu 2012 s pomočjo internih dogodkov skrbeli za obveščenost sodelavcev o aktualnih usmeritvah in strategiji tako Banke kot tudi področja Poslovanje s podjetji in investicijsko bančništvo, nadaljevali pa smo tudi z interno akademijo Poslovanje s podjetji in investicijsko bančništvo. S pomočjo slednje skrbimo za prenos različnih znanj med sodelavci. Za razgibano komunikacijo in razvoj idej bomo skrbeli tudi v letu 2013. Zato smo z začetkom leta uvedli novo orodje za zbiranje idej med sodelavci in na ta način skušali doseči, da se sliši še več dobrih idej in razvije še več uporabnih produktov za stranke. Prepričani smo, da se tovrstne naložbe v razvoj zaposlenih odražajo tudi v še večjem zadovoljstvu naših strank. Usmerjenost k strankam ter zadovoljni zaposleni so naši glavni cilji, h katerim smo stremeli tudi v letu 2012. Hkrati predstavljajo osnovo za dobre poslovne rezultate, ki jih je področje Poslovanje s podjetji in investicijsko bančništvo doseglo tudi v tem letu. To potrjujemo s 57,5 milijona evrov prihodkov, ustvarjenih v tem letu, predvsem pa z 9-odstotno rastjo povprečnega obsega kreditov in kar 35-odstotno rastjo povprečnega obsega depozitov naših strank glede na leto 2011 ter posledično bistvenim izboljšanjem razmerja med krediti in depoziti naše divizije. Zadovoljni smo, da smo tudi v zaostrenih gospodarskih razmerah sodelovali s strankami, ki imajo dobre projekte in tako ob nadaljevanju kreditnega krča v Sloveniji obseg financiranja zadržali na 1,5 milijarde evrov. Še posebej pa smo ponosni na 567 milijonov evrov zbranih depozitov strank področja Poslovanje s podjetji in investicijsko bančništvo. Verjamemo namreč, da nadaljevanje visoke rasti obsega depozitov potrjuje dobre partnerske odnose z našimi strankami, hkrati pa predstavlja pomemben znak zaupanja, ki ga stranke izkazujejo Banki. SEGMENTI IN PRODUKTI Področje Poslovanje s podjetji in investicijsko bančništvo sestavljajo trije sklopi bančnih storitev, namenjenih potrebam podjetij. V okviru področja dela Podjetniško svetovanje in storitve Banka podjetjem nudi financiranje in druge klasične bančne produkte. Globalno transakcijsko bančništvo ponuja storitve s področja upravljanja z denarnimi sredstvi in zunanjega trgovinskega financiranja ter skrbniške storitve, v okviru področja dela Produkti in finančni trgi pa Banka nudi bančne storitve finančnim ustanovam, borzno posredovanje, zakladniške produkte, trguje za svoj račun in ponuja storitve podjetniških financ ter projektnega financiranja. Podjetniško svetovanje in storitve V letu 2012 se je nadaljevalo krčenje kreditiranja podjetij v slovenskem prostoru. Gospodarstvo še ni končalo s prestrukturiranjem financiranja, ki je ob pešanju gospodarske aktivnosti še toliko bolj pomembno, a hkrati pomeni tudi večji izziv. V UniCredit Banka Slovenija d.d. verjamemo, da dosledno upoštevanje visokih kreditnih standardov, ki zahtevajo dovolj visoko boniteto podjetij, kakovost ponujenih zavarovanj, predvsem pa zadosten denarni tok, ki bo podjetjem omogočal poplačilo obveznosti do bank brez oviranja tekočega poslovanja, zagotavljamo ne le vzdržno poslovanje Banke, pač pa predvsem vzdržen razvoj in poslovanje podjetij, ki iščejo financiranje. Z omenjenima ciljema pred očmi smo v preteklem letu skrbno izbirali projekte, ki jih je smiselno financirati. Veseli smo, da smo tudi ob upoštevanju visokih kreditnih standardov obseg posojil strankam Poslovanja s podjetji in investicijskega bančništva še povečali. Obseg teh kreditov smo namreč v letu 2012 v povprečju povečali za kar 9 %, kar ob 10 % upadu kreditiranja nefinančnih družb v Sloveniji na splošno po našem mnenju predstavlja poseben uspeh. S tem smo tudi v preteklem letu želeli pokazati, da iščemo prave projekte, ki jih je vredno financirati kot tudi ponovno potrditi, da želimo biti dober partner najboljšim strankam. Financiranje je bilo za UniCredit Banka Slovenija d.d. pomembno tudi z vidika rezultata področja Poslovanje s podjetji in investicijsko bančništvo. Prihodki iz naslova financiranja naših strank so namreč predstavljali približno polovico vseh ustvarjenih prihodkov področja v letu 2012. Globalno transakcijsko bančništvo V UniCredit Banka Slovenija d.d. stremimo k stalnemu povečevanju zadovoljstva naših strank, zato so ključnega pomena razvoj, implementacija in nadgradnja produktov in rešitev, ki bi olajšale poslovanje strank. Pomemben del k temu prispeva področje globalnega transakcijskega bančništva, ki v svoji sredini združuje produktne specialiste za upravljanje z denarnimi sredstvi, trgovinsko in izvozno financiranje ter dokumentarne posle in skrbniške storitve. V letu 2012 smo predstavili poslovni paket Modul, ki omogoča kombinacijo storitev po meri stranke. Poleg tega smo v preteklem letu uspešno nadaljevali z uvajanjem SEPA produktov in nadgradnjo storitev POS terminalov. S tovrstnimi aktivnostmi želimo našim strankam zagotoviti, da vse bančne storitve dobijo na enem mestu. Na področju skrbniških storitev je UniCredit Banka Slovenija d.d. v letu 2012 nadaljevala uspešno pot in povprečni obseg sredstev pod skrbništvom povečala za kar 57 %. S tem smo ponovno dokazali, da stranke cenijo kakovost naših skrbniških storitev, ki jih postavljajo na vodilno mesto med bankami v Sloveniji na področju skrbniških storitev za tuje vlagatelje. Povprečno stanje sredstev strank pod skrbništvom je tako konec leta 2012 doseglo 5,2 milijarde evrov. Iz naslova vseh storitev globalnega transakcijskega bančništva je UniCredit Banka Slovenija d.d. ustvarila za 15,7 milijona evrov prihodkov oziroma približno toliko kot v letu prej, kar potrjuje našo usmerjenost v razvoj inovativnih rešitev za potrebe strank. Produkti in finančni trgi Na področju Produkti in finančni trgi je bila UniCredit Banka Slovenija d.d. v letu 2012 - kljub nadaljevanju nestanovitnih razmer na finančnih trgih - uspešna. Z uspešnim poslovanjem in upravljanjem portfelja, prilagojenim tržnim razmeram, je Banka ponovno izboljšala svoj rezultat. Povečali smo prihodke iz naslova storitev, ki jih nudimo v okviru tega področja, prav tako pa se je povečal tudi rezultat iz trgovanja. Skupaj je Banka na področju Produkti in finančni trgi v letu 2012 ustvarila za 6,5 milijona evrov prihodkov, k čemur je pomembno prispevalo uspešno upravljanje s portfeljem obveznic Banke. OBETI Leto 2012 ni prineslo zmanjšanja negotovosti globalnega gospodarstva do želene mere. Zdi se, da se bo tudi leto 2013 nadaljevalo v luči številnih gospodarsko-političnih neznank in s tem prispevalo k nadaljnji nestanovitnosti. Predvsem pa kaže, da tudi prihodnje leto še ne bo prineslo težko pričakovanega gospodarskega okrevanja. Strategija področja Poslovanje s podjetji in investicijsko bančništvo UniCredit Banka Slovenija d.d. bo ostala prilagojena zaostrenim tržnim razmeram. Pri tem bomo še naprej v središču pozornosti ohranjali nadaljevanje odličnih odnosov s komitenti, spodbujanje dobrih projektov, skrb za kadre in vzdržno rast. Ključni stebri strategije so trdni in bodo tudi v prihodnje ostali naslednji: • ohranjanje stranke v središču naših naporov in pozornosti; • ohranjanje zadovoljstva naših strank in hkrati nadaljevanje povečevanja zadovoljstva v primerjavi z drugimi bankami; • ciljno pridobivanje novih strank; • izboljševanje donosnosti poslovanja; • zdrava in vzdržna rast tako z vidika prihodkov kot tudi z vidika bilančne vsote; • razvoj in nadgradnja storitev in produktov, prilagojenih potrebam strank; • razvijanje znanja zaposlenih, prenos dobrih praks znotraj Banke in skupine UniCredit ter povečevanje zadovoljstva zaposlenih; • izboljševanje procesne učinkovitosti poslovanja; • dosledno sledenje regulatornim zahtevam. Bančna operativa in storitve Leto 2012 je bilo v znamenju avtomatizacije in optimizacije procesov s ciljem zvišanja zadovoljstva strank in doseganja višje stroškovne učinkovitosti ob hkratnem znižanju operativnih tveganj iz naslova uvedenih sistemskih kontrol. Izvedli smo centralizacijo določenih nalog s področja upravljanja računov strank ter s področja izvršb ter uspešno izpeljali številne manjše procesne optimizacije in s tem dosegli sinergijske učinke. Hkrati pa smo omogočili hitrejše odzivne čase in povečanje kakovosti storitev. Z dodatnim izobraževanjem kadrov in z uvedbo nove aplikacije za reševanje reklamacij smo povečali hitrost in kakovost njihovega reševanja. Z nadgradnjo sistemov za kontrolo in procesa elektronsko podprte dokumentacije smo zagotovili visok standard na področju izpolnjevanja zahtev zakonodaje s področja preprečevanja pranja denarja in financiranja terorizma. Na področju procesiranja izvršb je Banka investirala tudi v digitalizacijo arhiva in s tem zmanjšala operativne stroške, vezane na papirni arhiv. Zaključili smo razvoj sistemske podpore za posredovanje podatkov zahtevanih s strani centrov za socialno delo v okviru skupnega projekta E-sociala ter razvili sistem za procesiranje novega plačilnega instrumenta - izvršnice. Pri podpori kreditnemu poslovanju smo poleg več manjših izboljšav v večji meri optimizirali proces vodenja kreditov prebivalstva ter UniCredit Bank · 2012 Letno poročilo 29 Poslovanje Banke na različnih segmentih poenotili način elektronskega arhiviranja knjigovodske dokumentacije z arhiviranjem pogodbene dokumentacije. Na področju zakladništva in borznega posredovanja smo s ciljem doseganja večje učinkovitosti in kakovosti razvili več sistemskih in procesnih kontrol. V letu 2012 smo implementirali sistemsko podporo pri pripravi pogodb, povezanih z zakladniškimi produkti in produkti denarnega trga ter sistemsko podporo za avtomatizacijo knjiženja zakladniških poslov denarnega trga. Plačilni promet so v letu 2012 ponovno zaznamovale zakonske spremembe. Tako smo v sklopu uvedbe enotnega območja plačil v evrih (SEPA) izvedli migracijo direktnih bremenitev v SEPA direktne bremenitve. Pri podpori elektronskemu bančništvu smo s prenovo, avtomatizacijo in optimizacijo procesov povečali kontrolo podatkov, zmanjšali možnost procesnih napak ter ob zmanjšanju stroškov ohranili visoko zadovoljstvo strank. Pri elektronski banki za pravne osebe smo nadaljevali s prilagoditvijo SEPA zahtevam z izvedeno migracijo SEPA direktnih bremenitev. Na področju POS pridobiteljstva smo poleg osnovnih kartičnih produktov uspešno končali implementacijo vseh gostujočih kartičnih produktov (Diners, American Express, Karanta). Z obširno avtomatizacijo POS procesiranja pa smo, kljub implementaciji novih produktov, uspeli skrajšati čas obdelave zahtevkov znotraj Banke. Na področju podpore kartičnemu poslovanju smo uspeli bistveno skrajšati čas, ki ga za procesiranje zahtevkov porabijo svetovalci, vzpostavili smo kontrole za preprečevanje napak, okrepili smo integracijo med kartičnimi sistemi in sistemi elektronskega bančništva ter s tem olajšali poslovanje strankam, saj lahko več sprememb uredijo na enem mestu, v svoji Online b@nki. Varovanje informacij in informacijskega sistema Leto 2012 je bilo tudi na področju varnosti pestro in polno izzivov. Še enkrat se je potrdilo, kako pomembno je imeti vzpostavljen dober, zanesljiv in fleksibilen sistem varovanja. Posamezni ukrepi s področij kot so informacijsko-komunikacijska tehnologija (ICT), fizična in tehnična varnost, preprečevanje zlorab, neprekinjeno poslovanje ter nenehno prilagajanje teh področij trenutnim trendom groženj zagotavljajo ustrezno raven varovanja. Tu lahko izpostavimo aktivnosti in ukrepe, ki jih je Banka pričela izvajati za doseganje zahtev iz regulative PCI DSS (Payment Card Industry Data Security Standard). Slednja ureja področje varnosti, povezano s kartičnimi produkti. Banka se je v letu 2012 intenzivno ukvarjala s posodabljanjem in nadgrajevanjem ICT infrastrukture, ki zagotavlja boljšo učinkovitost ICT sistema, dvig varnosti ter omogoča boljšo sledljivost dogodkov (Audit Trail - revizijska sled). Aktivnosti so potekale tudi, kar zadeva konsolidacijo storitev na področju izvajanja tehničnih varnostnih storitev ter ustvarjanje varčevalnih učinkov ob ohranjanju enake ravni varnosti. Tudi v letu 2012 smo nadaljevali z izobraževanjem zaposlenih na področju varnosti. Poseben poudarek smo namenili usmerjenemu varnostnemu izobraževanju zaposlenih v prodajni mreži, katerih delovno okolje zaradi spremenjenih ekonomskih razmer postaja vse bolj zahtevno in stresno. Popolne varnosti ni, zato je delo na področju varnosti nenehen proces, kateremu bo Banka zavezana tudi v prihodnje. Obvladovanje poslovnih tveganj Upravljanje s tveganji Eden izmed ključnih gradnikov poslovanja UniCredit Banka Slovenija d.d. je kultura upravljanja s tveganji. Verjamemo, da se naši visoki cilji glede kazalcev dobičkonosnosti, ugleda, kakovosti in nenazadnje kulture upravljanja s tveganji medsebojno močno prepletajo. Z namenom trajnostnega doseganja visokih ambicij se Banka pri svojem delu osredotoča na vsa omenjena področja. Pri tem ustrezna kultura upravljanja s tveganji ni le eden izmed ciljev, temveč je ključni potreben pogoj za doseganje ciljev Banke na vseh področjih. S tega vidika upravljanje s tveganji zadeva vso Banko in vse zaposlene na vseh področjih. S strokovno-upravljavskega vidika osrednjo vlogo pri upravljanju s tveganji v Banki nosi divizija Upravljanje s tveganji. Med tveganji, ki jim posvečamo še posebno pozornost, so med drugim kreditno tveganje, tržna tveganja, likvidnostno tveganje, operativno tveganje, strateško tveganje, tveganje ugleda in poslovno tveganje. Podroben opis upravljanja s tveganji z organizacijskega in postopkovnega vidika ter z vidika pomembnejših kazalnikov upravljanja s tveganji je podan v poglavju Celovito upravljanju s tveganji. Okolje, v katerem je v letu 2012 poslovala UniCredit Banka Slovenija d.d., je bilo skladno s pričakovanji zahtevnejše kot kadarkoli pred tem. Zaradi prevelike zadolženosti gospodarstva in hkratnega pešanja gospodarske aktivnosti se je v bančnem sistemu nadaljevalo povečevanje obsega slabih naložb ter omejene priložnosti za rast prihodkov. Obenem se je nadaljeval pritisk likvidnostnih nihanj v evropskem prostoru, manjša zainteresiranost tujega refinanciranja slovenskega bančnega prostora pa je povzročila povečano tekmovanje med bankami za pridobivanje depozitov s strani prebivalstva in gospodarstva. Ob hkratnem nižanju evropskih referenčnih obrestnih mer, so se obrestne škarje med aktivo in pasivo bančnih bilanc pričele zapirati. V takšnem okolju je UniCredit Banka Slovenija d.d. v letu 2012 oblikovala za 35,5 milijonov evrov slabitev in rezervacij za kreditno tveganje, kar je 51,7 % več kot v letu 2011 in 9,0 % nad planom za leto 2012. Povečanje je posledica splošnega poslabšanja gospodarskega okolja. Ne glede na težke gospodarske razmere se v Banki kažejo pozitivni učinki preventivnih in korektivnih ukrepov, ki so se pričeli izvajati že v letih 2008 in 2009 in se nadaljujejo tudi danes. Tako je Banka nadaljevala s krepitvijo in povečanjem pooblastil organizacijskih enot, ki se ukvarjajo z zgodnjim odkrivanjem opozorilnih signalov in enot, ki se ukvarjajo s prestrukturiranjem in izterjavo in so ločene od komercialne aktivnosti Banke. Pristop na podlagi notranjih bonitetnih sistemov (v nadaljevanju IRB pristop) k ocenjevanju kapitalskih potreb za kreditno tveganje s svojimi strogimi pravili nastanka dogodka neplačila omogoča Banki hitrejšo identifikacijo morebitnih slabšanj v portfelju in hitrejše odzivanje. Klasifikacija kreditne aktive, ki jo Banka uporablja, pa je zaradi konzervativnosti strožja od regulatornih zahtev, kar zagotavlja dodatno varnost pri poslovanju Banke. Banka je v 2011 in 2012 izpopolnila proces spremljanja in pripoznavanja zavarovanj pri oceni kapitalskih potreb. Vsi omenjeni ukrepi so prispevali k temu, da so kljub težkim gospodarskim razmeram, kazalniki varnosti Banke ob koncu 2012 boljši kot v preteklosti. Tako je Tier 1 količnik kapitalske ustreznosti ob koncu 2012 znašal 12,2 %, količnik kapitalske ustreznosti pa 13,5 %, kar prestavlja 1,7-kratnik regulatorne kapitalske zahteve po prvem stebru in 1,3-kratnik kapitalske zahteve po drugem stebru. To pomeni, da je Banka pripravljena za morebitno nadaljnjo rast in morebitne nadaljnje pretrese na trgu. V letu 2012 je Banka namenila tudi posebno pozornost zagotavljanju večje likvidnostne neodvisnosti. Posledično pomembni likvidnostni kazalci prav tako kažejo izboljšanje. Tako je razmerje med krediti in vlogami strank, ki niso banke 31. 12. 2012 znašalo 1,85 v primerjavi z 2,64 dne 31. 12. 2011. Količnik strukturne likvidnosti nad enim letom je konec leta 2012 znašal 1,03. Trenutno stanje v gospodarskem okolju in še posebej kratkoročne napovedi so še vedno izpostavljene pomembnim negotovostim. Leto 2012 je bilo zahtevno. Leto 2013 najverjetneje ne bo nič lažje. Zato se bo Banka še naprej osredotočala na ustrezna prestrukturiranja problematičnih izpostavljenosti in upravljanje tveganju prilagojene aktive, obenem pa bo nadaljevala z izboljševanjem svojih kreditnih procesov kot tudi z aktivnostmi spremljanja kreditnega portfelja. Na področju tržnih in operativnih tveganj se bo Banka še naprej osredotočala na ohranjanje visoke ravni spremljanja tveganj v skladu z veljavno zakonodajo in predpisi kot tudi razvojem znotraj skupine UniCredit. Strategija prevzemanja tveganj v letu 2013 bo temeljila na previdnem povečevanju izpostavljenosti z namenom generiranja zadostnih prihodkov za ohranjanje in povečevanje sposobnosti Banke za pokrivanje pričakovanih in nepričakovanih izgub. UniCredit Bank · 2012 Letno poročilo 31 Družbena odgovornost UniCredit Banka Slovenija d.d. si kot del skupine UniCredit prizadeva biti samoiniciativna in aktivna na področju družbene odgovornosti tudi in še posebej v času nestanovitnih razmer na trgu. Zdaj je pravi čas za vzpostavitev in dodatno graditev zaupanja in dokaz, da Banka strankam stoji ob strani tudi v težjih časih. Naša prednost je zavzetost pri iskanju najboljših rešitev za vse deležnike. Enakopravnost, preglednost, spoštovanje, vzajemnost in svoboda delovanja pa so tiste vrednote, ki jim pri svojem družbeno odgovornem delovanju še posebej vestno sledimo. Za Banko je ključno, da si v javnosti - tako lokalno kot tudi znotraj Skupine - ustvarja zaupanje, ga s svojimi dejanji utrjuje in tudi na primeren način komunicira. Še toliko bolj je slednje pomembno v časih, ko so razmere na trgih spremenljive in ko poslovni partnerji iščejo najbolj varne in stabilne rešitve ter sogovornike. Gradimo dobro klimo v podjetju, saj želimo najboljšim sodelavcem ponuditi dovolj izzivov in udobno delovno okolje. Naše delovanje nadgrajujemo v skladu z vrednotami, ki smo jih zapisali v Listini o vrednotah, ki je skupna vsem članicam finančne skupine UniCredit. Odnos do sodelavcev V UniCredit Banka Slovenija d.d. se zavedamo, da so zaposleni vir moči, energije in znanja, ki prispevajo k doseganju dolgoročnih ciljev Banke ter zadovoljstvu strank in sodelavcev. Zato njihovemu razvoju posvečamo veliko pozornost. KOMUNICIRANJE S SODELAVCI Naši sodelavci odsevajo delovanje Banke navzven in so ključen dejavnik graditve ugleda v očeh ostalih deležnikov. Z aktivnostmi, ki smo jih izvajali tudi v letu 2012, smo jim želeli pokazati, da je njihov prispevek pomemben, dobrodošel in cenjen. Primerljivost naših aktivnosti na področju skrbi za sodelavce postavljamo ob bok tudi drugim podjetjem. Nagrada »Top 10 izobraževalcev«, ki smo jo prejeli v letu 2012 že drugo leto zapored, je posledica vlaganja v znanje sodelavcev, nagrada »Ugleden delodajalec« pa posledica ravnanja s procesom iskanja in selekcije kadrov na trgu. Z interno komunikacijo smo poudarjali povezanost prodajnih in neprodajnih enot ter skupno zavezanost k istemu cilju - uresničevanju ciljev Banke. Z aktivno komunikacijo in izvedbo projektov kot so UniCredit dan (v preteklosti pod imenom Dan Listine o vrednotah), s programom izobraževanja perspektivnih kadrov UniQuest, s programoma za identifikacijo in razvoj ključnih kadrov Banke – EDP (Executive Development Plan) za vodje in TMR (Talent Management Review) za talente z vodstvenim potencialom, z obveščanjem o možnostih izobraževanja in zaposlitve v Banki in Skupini ter z drugimi projekti (od teh jih je kar nekaj potekalo v vseh državah, kjer je Skupina prisotna), smo tkali povezave tudi s skupino UniCredit. O aktualnih temah smo zaposlene tudi v letu 2012 obveščali s pismi uprave, z osebnimi pismi, elektronsko pošto, preko intranetne strani Banke ter osebno, na srečanjih sodelavcev z različnih ravni Banke. Jeseni so v treh mestih potekala srečanja zaposlenih z upravo in ključnimi vodji Banke z namenom predstavitve poslovnih rezultatov, okolja, trendov ter pomembnih smernic za prihodnost. Predstavniki najvišjega vodstva Banke so bili vsakokrat na razpolago tudi za dodatna vprašanja, mnenja in komentarje sodelavcev, ki so se srečanj udeležili. Srečanj se je na prostovoljni osnovi v popoldanskem času udeležila približno polovica sodelavcev, anketa med njimi pa je pokazala, da so tovrstna srečanja pozitivno sprejeta. V športno­dobrodelnem vzdušju, v katerem smo preživeli poletno neformalno srečanje sodelavce Banke, UniCredit Leasinga in UniCredit CAIB Slovenija d.d., vseh treh članic Skupine v Sloveniji, se je tudi letos približno 200 bančnic in bančnikov podalo na Rakitno, na prenavljanje otroškega letovišča. Federicco Ghizzoni, izvršni direktor Skupine, je vse sodelavce preko video povezave nagovoril ob vsaki predstavitvi poslovnih rezultatov (četrtletno) in ob pomembnejših temah, sodelavci pa so ob vsaki priložnosti imeli možnost posredovanja dodatnih vprašanj ali predlogov. Na portalu Onegate, intranetu Skupine, so sodelavci iz vseh 22 držav lahko kadarkoli dostopali do novic in drugih informacij, vezanih na delovanje holdinga in članic. Aktivno smo se vključevali tudi v pripravo publikacije »CEE Newsletter«, ki izhaja mesečno v vseh državah srednje in vzhodne Evrope, kjer so članice Skupine, in med drugim vključuje intervjuje s sodelavci in primere najboljših poslovnih praks. Nadaljevali smo z izdajo trimesečnih internih novic o aktualnem dogajanju v Banki, imenovanih KomUNIkacije, mesečnih novic s področja HR programov in projektov za vse zaposlene ter četrtletno posebne izdaje za vodje. Pričeli smo z rednimi izdajami posebnih bančnih novičk za različne skupine zaposlenih, ki so tako ali drugače dalj časa odsotni: »Novičke za porodnice«, namenjene sodelavkam in sodelavcem na porodniškem dopustu, »Bančne novičke« za sodelavce, ki so dalj časa odsotni zaradi zdravstvenih težav in »Expat novičke«, namenjene tistim, ki svojo kariero nadaljujejo v obliki napotitve v tujini. Na ta način želimo ohranjati stik z zaposlenimi, z njimi deliti koristne informacije in aktualna dogajanja v Banki ter jim omogočiti čim lažjo ponovno vključitev v delovno okolje. Prav tako smo - z željo, da bi se novi sodelavci in sodelavke čim lažje in hitreje vključili v naše okolje - pripravili priročnik za novozaposlene z imenom UniCredit Bank »Survival Kit«, ki vsebuje ključne informacije o Banki. Glede na to, da smo del mednarodne mreže in so nekateri novi zaposleni k nam napoteni s strani članic skupine UniCredit, smo za njihovo dobrodošlico v Banki in Sloveniji pripravili podoben priročnik v angleškem jeziku (UniCredit Bank »Expat Survival Kit«), da jim čim bolj olajšamo prehod ter približamo novo delovno okolje, kulturo in navade. RAST ŠTEVILA ZAPOSLENIH IN ZAPOSLOVANJE Eno poglavitnih načel, ki usmerjajo naša ravnanja na področju zaposlovanja, je zagotavljanje kandidatom za zaposlitev enake možnosti zaposlovanja ne glede na spol ali drugo osebno okoliščino. V zadnjih petih letih (od leta 2007 do 2012) se je število zaposlenih v UniCredit Banka Slovenija d.d. povečalo za skoraj 150 sodelavcev oziroma za 33 %. V letu 2012 beležimo 1,3-odstotno znižanje števila zaposlenih, ki je predvsem posledica optimizacije dela. Mesečno smo v povprečju dodatno angažirali 46 študentov. RAST ŠTEVILA ZAPOSLENIH 609 601 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Povprečna starost zaposlenih v Banki je bila 38 let, kar pomeni, da je populacija v povprečju 3 % starejša glede na leto 2011. Strukturo zaposlenih po spolu sestavlja 63 % žensk in 37 % moških, pri čemer je razmerje glede na leto 2011 spremenjeno za 1 odstotno točko v korist žensk. Skrbimo tudi za raznolikost med zaposlenimi, kar se kaže med drugim v mešani strukturi zaposlenih (med njimi je namreč 7 tujcev ali 1,1 %, kar je posledica programov razvoja zaposlenih znotraj Skupine) in strukturi vodij po spolu, saj je v vodstvenih strukturah na vseh ravneh 51,4 % žensk in 48,6 % moških. Razmerje vodilnih zaposlenih po spolu je na lanskoletni ravni. V letu 2012 je devet zaposlenih znanja in izkušnje pridobivalo v okviru začasne napotitve na delo v tujini (8 sodelavcev v Republiki Avstriji in 1 sodelavec v Republiki Srbiji). Skupaj 96,4 % sodelavk in sodelavcev je bilo zaposlenih po kolektivni pogodbi, preostali po individualni. KADROVSKA STRUKTURA PO SPOLU 25 % 33 % 67 % 43 % 57 % 75 % 67 % 33 % 57 % 43 % Uprava 1. nivo 2. nivo 3. nivo 4. nivo managementa managementa managementa managementa Ženske Moški V letu 2012 se nam je skupaj pridružilo 39 novih sodelavcev, 46 jih je Banko zapustilo (od tega dve upokojitvi in ena smrt). Z novimi zaposlenimi smo sklenili 22 pogodb za določen čas, 7 pogodb za pripravništvo, ostale za nedoločen čas. Povprečno je imela Banka mesečno preko leta 71 zaposlenih za določen čas in 3 zaposlene pripravnike, kar je v povprečju 12 % zaposlenih za določen čas. Odstotek zaposlenih za določen čas se je v primerjavi s koncem leta 2011 zmanjšal za 1 odstotno točko. V Banki je bilo 135 zaposlenih skupaj več kot 10 let, od tega 37 več kot 20 let. V letu 2012 je bilo na porodniškem dopustu povprečno tekom celega leta 28 porodnic (4,6 % celotne populacije zaposlenih), skupno se je sodelavcem in sodelavkam rodilo 45 otrok. 22 sodelavcev oz. vsi upravičeni so koristili tudi očetovski dopust. Na podlagi Zakona o starševskem varstvu in družinskih prejemkih (Ur. l. RS, št. 110/2006) 26 zaposlenih delo opravlja s skrajšanim delovnim časom, pri čemer štirim zaposlenim za 4-urni delovni dan izplačujemo 55 % plače kot obliko olajšave pri usklajevanju družinskih in službenih obveznosti. Stopnja fluktuacije je v letu 2012 znašala 6,9 % in je za 1,4 odstotne točke višja kot je bila v letu 2011. IZOBRAZBENA STRUKTURA Banka in njeni zaposleni posvečajo veliko pozornost znanju in izobrazbi, kar potrjuje podatek, da je bilo v Banki 8,2 % zaposlenih z magisterijem (povišanje za 1,5 odstotne točke glede na leto 2011), UniCredit Bank · 2012 Letno poročilo 33 Poslovno poročilo Družbena odgovornost 54 % zaposlenih z višjo, visoko strokovno oziroma univerzitetno izobrazbo (povišanje za 2 odstotni točki), 37,8 % zaposlenih je imelo srednjo izobrazbo (znižanje za 2,5 odstotne točke v primerjavi z letom 2011). Trend kaže na zviševanje izobrazbene strukture v prid visoke strokovne oziroma univerzitetne stopnje. se jih je udeležilo 22 % vseh zaposlenih. Vse sodelavce smo vključili v spletne tečaje s področja skladnosti poslovanja in upravljanja z delovno učinkovitostjo, nove sodelavce pa tudi v tečaj varnosti informacijskega sistema. USPOSABLJANJE IN IZOBRAŽEVANJE V letu 2012 je Banka za izobraževanje namenila 0,3 % sredstev od skupnih prihodkov, znesek, porabljen za izobraževanja, pa se je zmanjšal za 2,9 %. To je posledica manjšega obsega zaposlovanja glede na leto poprej, ko smo odprli devet novih poslovnih enot, zaradi česar smo morali izobraziti tudi nove sodelavce. Istočasno smo v letu 2012 v bistveno večji meri uvedli sodobno in stroškovno ugodnejšo obliko izobraževanja - spletno učenje. Skupaj je bilo v letu 2012 izvedenih 25.400 ur izobraževanja (13,4 % več kot v letu 2011). V povprečju se je vsak zaposleni Delež internih izobraževanj je znašal dobrih 40 % (v skupnem seštevku izobraževanj 18 % več kot v letu 2011), pri čemer so bile pokrite naslednje vsebine: produktna in procesna izobraževanja (skupaj približno 46 % vseh internih izobraževanj), skladnost poslovanja (skupaj 36 % vseh internih izobraževanj), uvajalni seminar za novo zaposlene »Dobrodošli med najboljšimi« (skupaj 8 % vseh internih izobraževanj), izobraževanja za vodje (skupaj 6 % vseh internih izobraževanj), uvedba in uporaba novega sistema upravljanja z delovno učinkovitostjo (skupaj 2 % vseh internih izobraževanj) ter klasična oblika delavnice na temo preprečevanje pranja denarja in financiranja terorizma (skupaj 2 % vseh internih izobraževanj). IZOBRAŽEVANJE V ŠTEVILU UR 2008 2010 2011 2012 izobraževal preko 45 pedagoških ur (11 % več kot leta 2011), pri čemer je bil povprečni strošek za izobraževanje na zaposlenega 409 evrov. Vsebine izobraževanj so bile bančno strokovne, izvedli smo izobraževanja o komunikacijskih Interno izobraževanje Eksterno izobraževanje tehnikah, veščinah vodenja ter izpopolnjevanje jezikovnih znanj. V letu 2012 smo imeli sedem delavnic na temo obvladovanja stresa in preprečevanja izgorevanja na delovnem mestu, ki 34 2012 Letno poročilo · UniCredit Bank Družbena odgovornost in pridobivanju oz. deljenju konkretnih delovnih izkušenj v smislu »on-the-job« učenja in razvoja. V letu 2012 so potekali tudi različni podiplomski in magistrski programi, ki ponujajo dodatna znanja na področju investicijskega in podjetniškega bančništva ter poslovanja s prebivalstvom, razpisani tudi za zunanje kandidate. Bistvo vseh programov je kontinuiteta razvoja zaposlenih, njihovih sposobnosti in znanj ter skrb za zagotavljanje novih generacij sposobnih vodij in strokovnjakov za dolgoročno stabilnost in rast poslovanja Banke ter posledično celotne Skupine. Za razvoj zaposlenih sistematično skrbimo tudi s pomočjo sistema »Performance management« (Upravljanje z delovno učinkovitostjo), ki je informacijsko podprt z lokalno aplikacijo in v osnovi sestavljen iz dveh delov – letnega osebnega (razvojnega) razgovora, v sklopu katerega vodja in zaposleni enkrat letno postavljata cilje, in ocenjevalnega razgovora, ki poteka dvakrat letno (polletna ocena in skupna celoletna ocena ob koncu leta), kjer je bistveno posredovanje povratne informacije o uspešnosti pri delu, še posebej pa pravilno in sistematično usmerjanje in razvijanje zaposlenih na pravih področjih. Aplikacija omogoča večjo učinkovitost izvedbe, skupek vseh informacij na enem mestu in večjo preglednost. Letni razvojni pogovor predstavlja osnovo za razvoj zaposlenih in ga opredeljujemo kot konkurenčno prednost, saj je osnova za tak pogovor ocena kvantitativnih in kvalitativnih ciljev ter vedenj oziroma kompetenc. Rezultat vodenja s pomočjo »Performance Management« procesa je večja seznanjenost s cilji in strategijo Banke ter posameznimi organizacijskimi enotami, izmenjava pogledov na uspešnost pri delu in s tem večje zadovoljstvo zaposlenih. Sistem »Performance Management« je med drugim povezan tudi s sistemom nagrajevanja, ki temelji na politiki prejemkov, katere glavne značilnosti so naslednje: opredeljeni so zaposleni s posebno naravo dela, določen je način in obdobje odložitve plačila za zaposlene s posebno naravo dela, poenoten je sistem spremljanja delovne uspešnosti za vse zaposlene (tako prodajnih kot neprodajnih delov Banke), enotna frekvenca spremljanja doseganja rezultatov, uvedba enotnega cilja za vsakega zaposlenega (Economic Value Added za leto 2012), enotna frekvenca in časovnica izplačil variabilnega dela plače na podlagi dosežene delovne uspešnosti za vse zaposlene. V letu 2012 smo se zelo intenzivno posvečali komuniciranju pomembnosti, prednosti in uporabi sistema »Performance Management«. Da bi se sodelavke in sodelavci čim manj ukvarjali s tehniko in bistveno več z vsebino razgovorov, smo ob medletnem ocenjevanju kot dodatno pomoč vodjem in zaposlenim oblikovali in izvedli e-izobraževanje na temo upravljanja z delovno uspešnostjo, s katerim smo na kratko osvežili korake, ki so potrebni za izvedbo ocenjevalnih in letnih osebnih razgovorov. V okviru TMR programa je v 2012 ena skupina talentov delovala na projektu Talenti – Ambasadorji procesa »Performance Management« in se tekom leta ukvarjala s promocijo procesa ter iskala načine za dvig razumevanja, motivacije in zavzetosti zaposlenih pri izvedbi. Med drugim so v sklopu širših delavnic na temo deljenja dobrih vodstvenih praks in izkušenj, ki smo jih konec leta organizirali za vodje, izvedli predstavitev glavnih poudarkov in vodje pred pričetkom novega cikla pozvali h kakovostni izvedbi razgovorov. Verjamemo, da s sistemom »Performance Management« prispevamo k vzdržnosti poslovanja in zagotavljanju doseganja pozitivnih poslovnih rezultatov na dolgi rok. SKRB ZA ZADOVOLJSTVO ZAPOSLENIH V okviru skupine UniCredit že od leta 2006 izvajamo raziskavo o zadovoljstvu zaposlenih (People Survey), ki predstavlja ključen element našega modela upravljanja z zaposlenimi in njihovimi sposobnostmi ter znanji. Anketo izvajamo redno vsaki dve leti, v vmesnem času pa enkrat letno merimo »utrip« zadovoljstva zaposlenih s kratkimi raziskavami zadovoljstva. Tako leto za letom merimo napredek pri naših prizadevanjih za ohranitev in povečanje uspešnosti poslovanja ter za ustvarjanje prijetnega delovnega okolja, v katerem zaposleni lahko izražajo svoje potenciale, povratne informacije pa nam pomagajo izboljšati tudi kakovost odnosov in zadovoljstvo naših sodelavcev ter posledično strank. Konec leta 2012 je potekala krajša raziskava o zadovoljstvu zaposlenih. Na ravni Skupine smo k sodelovanju povabili približno 37.000 sodelavcev iz vse Evrope. Anketa se je osredotočila predvsem na naš indeks zavzetosti, s posebnim poudarkom na področjih, ki so bila v letu poprej s strani sodelavcev opredeljena kot najbolj pomembna. To so področja, ki so bila posledično vključena v naše akcijske načrte za dvig zadovoljstva. V letu 2012 smo na podlagi pridobljenih podatkov in analize ključnih gonilnikov zavzetosti za Banko iz predhodne raziskave izpostavili glavni področji, ki smo se jima posvečali v letu 2012 in se jima bomo še naprej posvečali v letu 2013: upravljanje z delovno učinkovitostjo (»Performance Management«) in vodenje. Rezultate raziskave o zadovoljstvu smo objavili na intranetni strani, o konkretnih razlogih za rezultate pa smo se pogovarjali na fokusnih delavnicah, ki jih je vodila služba Upravljanje s človeškimi viri. V okviru teh delavnic smo zbirali predloge, kaj lahko vsi skupaj naredimo za spremembo določenega vidika delovanja posameznika in Banke ter našega počutja v njej. Velik poudarek je bil na tem, da smo vsi soodgovorni za naše počutje in s tem tudi za delovanje celotne Banke. Tudi na podlagi rezultatov teh srečanj je potekal usmerjeni pogovor najvišjega vodstva (Uprava in vodje divizij) o kritičnih področjih, ki mu je sledila priprava akcijskega načrta s ključnimi aktivnostmi za spremembe. Med aktivnostmi, ki so bile rezultat raziskave in del našega akcijskega načrta za 2012, izpostavljamo izvedbo dveh delavnic za vodje na temo deljenja dobrih vodstvenih praks in izkušenj, kjer je bila diskusija na temo veščin vodenja in odpravljanje težav, s katerimi se vodje soočajo, prvenstvena učna metoda. Cilji, ki smo jih želeli doseči z delavnicami, so odličnost na področju vodenja s pomočjo izmenjave izkušenj in prenosa primerov dobrih praks med vodilnimi delavci naše Banke, saj vidimo naš potencial v znanju in izkušnjah naših sodelavcev, in spodbujanje medsebojnega sodelovanja in učenja v delovnem okolju. V letu 2012 smo nadaljevali z dobrimi praksami, ki so izhajale iz preteklih raziskav; med drugimi smo organizirali zajtrk z upravo, kjer so svoje misli, poglede in predloge z upravo v mesecu novembru delili talenti, zaradi pozitivnih odzivov iz leta 2011 pa smo v poletnih mesecih nadaljevali tudi z izvajanjem kariernih razgovorov s posamezniki, ki so v okviru letnega razvojnega pogovora izrazili željo po napredovanju. Zaposlene redno obveščamo o izobraževalnih aktivnostih v prihodnjem mesecu, nadaljujemo z uvajanjem sistema »Human Resources Business Partners« (poslovnih partnerjev) posameznih divizij. HR Business Partner deluje kot skrbnik za posamezno divizijo za vsa kadrovska področja, zaradi česar postopki tečejo hitreje in bolj pregledno. Na ta način kadrovski strokovnjaki lažje in učinkoviteje, skupaj s kolegi iz poslovnih divizij, rešujejo izzive. Z namenom spoznavanja delovanja službe Upravljanje s človeškimi viri smo nadaljevali z organizacijo dni odprtih vrat HRMD ter neformalnimi druženji z naslovom ››A prideš?«, kjer smo sodelavce iz različnih enot povabili na jutranjo kavo in neformalen klepet. Ponosni smo na dejstvo, da smo lastniki certifikata Družini prijazno podjetje. Veliko pozornosti posvečamo družinam ter usklajevanju službenega in družinskega življenja naših sodelavcev. Med ukrepi, ki smo jih že izvedli, lahko omenimo otroški bonus; staršem prvošolčkov na prvi šolski dan omogočamo spremljanje otrok v šolo in koriščenje izrednega plačanega dopusta. Staršem, ki uvajajo otroka v vrtec, omogočamo fleksibilno organizacijo delovnega časa v tednu uvajanja. Poleg tega imajo sodelavke in sodelavci, če se odločijo za krajši delovni čas v skladu z zakonom, po vrnitvi s porodniškega dopusta možnost krajšega delavnika, pri čemer za 4-urni delovnik prejmejo 55-odstotno plačilo plače. Tekom leta smo za starše in otroke organizirali delavnici varnosti v cestnem prometu, konec leta pa smo najmlajše povabili na srečanje z Dedkom Mrazom. V letu 2012 smo se povezali z dvema strokovnjakoma s področja poslovnega in osebnega svetovanja ter kot eno od redkih podjetij na trgu vsem sodelavcem Banke omogočili svetovanje s področja medosebnih odnosov v službenem in zasebnem življenju, v situacijah, ki niso nujno neposredno povezane z delovnim okoljem, vsekakor pa lahko vplivajo tudi na motivacijo, zavzetost in medsebojne odnose v delovnem okolju. Uvedli smo plačan dan za izvajanje prostovoljnega dela, skupina Women Iniciative (WIN) pa je pričela s proaktivnim delovanjem na področju spodbujanja in ustvarjanja poslovnih priložnosti za sodelavke v Banki. Naš namen za leto 2013 je približati ukrepe tudi zaposlenim brez družin oz. otrok in drugim segmentom zaposlenih ter na ta način ustvariti predvsem “zaposlenemu prijazno podjetje”. SKRB ZA VREDNOTE Stranke postavljamo v središče naše pozornosti, zato smo se v letu 2012 v okviru UniCredit dneva v pogovoru o naših skupnih vrednotah (enakopravnost, zaupanje, spoštovanje, preglednost, svoboda delovanja, vzajemnost) še posebej osredotočili na njihove resnične potrebe in razmišljali, kako doseči pozitiven vpliv na stranke vsak dan. Na ta dan smo si na delavnicah izmenjevali primere iz prakse, kjer so zaposleni pripovedovali o delovanju v duhu vrednot naše Banke, trajnostnem delovanju in osredotočenosti na stranke, ki vodijo v dolgoročne odnose in pozitivne rezultate. Institut ombudsmana, ki je v Banki uveljavljen od konca leta 2007 (v Skupini pa od leta 2006), omogoča zaposlenim neodvisno možnost vlaganja pritožb zaradi kršitev Listine o vrednotah, ki jih povzročijo dejanja ali obnašanja med zaposlenimi ali med zaposlenimi in Banko. Na ta način želimo pospešiti reševanje medosebnih konfliktov in težav, spodbujati sodelovanje na delovnem mestu ter ustvarjati sinergije v delovanju med članicami Skupine. Delovanje ombudsmana se nanaša na področje diskriminacije na delovnem mestu, diskriminacije na podlagi subjektivnih kriterijev, namenskega zadrževanja informacij, psihičnega nadlegovanja (mobbing), spolnega nadlegovanja, zasledovanja, zalezovanja in podobno. Vlogo ombudsmanke Banke je leta 2011 prevzela Polona Zupančič Ban, za njeno namestnico pa je bila imenovana Mojca Gošler. Obe ombudsmanki Banko in zaposlene zelo dobro poznata, saj sta bili dolga leta naši sodelavki in tako lažje sodelujeta pri reševanju morebitnih primerov. V letu 2012 sta zabeležili devet primerov (enako število kot leta 2011), ki so se večinoma nanašali na vrednoti enakopravnost oziroma enakopravno obravnavanje. Večina primerov je bila uspešno rešenih. SKRB ZA ZDRAVJE IN VARNOST SODELAVCEV Načrtno spremljanje zdravstvenega stanja je naša obveza, zaveza ter hkrati izražena skrb za sodelavce. Tekom preteklega leta smo opravili 72 predhodnih oz. obdobnih zdravniških pregledov, konec novembra pa že tradicionalno na sedežu Banke poskrbeli za možnost cepljenja proti gripi, ki se ga v povprečju udeleži 10 % zaposlenih. Banka vse zaposlene tudi kolektivno nezgodno zavaruje. Vzgoja in izobraževanje v zvezi z varnostjo in zdravjem pri delu ter požarnim varstvom sta sestavna dela strokovnega usposabljanja vseh zaposlenih. Zato skladno z zakonodajo vsako leto organiziramo potrebna usposabljanja s tega področja, ki se jih morajo udeležiti vsi zaposleni čim prej po zaposlitvi in znanje obnavljati vsakih 5 let, v UniCredit Bank · 2012 Letno poročilo 37 Družbena odgovornost skladu z našo izjavo o varnosti z oceno tveganja. Tekom leta 2012 se ga je udeležilo 75 sodelavcev in sodelavk. Odstotek odsotnosti zaradi bolezni se je v letu 2012 v primerjavi z letom 2011 zvišal, in sicer iz 4,2 % na 4,9 %. Povišanje pripisujemo izredno mladi strukturi zaposlenih in velikemu številu mladih družin z majhnimi otroci (delež nege za družinske člane predstavlja 15,7 % skupnih bolniških dni). Poleg omenjenega smo zaznali povečanje bolniških odsotnosti nad 30 dni (delež daljših bolniških predstavlja kar 24,8 % skupnih bolniških dni). Zaposleni imajo povprečno 25,7 dni dopusta, višina regresa za dopust pa je 65 % višja kot znaša najvišji znesek, ki je še oproščen plačevanja prispevkov. Skrb za tretje življenjsko obdobje uresničujemo skozi možnost vključitve v dodatno pokojninsko zavarovanje, ki jo izkorišča 68 % zaposlenih. To je glede na starostno strukturo in seznanjenost o demografski situaciji v povezavi s pokojninskimi zgledi razumljivo. V sklopu Banke delujoče športno-kulturno društvo Tilda je zaposlenim vse leto omogočalo cenejše ali brezplačno športno udejstvovanje, obisk kulturnih in športnih prireditev ter bonificirane cene za karte v termalnih kompleksih, konec leta pa organiziralo tudi novoletno druženje, ki se ga je udeležilo več kot 230 sodelavk in sodelavcev. V društvo je včlanjenih 446 zaposlenih, 12 študentov, 6 upokojencev v Banki ter 32 zaposlenih v UniCredit Leasing. Odnos do strank Leto 2012 so, tako kot tudi leto poprej, močno zaznamovale specifične razmere na finančnih trgih, katerim smo prilagodili svojo marketinško strategijo. Banka si je močno prizadevala približati se ciljnim segmentom, med drugim tudi z utrjevanjem pozicioniranja blagovne znamke kot k stranki usmerjene banke. Stranke se v času gospodarske krize soočajo z novimi izzivi in priložnostmi, prav tako pa tudi z več težavami, povezanimi s financami. Zato jim želimo vselej pozorno prisluhniti in ponuditi rešitve, ki resnično ustrezajo njihovim potrebam. Temu pravimo bančništvo po meri življenja, kar predstavlja pozicioniranje naše bančne Skupine. To umeščamo v vse stične točke z našimi strankami. Iz pozicioniranja blagovne znamke in iz poslanstva, ki močno poudarja zavezo, da ponudimo konkretne rešitve za potrebe naših strank, izhaja tudi pozicijski slogan -Življenje je polno vzponov in padcev. Tu smo za vas. V segmentu poslovanja z prebivalstvom smo v ospredje postavili varčevalne, naložbene in zavarovalne produkte, potrošniške kredite in osebne bančne pakete, ki smo jih predstavili izbranim ciljnim segmentom s pomočjo celovitih tržno-komunikacijskih akcij in promocije na prodajnem mestu. S prenovljeno ponudbo osebnih bančnih paketov smo uspešno izvedli migracijo strank od starih bančnih paketov k novim, ki se odlikujejo po celovitem naboru bančnih storitev, s čimer smo se približali različnim potrebam ciljnih strank, ki so v zadnjih letih postale zahtevnejše. Med drugim smo jim ponudili tudi plačilno­kreditno kartico VISA s privlačnim zavarovanjem in univerzalno mobilno aplikacijo Mobilna banka GO!, ki je enostavna in varna za uporabo na mobilnih telefonih. Na ta način smo se približali tudi najzahtevnejšim uporabnikom ter z obstoječimi strankami utrdili dolgoročen odnos, potencialne stranke pa smo skušali spodbuditi k zamenjavi banke. Kot člani finančne skupine UniCredit smo spomladi 2012 zaključili tretjo sezono sponzorstva UEFA Champions League in jeseni 2012 vstopili v drugi 3-letni cikel sponzorstva. V športnem duhu smo se obstoječim in potencialnim strankam predstavili s celostno akcijo depozitov, ki je potekala v množičnih medijih. S pomočjo oglaševanja na televiziji, velikih plakatnih površinah in internetu smo širši javnosti predstavili ponudbo ter hkrati krepili zavedanje blagovne znamke in sponzorstva UEFA Champions League. S številnimi nagradnimi igrami smo obstoječim in potencialnim strankam omogočili ogled nogometnih tekem. Strastni ljubitelji nogometa so se lahko potegovali za ekskluzivno doživetje – ogled finala UEFA Champions League v Münchnu in sodelovali v dveh nagradnih igrah »Uradni kovanec UEFA Champions League«, s katerima smo srečnima izžrebancema omogočili predajo uradnega kovanca sodniku na stadionu in ogled kvalifikacijske tekme v Milanu. Posebno izkušnjo smo pričarali tudi trem otrokom in njihovim staršem. Dva otroka sta marca 2012 v spremstvu staršev odpotovala na ogled tekme osmine finala UEFA Champions League v Milano, kjer sta na večerno tekmo pospremila največje nogometne zvezdnike, eden pa si je skupaj s staršem ogledal celo finale UEFA Champions League. Privrženci nogometa so se z našo blagovno znamko v letu 2012 redno spogledovali na nogometnih tekmah, predvsem preko televizijskih sprejemnikov, izbrane stranke in nagrajenci nagradnih iger pa tudi v živo. V letu 2012 smo nadaljevali z implementacijo ekskluzivne storitve osebnega bančništva, ki je namenjena strankam z zahtevnejšimi finančnimi pričakovanji. Storitev temelji na osebni in celoviti obravnavi finančnih potreb strank, ki jim s strokovnimi nasveti osebnega bančnega svetovalca skušamo pomagati pri izbiri ustreznih bančnih in drugih finančnih produktov. Poslovne enote so spomladi in jeseni gostile obstoječe stranke na ERGO dnevih varčevanja, ki smo jih organizirali z namenom, da strankam v sproščenem vzdušju predstavimo koristne varčevalne produkte, s katerimi lahko zaščitijo družino, svojim otrokom omogočijo šolanje v tujini ali pa sebi zagotovijo dodatno pokojnino. V času ERGO dni smo tako strankam približali prednosti produktov zavarovalnice ERGO Življenjska zavarovalnica d.d. Ob tej priložnosti smo jim izračunali tudi njihovo pokojninsko vrzel. Ponosni smo tudi na pričetek poslovnega sodelovanja z Zdravniško zbornico Slovenije. V sklopu sodelovanja smo za zdravnike, ki so člani Zdravniške zbornice Slovenije, pripravili posebno ponudbo izbranih bančnih storitev in jo predstavili v dveh paketih. Prvi je oblikovan za potrebe zdravnikov - fizičnih oseb, drugi pa za zdravnike z lastno prakso. Za stranke slednjih smo pripravili tudi kredit za zdravstvene storitve. Omenjena paketa bančnih storitev sta bila zdravnikom predstavljena preko najrazličnejših komunikacijskih kanalov, od paketa Dobrodošlice, ki ga novi člani prejmejo ob sprejemu v ZZS, direktne pošte, ki je bila poslana na naslove vseh članov, brošur, oglasov in PR člankov objavljenih v reviji ISIS, objave aktualnih informacij na intranetu ZZS ter prek e-pošte, predstavili pa smo se tudi na dveh dogodkih; enega smo organizirali za zdravnike, drugega pa za zdravnike z lastno prakso. V bodoče si bomo prizadevali, da bo naše sodelovanje še bolj tesno. Ker se zavedamo, da so potrebe malih podjetij po bančnih storitvah različne, smo za segment malih podjetij zasnovali tri nove bančne pakete. Podjetniki in samostojni podjetniki lahko sedaj izbirajo med paketi Podjetnik Aktivni, Podjetnik Dinamični in Podjetnik Napredni, ki so prilagojeni obsegu in zahtevnosti storitev, ki jih potrebujejo. V sodelovanju s poslovnimi partnerji Domovanje.com, Amis d.o.o., PSD d.o.o., APO Vizija d.o.o., Datalab SI d.o.o., Tehinvest d.o.o. in Verlag Dashofer d.o.o. smo za nove in obstoječe poslovne stranke pripravili tudi številne dodatne ugodnosti. V letu 2012 smo za obstoječe poslovne stranke uvedli tudi t.i. Dneve odprtih vrat, ki so namenjeni temu, da se stranki približamo, bolje spoznamo potrebe strankinega poslovanja ter ji ob tem ponudimo svetovanje s področja financ. Za poslovne partnerje divizije Poslovanje s podjetji in investicijsko bančništvo smo organizirali več dogodkov. Najodmevnejši dogodek za stranke so bili Finančni dnevi UniCredit Bank. Dvodnevni strokovni dogodek je potekal pod geslom »Delujmo drugače«, na njem pa smo gostili najuglednejše poslovne partnerje in nekatere najvidnejše predstavnike slovenskega gospodarstva. Prvi dan je bil namenjen predvsem finančnim direktorjem, ki so jih strokovnjaki UniCredit Bank najprej seznanili z makroekonomskim pregledom gospodarskega in bančnega sektorja ter ključnimi kazalniki izračunavanja bonitetne ocene poslovanja podjetja, popoldne pa so potekale praktične delavnice. Dotaknili smo se področij osebnih financ in finančnega planiranja, načinov spreminjanja strukture ratinga, zavarovanj tveganj ter z igro »Out of the box« spoznali, kako drugače razmišljajo zmagovalci. Naslednji dan, na katerega smo povabili še predsednike uprav, pa so nekateri ugledni poslovni partnerji predstavili svoje primere dobrih praks drugačnega delovanja in na okrogli mizi kresali različna mnenja o trenutni situaciji v Sloveniji in o možnostih, ki našo državo lahko popeljejo iz krize. Priložnost za izmenjavo izkušenj in poslovnih praks ter druženje s stanovskimi kolegi je bil tudi tradicionalni pomladanski Zajtrk finančnih trgov, posvečen dogajanju na lokalnem in na mednarodnih finančnih trgih, ki pomembno vplivajo na poslovne rezultate. Udeležence smo seznanili z makroekonomsko situacijo in napovedjo razvoja poslovne klime ter gospodarskega okolja v prihodnje. Na regijskih Finančnih druženjih z UniCredit Bank smo predstavili tržno situacijo in načine financiranja obratnega kapitala in izvoznih poslov ter najučinkovitejše storitve za upravljanje z denarnimi sredstvi. V letu 2012 smo v ponudbo dodali tudi nov varčevalni produkt za podjetja, Premium depozitni račun, ki omogoča, da podjetje presežna denarna sredstva deponira kot kratkoročni nenamenski depozit, vezavo sredstev pa lahko prekine kadar koli brez predhodnega obveščanja Banke. Sredstva se obrestujejo po progresivni obrestni meri glede na vsakokratno višino stanja na računu. Ugodnosti ponuja tudi poslovni paket Modul, namenjen srednje velikim in mednarodnim podjetjem. Paket vključuje številne brezplačne bančne in strokovne storitve, podjetjem pa omogoča, da si ga sestavijo po svoji meri. V ekskluzivni korporativni reviji Azimut, ki je namenjena predvsem managerjem in finančnim direktorjem, in že peto leto izhaja vsako četrtletje, združujemo strokovne teme za lažje finančno in poslovno odločanje, ter navdihujemo in odpiramo obzorja. Dolgoletno in dobro uglašeno prijateljevanje s Slovensko filharmonijo smo tudi v letu 2012 zaokrožili s koncertom orkestra te častitljive glasbene ustanove. Ob tej priložnosti smo skupaj s poslovnimi parterji prisluhnili zvokom domačih virtuozov, ki so nam pričarali nepozabno glasbeno doživetje. Tako kot v preteklih letih smo se ciljnim segmentom v letu 2012 približali prek različnih komunikacijskih kanalov in jim predstavili zanimive in njihovim potrebam prilagojene bančne produkte. Z osebnim pristopom, jasnim pozicioniranjem blagovne znamke ter sodobnim tržnim komuniciranjem smo dokazali, da smo k potrošniku usmerjena banka. Življenje je polno vzponov in padcev, zato si močno prizadevamo razumeti potrošnika ter mu pomagati pri uresničevanju njegovih želja, ambicij in ciljev. Odnosi z mediji Zavedamo se, da so dobri odnosi z mediji pomembna sestavina dobrega ugleda in prepoznavnosti Banke v javnosti. Predstavniki sedme sile so še vedno tisti, ki jim javnost, s tem pa tudi naše obstoječe in potencialne stranke, zelo zaupa. Pri komunikaciji z njimi si prizadevamo za strokovnost, odzivnost ter proaktivnost z UniCredit Bank · 2012 Letno poročilo 39 Družbena odgovornost vidika obveščanja javnosti o temah, ki bi jim bile zanimive. V letu 2012 smo prejeli 595 sklopov novinarskih vprašanj in se pojavili v 3.593 medijskih prispevkih. APA in Bank Austria sta že deveto leto zapored povabili novinarje k oddaji prispevkov za posebno evropsko novinarsko nagrado Pisanje za SVE. Novinarje iz celotne Evrope, vključno s severno in južno Evropo, jugovzhodno Evropo, Rusijo ter Skupnostjo neodvisnih držav, smo povabili k oddaji svojih prispevkov o življenju v Evropi in v evropskih državah, upih, skrbeh in sanjah prebivalcev Evrope, ki prispevajo k tesnejšim vezem med državami in k premagovanju predsodkov. V letu 2011 je prvo nagrado na natečaju prvič prejela Slovenka, Meta Krese, za svojo zgodbo o Romih. Skozi celo leto smo medijem pošiljali sporočila za javnost o dogajanju v Banki, novih produktih, prejetih nagradah, dobrodelnih akcijah ipd. Novinarje smo povabili na nekatere dogodke za stranke, na katerih smo gostili vidne predstavnike Banke ali analitike skupine UniCredit ter jim na ta način odpirali vrata do informacij o dogajanju na finančnih trgih iz prve roke. Odgovorno opravljamo svojo vlogo izobraževalca javnosti o finančnih temah tudi s pomočjo povabil gospodarskih novinarjev na Euromoney konference, katerih sponzor je tudi Skupina, ki v sklopu konference vedno organizira tudi dobro obiskano tiskovno srečanje in predstavi rezultate analize katerega od zanimivih segmentov gospodarstva. Spomladi smo novinarjem predstavili rezultate poslovanja Banke v letu 2011, navezali pa smo se tudi na širše finančno in gospodarsko okolje ter našo uspešnost v primerjavi z njim. Med drugim smo predstavnike medijev tudi tokrat pogostili z doma pripravljenimi sladicami. Zaradi menjav v samem vrhu Banke smo predstavnike sedme sile sredi leta povabili še na neformalen zajtrk, kjer so se jim novi člani uprave Banke predstavili, izrekli dobrodošlico in pripravljenost na sodelovanje v prihodnosti. Odziv medijev kaže, da gremo pri pripravi naših aktivnosti v pravo smer. Večkrat ponudimo tudi širše informacije o temah, o katerih novinarji povprašujejo, ter jim na ta način pomagamo pri bolj strokovni pripravi prispevkov. Odpiramo jim vrata do strokovnjakov, uprave lokalne banke in predstavnikov Skupine, s tem pa tkemo pozitivne povezave s tem pomembnim segmentom naše družbe. Sponzorstva in donacije Želimo se odgovorno vključiti v okolje, v katerem delujemo, soustvarjati trajne vrednosti in graditi dolgoročno sodelovanje in partnerski odnos s strankami, s sodelavci, z lokalno skupnostjo in vlagatelji. S sponzorstvi in donacijami je Banka sodelovala pri projektih s področja kulture in športa ter pomagala socialno prikrajšanim otrokom in mladostnikom in podprla projekte trajnostnega in okoljsko ozaveščenega ravnanja. Že vrsto let v družbeno odgovorne aktivnosti in z namenom krepitve prostovoljstva vključujemo tudi sodelavce Banke. Podprli smo odprtje novega Muzeja sodobne umetnosti Metelkova v Ljubljani, enajsto leto zapored smo z donacijo pomagali Slovenski filharmoniji, tokrat pri nakupu violine in koncertnega bas bobna za popolnejši zven tega orkestra. Kot sponzor smo sodelovali pri mednarodnem festivalu uličnih gledališč, Ana Desetnica, ki z brezplačnimi predstavami za otroke in odrasle oživi ulice in trge v Ljubljani in številnih drugih krajih po Sloveniji. Nevrološki kliniki smo pomagali z donacijo za izobraževanje specialista v laboratoriju v tujini, s sponzorstvom podprli ples Združenja Manager, dogodke Ameriške gospodarske zbornice AmCham ter srečanje na temo družbene odgovornosti in filantropije v srednji in vzhodni Evropi. Zavedamo se pomembnosti obnovljivih virov energije, zato smo podprli Kongres energetikov, na katerem je sodeloval tudi strokovnjak skupine UniCredit s temo »Obnovljivi viri energije – današnja vlaganja za trajnostni razvoj prihodnosti«. Banka je z donacijo pomagala pri uresničevanju aktivnosti društva slovenskih finančnih strokovnjakov z mednarodnim izpitom združenja CFA, bila sponzor nagrade UniCredit Alumni – IEDC Bled za posebne karierne dosežke in prizadevanja za razvoj skupnosti in gospodarstva diplomantov poslovne šole Bled. S sponzorstvom smo podprli izvedbo 35. Rallya Saturnus in UniCredit Pro Am Golf turnirjev v Sloveniji. Zavodu Varna pot smo pomagali pri uresničevanju preventivnega programa prometne varnosti za šolarje, oni pa so delavnico o varnosti v prometu pripravili tudi za naše zaposlene in otroke sodelavcev Banke. Neprofitnemu društvu, ki skrbi za klicni center Klic upanja je Banka z donacijo pomagala izpeljati strokovno izobraževanje prostovoljcev, ki prejemajo klice v stiski. Rdečemu križu smo nakazali sredstva za humanitarno pomoč žrtvam hudih poplav v Sloveniji. Center za enake možnosti mladih Fridolin že vrsto let pripravlja tabor Mlade korenine, namenjen mladostnikom iz socialno izključenih okolij, ki ga je Banka tudi v letu 2012 podprla z donacijo. Banka je s sponzorskimi sredstvi pomagala tudi društvu Deteljica, združenju staršev posvojiteljev za izvajanje aktivnosti. Banka sodeluje in prispeva k humanitarnim projektom tudi posredno, z zbiranjem odpadnih kartuš za delovanje Rdečih noskov ter zbiranjem plastičnih zamaškov v vsej poslovni mreži za pomoč pri nakupu invalidskih vozičkov in pripomočkov za otroke in mladino. V vseslovensko okoljsko akcijo »Očistimo Slovenijo« se je UniCredit Banka Slovenija d.d. vključila s sponzorskimi sredstvi, prav tako pa je ta dan v svojih okoljih na čistilni akciji sodelovalo preko sto sodelavcev Banke z družinami. Banka se zaveda pomembnosti trajnostne in okoljsko osveščene rasti, zato je z novoletno donacijo podprla program Šolski eko vrt, ki ga vodi nevladni Inštitut za trajnostni razvoj in je vključen v nacionalni projekt Slovenija znižuje CO2. Preko 150 šol in vrtcev po vsej Sloveniji je že vključenih v program ekološke pridelave hrane ter širjenja znanja o zdravi prehrani in odgovornosti za lastno zdravje med malčki in šolarji. Dejavno smo se vključili tudi v humanitarni program Botrstvo v Sloveniji in 14 otrokom iz socialno šibkih družin z donacijo zagotovili enoletno botrstvo. Prav tako so Botrstvo v Sloveniji podprli sodelavci Banke z lastnimi prostovoljnimi prispevki. Za družine v težkih socialnih razmerah pod okriljem Zveze prijateljev mladine Ljubljana Moste Polje smo konec leta zbirali obstojna živila, Banka pa je k zbranim živilom dodala še donacijo za nakup hrane. Sodelavci in naše stranke so konec leta 2012 zbirali rabljene knjige, družabne igre in igrače, ki smo jih podarili otrokom pod okriljem Zveze prijateljev mladine po vsej Sloveniji, vrtcem v lokalnem okolju ter Centru za socialno delo v Ljubljani. S svojimi aktivnostmi smo kljub krčenju sredstev, ki smo jih imeli na voljo za sponzorske in donatorske dejavnosti, dokazali, da smo zgleden član družbe, kar nam je nenazadnje potrdila tudi nagrada za družbeno odgovorne aktivnosti - Horus, ki smo jo prejeli že tretje leto zapored. UniCredit Bank · 2012 Letno poročilo 41 Poročilo nadzornega sveta Poročilo nadzornega sveta Splošne ugotovitve Nadzorni svet UniCredit Banka Slovenija d.d. je v letu 2012 spremljal in nadziral tekoče poslovanje Banke, dosežene finančne rezultate ter delo njene uprave skladno s svojimi pooblastili, pristojnostmi in dolžnostmi, opredeljenimi v statutu Banke in poslovniku nadzornega sveta Banke, kakor tudi na podlagi veljavnih določil Zakona o gospodarskih družbah in Zakona o bančništvu ter pripadajočih podzakonskih aktov. Na rednih sejah nadzornega sveta je uprava Banke člane nadzornega sveta obveščala o vseh pomembnih poslovnih dogodkih v Banki in o drugih aktivnostih, povezanih s poslovanjem Banke, o ekonomskem in političnem okolju, pomembnejših zakonskih spremembah, ki so vplivale na poslovanje Banke, ter o doseženih finančnih rezultatih Banke v primerjavi s sprejetim finančnim načrtom poslovanja. Uprava Banke je nadzorni svet redno obveščala tudi o pričakovanih finančnih rezultatih do konca finančnega leta in o njihovem uresničevanju. V letu 2012 je prišlo do spremembe v sestavi nadzornega sveta Banke. Na podlagi odstopne izjave je 30. novembra 2012 prenehala funkcija članu nadzornega sveta Alessiu Pomasanu. Nadzorni svet Banke tako šteje pet članov, in sicer ga sestavljajo Gianni Franco Giacomo Papa (predsednik), Martin Klauzer (namestnik predsednika), Franco Andreetta, Heinz Karl Tschiltsch in Giuseppe Verrascina. Navkljub specifični lastniški strukturi, v kateri je skoraj 100-odstotni lastnik Banke UniCredit Bank Austria AG, večinski lastnik slednje pa UniCredit S.p.A., dva člana nadzornega sveta (Franco Andreetta in Giuseppe Verrascina) nista zaposlena v skupini UniCredit, ampak sta kot zunanja strokovnjaka s področja računovodstva in finančnega poslovanja tudi v letu 2012 prispevala k bolj kakovostnemu in preglednejšemu delu nadzornega sveta. Člani nadzornega sveta niso osebno, posredno ali neposredno udeleženi v lastniški strukturi niti niso v kakršnemkoli poslovnem odnosu z Banko, tako da ne more prihajati do konflikta interesov. Skupina UniCredit ima sicer oblikovane ustrezne mehanizme za obvladovanje in reševanje morebitnih konfliktov interesov, če bi do njih kljub vsemu prišlo. Nadzorni svet Banke se je v letu 2012 sestal in odločal na petih rednih sejah. Vsi člani nadzornega sveta so se udeležili prve, tretje in četrte seje nadzornega sveta, medtem ko je svojo udeležbo na drugi seji opravičil Gianni Franco Giacomo Papa in na peti seji Giuseppe Verrascina. Posamezni sklepi so bili v skladu z zakonskimi predpisi, pristojnostmi, opredeljenimi v statutu in upoštevajoč potrebe Banke po učinkovitosti dela, sprejeti tudi na dopisnih sejah nadzornega sveta in nato predstavljeni ter potrjeni na prvi naslednji redni seji nadzornega sveta. Nadzorni svet je redno preverjal svoje delo, kar je še dodatno doprineslo k strokovnosti in kakovosti njegovega dela. Nadzorni svet tako ocenjuje, da je svoje delo v letu 2012 opravil s profesionalno skrbnostjo, skladno z veljavno zakonodajo ter notranjimi pravili skupine UniCredit. Pomembnejše odločitve nadzornega sveta Na svoji 50. redni seji, 6. marca 2012, je nadzorni svet med drugim sprejel letno poročilo o poslovanju Banke za leto 2011, na podlagi predloga revizijske komisije predlagal skupščini Banke imenovanje zunanjega revizorja, podal mnenje k letnemu poročilu notranje revizije o notranjem revidiranju za leto 2011, sprejel sklep o uporabi čistega dobička in soglašal s predlogom uprave za uporabo bilančnega dobička Banke za leto 2011. Seznanil se je z revizorjevim poročilom pooblaščene revizijske družbe za leto 2011, na katerega ni imel pripomb, ter potrdil vse ostale dokumente, o katerih je nato odločala skupščina Banke 25. aprila 2012. Nadzorni svet je na 51. redni seji, ki je potekala 26. aprila 2012, imenoval novo članico uprave, mag. Jano Benčina Henigman, in novega predsednika uprave, mag. Stefana Vavtija, ter potrdil rezultate Banke za prvo četrtletje. Na 52. redni seji, ki je potekala 18. julija 2012, je nadzorni svet podal soglasje k politiki prejemkov skupine UniCredit, veljavno tudi za Banko, ter potrdil polletne rezultate Banke. Dne 16. oktobra 2012 so člani nadzornega sveta na 53. redni seji potrdili spremembe organizacijske strukture Banke, pravila upravljanja skupine UniCredit, smernice notranjega revidiranja skupine UniCredit, vse veljavno tudi za Banko, ter rezultate Banke za tretje četrtletje. Na 54. redni seji 7. decembra 2012 je nadzorni svet potrdil spremembe organizacijske strukture Banke in pravila upravljanja skupine UniCredit, veljavna tudi za Banko. Nadzorni svet je sodeloval pri sprejemanju vseh ukrepov in aktivnosti, ki so bili potrebni za uresničevanje skupne poslovne politike nadrejenih bančnih skupin. Potrdil je plan razvoja in temelje poslovne politike Banke za leto 2012. Prav tako je podrobno spremljal odzivnost Banke na aktualne razmere v gospodarstvu ter redno prejemal obvestila notranje revizije o realizaciji programa dela, o njenih ugotovitvah ter o pregledih zunanjih nadzornih institucij. Posebej se je seznanil tudi s sprejeto zakonodajo za ustanovitev Slovenskega državnega holdinga in Družbe za upravljanje terjatev bank kot »slabo banko« z namenom krepitve stabilnosti bank v Republiki Sloveniji. Delovanje revizijske komisije nadzornega sveta Revizijska komisija nadzornega sveta Banke se je v letu 2012 sestala na petih rednih sejah (zaporedne številke sej od 20 do 24). Kot posvetovalno telo nadzornega sveta, ki ga sestavljajo predsednik Giuseppe Verrascina, član Franco Andreetta in neodvisni zunanji član Živko Bergant, ima revizijska komisija v okviru svojega delovanja ocenjevalno, (po)svetovalno in predlagalno funkcijo, pri čemer pomaga nadzornemu svetu pri izpolnjevanju njegovih dolžnosti in pristojnosti v zvezi z naslednjimi vsebinami: s primernostjo in učinkovitostjo bančnih postopkov notranje kontrole, kar vključuje ugotavljanje in merjenje tveganj ter upravljanje s tveganji; s skladnostjo z zakonodajo, pravili in politikami, ki urejajo delovanje Banke; s primernostjo računovodskih standardov, ki se uporabljajo pri pripravi računovodskih izkazov; s primernostjo in neodvisnostjo zunanjih bančnih revizorjev ter z zagotavljanjem ustrezne strukture zaposlenih v oddelku notranje revizije. Uporaba čistega in bilančnega dobička za leto 2012 Uprava Banke je nadzornemu svetu predložila v obravnavo sklep o uporabi čistega dobička poslovnega leta 2012 v višini 1.072.791,77 evrov in predlog sklepa o uporabi bilančnega dobička poslovnega leta 2012 v višini 536.395,89 evrov. Uprava Banke je predlagala, da se v skladu s sprejetimi srednjeročnimi načrti Banke in zaradi zagotavljanja ustrezne kapitalske ustreznosti Banke v času kriznih razmer na kapitalskih trgih, čisti dobiček Banke ne uporabi za razdelitev delničarjem ali drugim osebam, ampak se v celoti razporedi v druge rezerve Banke. Uprava Banke je tudi predlagala, da nadzorni svet in skupščina delničarjev v skladu s svojimi pristojnostmi sprejmeta predlagani sklep o uporabi bilančnega dobička poslovnega leta 2012. S sprejemom takega predloga bo omogočena nadaljnja stabilna rast Banke. Nadzorni svet je sprejel sklep o uporabi čistega dobička za leto 2012, soglašal s predlogom uprave o uporabi bilančnega dobička za leto 2012 in priporočil skupščini delničarjev, da ga sprejme v predlagani obliki. Letno poročilo 2012 Uprava Banke je pripravila letno poročilo o poslovanju UniCredit Banka Slovenija d.d. v letu 2012 in ga v zakonskem roku predložila nadzornemu svetu Banke v preveritev. Skupaj z letnim poročilom je bilo nadzornemu svetu predloženo tudi revizorjevo poročilo o reviziji računovodskega poročila in pregledu poslovnega poročila Banke za poslovno leto 2012 ter dodatno revizorjevo poročilo o izpolnjevanju pravil o upravljanju s tveganji v Banki iz prvega odstavka 211. člena Zakona o bančništvu, ki ju je sestavila pooblaščena revizorska družba KPMG Slovenija d.o.o. Nadzorni svet je preveril letno poročilo, ki mu ga je v obravnavo predložila uprava Banke. Ugotovil je, da je letno poročilo sestavljeno v skladu s poročili in informacijami o poslovanju Banke v letu 2012 ter s poročili o ekonomskem in političnem okolju, v katerem Banka deluje, in so bila nadzornemu svetu predstavljena v poslovnem letu. Letno poročilo je nadzorni svet primerjal tudi z revidiranimi računovodskimi izkazi za poslovno leto 2012 in ugotovil, da so finančni rezultati, predstavljeni v letnem poročilu, skladni z revizorjevim poročilom. Na podlagi poročil uprave Banke je nadzorni svet mnenja, da je uprava upoštevala ugotovitve in priporočila notranje revizije ter zunanjih nadzornikov v letu 2012 in opravila potrebne aktivnosti za njihovo izpolnitev oziroma zagotovila, da bodo vse potrebne aktivnosti opravljene. Nadzorni svet je mnenja, da sta skupaj z upravo Banke v poslovnem letu 2012 izpolnila vse zakonske zahteve. Na temelju rednega spremljanja poslovanja Banke in navedenih preverjanj je nadzorni svet potrdil letno poročilo o poslovanju Banke v letu 2012. V revizorjevem poročilu o pregledu računovodskih izkazov za poslovno leto 2012, ki je bilo nadzornemu svetu predloženo skupaj z letnim poročilom, je podano tudi mnenje pooblaščenega revizorja, ki je izdal mnenje brez pridržka. Nadzorni svet je seznanjen z revizorjevim poročilom pooblaščenega revizorja za leto 2012 ter dodatnim revizorjevim poročilo o izpolnjevanju pravil o upravljanju s tveganji za leto 2012 in nanju nima pripomb. Gianni Franco Giacomo Papa Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. UniCredit Bank · 2012 Letno poročilo 43 Izjava o odgovornosti Izjava o odgovornosti Uprava je odgovorna za pripravo računovodskih izkazov za poslovno leto. Ti morajo resnično in pošteno prikazovati premoženjsko stanje UniCredit Banka Slovenija d.d. ob koncu poslovnega leta ter njen finančni in poslovni izid za to leto. Uprava mora računovodske izkaze pripraviti skladno z načelom časovne neomejenosti poslovanja, razen kadar to ni primerno. Uprava je pri pripravi računovodskih izkazov v letnem poročilu za leto, ki se je končalo 31. decembra 2012, dosledno uporabila ustrezne računovodske usmeritve in jih podprla z utemeljenimi in previdnimi presojami in ocenami ter zagotovila skladnost z vsemi računovodskimi standardi, o katerih meni, da so pomembni. Uprava je odgovorna zagotoviti, da Banka vodi računovodske evidence, ki z razumno natančnostjo razkrivajo finančni položaj Banke in s katerimi je mogoče zagotoviti, da so računovodski izkazi v vseh pomembnejših pogledih skladni s predpisi Vlade Republike Slovenije, predpisi in navodili Banke Slovenije ter z mednarodnimi standardi računovodskega poročanja. Uprava je v splošnem odgovorna tudi za sprejetje ukrepov, ki so razumno potrebni za zaščito premoženja Banke in za preprečevanje in odkrivanje prevar in drugih nepravilnosti. V imenu uprave Mag. Stefan Vavti Mag. Damijan Dolinar, CFA Član uprave Članica uprave Finančni direktor Ljubljana, marec 2013 UniCredit Bank · 2012 Letno poročilo 45 Računovodski izkazi Izkaz finančnega položaja Izkaz poslovnega izida in drugega vseobsegajočega donosa Izkaz sprememb lastniškega kapitala Izkaz denarnih tokov Povzetek računovodskih usmeritev Pojasnila k računovodskim izkazom Bančna tveganja EUR 1.000 Vsebina Pojasnilo 31. 12. 2012 31. 12. 2011 revidirani izkaz Znesek prerazvrstitve med postavkami 31. 12. 2011 Denar v blagajni in stanje na računih pri centralni banki 1 27.760 62.796 - 62.796 Finančna sredstva, namenjena trgovanju 2, 3 44.428 67.988 - 67.988 Finančna sredstva, razpoložljiva za prodajo 2, 4 314.093 295.158 - 295.158 Izvedeni finančni instrumenti, namenjeni varovanju 2, 5 14.144 6.866 - 6.866 Krediti 6 2.364.631 2.446.322 - 2.446.322 Krediti bankam 85.936 90.083 - 90.083 Krediti strankam 2.269.317 2.356.239 - 2.356.239 Druga finančna sredstva 9.378 4.772 4.772 Finančna sredstva v posesti do zapadlosti 7 12.930 19.968 - 19.968 Opredmetena osnovna sredstva 8 10.747 12.727 - 12.727 Neopredmetena sredstva 9 19.236 17.317 - 17.317 Dolgoročne naložbe v kapital odvisnih, pridruženih in skupaj obvladovanih družb 10 253 - - - Terjatve za davek od dohodkov pravnih oseb 11 6.974 11.609 - 11.609 Terjatve za davek 1.381 73 - 73 Odložene terjatve za davek 5.593 11.536 - 11.536 Druga sredstva 12 171 4.885 (4.772) 113 SKUPAJ SREDSTVA 2.815.367 2.945.636 - 2.945.636 Finančne obveznosti do centralne banke 13 251.823 - - - Finančne obveznosti, namenjene trgovanju 2, 14 43.593 66.813 - 66.813 Izvedeni finančni instrumenti, namenjeni varovanju 2, 15 66.027 60.587 - 60.587 Finančne obveznosti, merjene po odplačni vrednosti 16 2.196.155 2.556.194 - 2.556.194 Vloge bank 576.933 1.178.074 - 1.178.074 Vloge strank 1.227.789 957.016 (7.392) 949.624 Krediti bank 346.820 390.924 - 390.924 Podrejene obveznosti 30.101 30.180 - 30.180 Druge finančne obveznosti 14.512 - 17.655 17.655 Rezervacije 17 2.443 1.553 - 1.553 Obveznosti za davek od dohodkov pravnih oseb 18 - 5.073 - 5.073 Obveznosti za davek - 855 - 855 Odložene obveznosti za davek - 4.218 - 4.218 Druge obveznosti 19 3.703 14.528 (10.263) 4.265 SKUPAJ OBVEZNOSTI 2.563.744 2.704.748 - 2.704.748 Osnovni kapital 20 20.384 20.384 - 20.384 Kapitalske rezerve 21 107.760 107.760 - 107.760 Presežek iz prevrednotenja 22 (18.737) (28.399) - (28.399) Rezerve iz dobička (vključno z zadržanim dobičkom) 23 141.679 133.773 - 133.773 Čisti dobiček poslovnega leta 24 537 7.370 - 7.370 SKUPAJ KAPITAL 251.623 240.888 - 240.888 SKUPAJ OBVEZNOSTI IN KAPITAL 2.815.367 2.945.636 - 2.945.636 Izkaz finančnega položaja Pojasnila k računovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. Mag. Stefan Vavti Mag. Jana Benčina Henigman Mag. Damijan Dolinar, CFA Predsednik uprave Članica uprave Član uprave Finančni direktor UniCredit Bank · 2012 Letno poročilo 47 Računovodski izkazi Izkaz poslovnega izida in drugega vseobsegajočega donosa Izkaz poslovnega izida EUR 1.000 Vsebina Pojasnilo 2012 2011 Prihodki iz obresti 25 107.637 128.106 Odhodki za obresti 26 (51.667) (68.190) Čiste obresti 55.970 59.916 Prihodki iz dividend 27 1.824 2.428 Prihodki iz opravnin (provizij) 28 26.477 25.971 Odhodki za opravnine (provizije) 29 (4.783) (5.115) Čiste opravnine (provizije) 21.694 20.856 Realizirani dobički / izgube iz finančnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida 30 (3.963) 23 Čisti dobički / izgube iz finančnih sredstev in obveznosti, namenjenih trgovanju 31 1.560 (3.822) Spremembe poštene vrednosti pri obračunavanju varovanj pred tveganji 32 45 - Čisti dobički / izgube iz tečajnih razlik 33 (39) 4.170 Čisti dobički / izgube iz odprave pripoznanja sredstev brez nekratkoročnih sredstev v posesti za prodajo 34 (116) (417) Drugi čisti poslovni dobički / izgube 35 302 (217) Administrativni stroški 36 (36.836) (36.347) Amortizacija 37 (4.586) (5.239) Rezervacije 38 (917) 537 Oslabitve 39 (34.627) (23.864) Čisti dobički / izgube iz nekratkoročnih sredstev v posesti za prodajo 40 (1) (23) DOBIČEK IZ REDNEGA POSLOVANJA 310 18.001 Davek iz dohodka pravnih oseb 41 763 (3.260) ČISTI DOBIČEK POSLOVNEGA LETA 1.073 14.741 Osnovni in popravljeni dobiček na delnico (EUR) 24 0,22 3,24 Izkaz drugega vseobsegajočega donosa EUR 1.000 Vsebina Pojasnilo 2012 2011 Čisti dobiček / izguba poslovnega leta po obdavčitvi 1.073 14.741 Drugi vseobsegajoči donos po obdavčitvi 22 9.662 (20.902) Čisti dobički / izgube, pripoznani v presežku iz prevrednotenja v zvezi z varovanjem denarnih tokov (uspešni del varovanja) 22 (2.298) (2.528) Dobički / izgube, pripoznani v presežku iz prevrednotenja (2.298) (2.528) Čisti dobički / izgube, pripoznani v presežku iz prevrednotenja v zvezi s finančnimi sredstvi razpoložljivimi za prodajo 22 15.222 (23.600) Dobički / izgube, pripoznani v presežku iz prevrednotenja 5.861 (23.600) Prenos dobičkov / izgub iz presežka prevrednotenja v poslovni izid 9.361 - Davek iz dohodka pravnih oseb od drugega vseobsegajočega donosa 22 (3.262) 5.226 VSEOBSEGAJOČI DONOS POSLOVNEGA LETA PO OBDAVČITVI 10.735 (6.161) 48 2012 Letno poročilo · UniCredit Bank Izkaz sprememb lastniškega kapitala EUR 1.000 Vsebina Osnovni kapital Kapitalske rezerve Presežek iz prevrednotenja Varovanje denarnih tokov Finančna sredstva razpoložljiva za prodajo Rezerve iz dobička Zadržani dobiček / izguba vključno s čistim dobičkom / izgubo poslovnega leta Skupaj kapital ZAČETNO STANJE V POSLOVNEM OBDOBJU 20.384 107.760 (9.402) (18.997) 133.773 7.370 240.888 Vseobsegajoči donos poslovnega leta po obdavčitvi - - (2.260) 11.922 - 1.073 10.735 Razporeditev čistega dobička v rezerve iz dobička - - -- 7.906 (7.906) - KONČNO STANJE V POSLOVNEM OBDOBJU 20.384 107.760 (11.662) (7.075) 141.679 537 251.623 BILANČNI DOBIČEK POSLOVNEGA LETA 537 537 EUR 1.000 Vsebina Osnovni kapital Kapitalske rezerve Presežek iz prevrednotenja Varovanje denarnih tokov Finančna sredstva razpoložljiva za prodajo Rezerve iz dobička Zadržani dobiček / izguba vključno s čistim dobičkom / izgubo poslovnega leta Skupaj kapital ZAČETNO STANJE V POSLOVNEM OBDOBJU 16.258 61.885 (7.380) (117) 119.829 6.574 197.049 Vseobsegajoči donos poslovnega leta po obdavčitvi - - (2.022) (18.880) - 14.741 (6.161) Vpis (ali vplačilo) novega kapitala 4.126 45.875 -- - - 50.001 Razporeditev čistega dobička v rezerve iz dobička - - -- 13.944 (13.944) - Drugo (zaokroževanje) - - -- - (1) (1) KONČNO STANJE V POSLOVNEM OBDOBJU 20.384 107.760 (9.402) (18.997) 133.773 7.370 240.888 BILANČNI DOBIČEK POSLOVNEGA LETA 7.370 7.370 UniCredit Bank · 2012 Letno poročilo 49 EUR 1.000 Vsebina 2012 2011 A. DENARNI TOKOVI PRI POSLOVANJU a) Čisti poslovni izid pred obdavčitvijo 310 18.001 Amortizacija 4.586 5.239 Oslabitve / (odprava oslabitve) finančnih sredstev po odplačni vrednosti 25.266 23.864 Oslabitve / (odprava oslabitve) finančnih sredstev, razpoložljivih za prodajo 9.361 - Čisti (dobički) / izgube iz tečajnih razlik 39 (4.170) Neto (dobički) / izgube iz finančnih sredstev v posesti do zapadlosti (239) 1 Neto (dobički) / izgube pri prodaji opredmetenih osnovnih sredstev in naložbenih nepremičnin 107 74 Neto (dobički) / izgube pri prodaji neopredmetenih sredstev - 353 Drugi (dobički) / izgube iz financiranja 3.673 29.418 Neto nerealizirani dobički v kapitalu oz. presežku iz prevrednotenja iz finančnih sredstev, razpoložljivih za prodajo (brez učinka odloženega davka) 13.362 (37.464) Neto nerealizirani dobički v kapitalu oz. presežku iz prevrednotenja iz varovanja denarnih tokov pred tveganji (brez učinka odloženega davka) - (2.528) Druge prilagoditve čistega poslovnega izida pred obdavčitvijo 752 (1.079) Denarni tokovi pri poslovanju pred spremembami poslovnih sredstev in obveznosti 57.217 31.709 b) (Povečanja) / zmanjšanja poslovnih sredstev (brez denarnih ekvivalentov) 51.547 27.172 Čisto (povečanje) / zmanjšanje finančnih sredstev, namenjenih trgovanju 718 3.898 Čisto (povečanje) / zmanjšanje finančnih sredstev, razpoložljivih za prodajo (13.066) 90.477 Čisto (povečanje) / zmanjšanje kreditov 71.231 (66.044) Čisto (povečanje) / zmanjšanje izvedenih finančnih sredstev, namenjenih varovanju (7.278) (1.999) Čisto (povečanje) / zmanjšanje drugih sredstev (58) 840 c) Povečanja / (zmanjšanja) poslovnih obveznosti: (118.418) (68.069) Čisto povečanje / (zmanjšanje) finančnih obveznosti do centralne banke 251.823 - Čisto povečanje / (zmanjšanje) finančnih obveznosti, namenjenih trgovanju 33 (2.150) Čisto povečanje / (zmanjšanje) vlog in najetih kreditov, merjenih po odplačni vrednosti (371.349) (54.815) Čisto povečanje / (zmanjšanje) izvedenih finančnih obveznosti, namenjenih varovanju 1.637 (4.483) Čisto povečanje / (zmanjšanje) drugih obveznosti (562) (6.621) d) Denarni tokovi pri poslovanju (a+b+c) (9.654) (9.188) e) (Plačani) / vrnjeni davek na dohodek pravnih oseb (2.802) 139 f) Neto denarni tokovi pri poslovanju (d+e) (12.456) (9.049) B. DENARNI TOKOVI PRI NALOŽBENJU a) Prejemki pri naložbenju 19.772 9.917 Prejemki pri prodaji opredmetenih osnovnih sredstev in naložbenih nepremičnin 28 - Prejemki pri prodaji finančnih sredstev v posesti do zapadlosti 19.744 9.917 b) Izdatki pri naložbenju (17.377) (11.683) (Izdatki pri nakupu opredmetenih osnovnih sredstev in naložbenih nepremičnin) (409) (5.897) (Izdatki pri nakupu neopredmetenih sredstev) (4.247) (5.786) (Izdatki pri nakupu naložb v kapital pridruženih, skupaj obvladovanih in odvisnih družb) (253) - (Izdatki za nakup finančnih sredstev v posesti do zapadlosti) (12.468) - c) Neto denarni tokovi pri naložbenju (a-b) 2.395 (1.766) C. DENARNI TOKOVI PRI FINANCIRANJU a) Prejemki pri financiranju - 50.001 Prejemki od izdaje delnic in drugih kapitalskih instrumentov - 50.001 b) Izdatki pri financiranju - - c) Neto denarni tokovi pri financiranju (a-b) - 50.001 D. Učinki spremembe deviznih tečajev na denarna sredstva in njihove ustreznike (653) (517) E. Čisto povečanje denarnih sredstev in denarnih ustreznikov (Af+Bc+Cc) (10.061) 39.186 F. Denarna sredstva in njihovi ustrezniki na začetku obdobja 254.259 215.590 G. Denarna sredstva in njihovi ustrezniki na koncu obdobja (D+E+F) 243.545 254.259 Računovodski izkazi Izkaz denarnih tokov Mag. Stefan Vavti Francesco Vercesi, MBA Mag. Jana Benčina Henigman Mag. Damijan Dolinar, CFA Predsednik uprave Član uprave Članica uprave Član uprave Finančni direktor Pojasnila k računovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. 50 2012 Letno poročilo · UniCredit Bank Povzetek računovodskih usmeritev Splošne informacije UniCredit Banka Slovenija d.d. je poslovna banka s sedežem v Sloveniji, ki nudi široko paleto finančnih storitev pravnim in fizičnim osebam. Banka je bila registrirana kot delniška družba 24. januarja 1991. Njen sedež je na Šmartinski cesti 140, Ljubljana, Slovenija. Dne 31. decembra 2012 je imela Banka skupno 29 poslovnih enot po vsej Sloveniji. Banka je hčerinska banka UniCredit Bank Austria AG. Matična banka Skupine je UniCredit S.p.A. s sedežem v Rimu, A. Specchi, 16, Italija. UniCredit Banka Slovenija d.d. ima dovoljenje za opravljanje bančnih storitev po 7. členu Zakona o bančništvu (Uradni list RS, št. 131/06; v nadaljevanju: ZBan-1). Bančne storitve zajemajo sprejemanje depozitov od javnosti ter dajanje kreditov za svoj račun. Banka ima dovoljenje za opravljanje vzajemno priznanih in dodatnih finančnih storitev. Banka lahko opravlja naslednje vzajemno priznane finančne storitve po 10. členu ZBan-1: • sprejemanje depozitov; • dajanje kreditov, ki vključuje: – potrošniške kredite; – hipotekarne kredite; – odkup terjatev z regresom ali brez njega (factoring), – financiranje komercialnih poslov, vključno z izvoznim financiranjem na podlagi odkupa z diskontom in brez regresa dolgoročnih nezapadlih terjatev, zavarovanih s finančnim instrumentom (forfeiting); • plačilne storitve; • izdajanje in upravljanje drugih plačilnih instrumentov; • izdajanje garancij in drugih jamstev; • trgovanje za svoj račun ali za račun strank: – z instrumenti denarnega trga, – s tujimi plačilnimi sredstvi, vključno z menjalniškimi posli, – s standardiziranimi terminskimi pogodbami in opcijami, – z valutnimi in obrestnimi finančnimi instrumenti, – s prenosljivimi vrednostnimi papirji; • sodelovanje pri izdaji vrednostnih papirjev in storitve, povezane s tem; • svetovanje in storitve v zvezi z združitvami in nakupom podjetij; • upravljanje z naložbami in svetovanje v zvezi s tem;  • investicijske ter pomožne investicijske storitve in posli. Banka lahko opravlja naslednje dodatne finančne storitve po 11. členu ZBan-1: • posredovanje pri prodaji zavarovalnih polic po zakonu, ki ureja zavarovalništvo; • skrbniške storitve po zakonu, ki ureja investicijske sklade in družbe za upravljanje; • posredovanje finančnega zakupa (leasinga) in • posredovanje pri prodaji in odkupu investicijskih diamantov ter pri prodaji naložbenega zlata. Objavljene računovodske izkaze je uprava Banke potrdila 5. februarja 2013. Povzetek pomembnih računovodskih usmeritev Povzetek pomembnih računovodskih usmeritev, ki so uporabljene pri pripravi računovodskih izkazov, navajamo v nadaljevanju. Navedeno računovodsko politiko Banka uporablja za tekoče in primerjalno leto. IZJAVA O SKLADNOSTI Računovodski izkazi Banke so bili pripravljeni v skladu z Mednarodnimi standardi računovodskega poročanja (MSRP) in pojasnili, ki jih je objavil Odbor za mednarodne računovodske standarde (International Accounting Standards Board, IASB) in jih je sprejela Evropska unija. PODLAGA ZA MERJENJE Računovodski izkazi so pripravljeni v skladu z MSRP, pri čemer so kot podlaga za merjenje uporabljene izvirne vrednosti, razen ob merjenju finančnih instrumentov, namenjenih trgovanju, finančnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida, finančnih sredstev, razpoložljivih za prodajo in vseh izvedenih finančnih instrumentov, kjer so kot podlaga za merjenje uporabljene njihove poštene vrednosti. UPORABA OCEN IN PREDPOSTAVK Pri pripravi računovodskih izkazov mora uprava pripraviti presoje, ocene in predpostavke, ki vplivajo na uporabo računovodskih usmeritev ter na izkazane zneske sredstev, obveznosti, prihodkov in odhodkov. Dejanski rezultati lahko odstopajo od ocen. Banka redno pregleduje ocene in osnovne predpostavke zanje. Spremembe računovodskih ocen se pripoznajo v obdobju, v katerem je ocena spremenjena ter v prihodnjih obdobjih, na katera vpliva. a) Opredelitev poštene vrednosti Banka dnevno vrednoti izvedene finančne instrumente, finančna sredstva, namenjena trgovanju, kot tudi finančna sredstva, razpoložljiva za prodajo, na pošteno vrednost instrumenta. Opredelitev poštene vrednosti teh finančnih instrumentov zahteva uporabo metod vrednotenja, če tržna cena ni na razpolago. Za finančne instrumente, s katerimi se ne trguje pogosto in katerih cenovna transparentnost je nizka, je poštena vrednost manj objektivna in zahteva različno določene predpostavke, odvisne od več dejavnikov. Glede na opredelitev poštene vrednosti, v skladu z MSRP 7 Banka razvršča finančna sredstva na tri ravni, ki so: • Raven 1: Kot poštena vrednost se uporabi kotirana cena na delujočem trgu za identičen instrument. • Raven 2: Poštena vrednost se določi na osnovi modelov vrednotenja, ki temeljijo predvsem na tržnih podatkih. Raven UniCredit Bank · 2012 Letno poročilo 51 Povzetek računovodskih usmeritev 2 vključuje tudi finančna sredstva, katerih poštena vrednost je določena na osnovi kotirane cene za identičen instrument, vendar zanje ne obstaja delujoč trg. • Raven 3: Poštena vrednost se določi na osnovi modelov vrednotenja, ki ne temeljijo na zaznavnih tržnih podatkih. Vložek se šteje kot zaznavni vložek, če je tržna cena neposredno na razpolago ali jo je možno izpeljati iz tržne cene. Primeri vložkov za Raven 3 so denimo pretekle volatilnosti ali obrestne mere za valute ter zapadlosti, za katere niso na razpolago finančni instrumenti s tržno ceno. Če vrednost finančnega instrumenta temelji na dejavnikih, za katere tržna cena ni na razpolago, lahko ob koncu obdobja poročanja vrednost teh dejavnikov izberemo iz nabora razumnih možnih alternativ. Za namen priprave finančnih izkazov so razumne vrednosti, ki so izbrane za takšne vložke, za katere ni na voljo tržne cene, usklajene s prevladujočimi razmerami na trgu ter s pristopom Banke, kar zadeva kontrolo vrednotenja. Ravni finančnih instrumentov merjenih po pošteni vrednosti so prikazane v Pojasnilu 2, spremembe teh instrumentov razvrščenih v raven 3 pa v Pojasnilu 4. b) Oslabitve Oslabitve finančnih sredstev po odplačni vrednosti Oslabitev finančnega sredstva je razlika med knjigovodsko in poplačljivo vrednostjo. Poplačljiva vrednost je opredeljena kot sedanja vrednost (diskontirana vrednost) pričakovanih prihodnjih denarnih tokov ob uporabi izvirne efektivne obrestne mere (t.j. obrestna mera, ki natančno razobrestuje (diskontira) pričakovane prihodnje denarne tokove skozi obdobje pričakovane dobe finančnega sredstva ali, če je primerneje, skozi krajše obdobje na čisto knjigovodsko vrednost finančnega sredstva). Pri izračunu oslabitev Banka lahko upošteva tudi pričakovane denarne tokove iz unovčitve prvovrstnih in primernih zavarovanj. Glede na kriterije za razvrstitev v skupine je 100-odstotna oslabitev oblikovana za finančna sredstva in prevzete obveznosti, za katere se ocenjuje, da ne bodo poplačane, za finančna sredstva in prevzete obveznosti s sporno pravno podlago. Posamično ocenjevanje oslabitev se izvaja za vsako finančno sredstvo oziroma prevzeto obveznost, ki je posamezno pomembna (t.j. pri pravnih osebah bančne izpostavljenosti nad 100.000 evrov in pri fizičnih osebah bančne izpostavljenosti nad 300.000 evrov), v nasprotnem primeru Banka izvaja skupinsko ocenjevanje oslabitev. Za stranke iz segmenta poslovanja s podjetji, ki so posamično pomembne ali ki pomembno zamujajo s poravnavo obveznosti, se slabitve finančnih sredstev v UniCredit Banka Slovenija d.d. ocenjujemo posamično, za segmente poslovanja s prebivalstvom pa skupinsko, in sicer glede na primerno oceno sedanje vrednosti pričakovanega denarnega toka. Pri ocenjevanju denarnih tokov Banka presoja finančno poslovanje stranke kot tudi njeno preteklo plačilno (ne)disciplino in način odplačevanja. Ocena vrednosti zavarovanja, ki se upošteva pri izračunu slabitev, temelji na izkušnjah Banke in pridobljenih cenitvah, če in ko je to mogoče. Banka uporablja tudi različne faktorje zavarovanja v smislu konzervativnega pristopa k vrednotenju razpoložljivih zavarovanj. Kvaliteta strank se ocenjuje mesečno in na podlagi tega se oblikujejo oslabitve, postopek pa je urejen z internimi navodili in ima ustrezno informacijsko podporo. Organi, pristojni za upravljanje s kreditnim tveganjem, odobrijo vsako slabitev sredstev glede na vrednost, skladno z izračunano oceno denarnih tokov. Pri strankah, kjer ni znakov za oblikovanje posamičnih oslabitev ali skupinskih specifičnih oslabitev pri fizičnih osebah, Banka uporablja skupinsko ocenjevanje za oblikovanje oslabitev na podlagi razvrščanja strank v bonitetne razrede. Te zajemajo kreditne izgube, ki se nanašajo na portfelj kreditov. Pri izračunavanju potrebe za skupinske slabitve vodstvo Banke upošteva tudi dejavnike, kot so kakovost posojil, velikost portfelja in ekonomske dejavnike, vključno z analizo pretekle plačilne discipline v teh razredih. Slabitve za nastale, vendar še ne izkazane izgube (IBNR) se izračunavajo na mesečni ravni, temeljijo pa na kakovosti portfelja in na tako imenovanem obdobju evidentiranja izgube (angl. loss detection period). IBNR (angl. Incurred but not reported) tako predstavljajo splošne oslabitve. Banka interno razvršča stranke (pravne osebe) v 26 bonitetnih razredov v razponu od 1+ do 10 z ustreznimi pripadajočimi vrednostmi verjetnosti neplačila (angl. PD - probability of default). V segmentu poslovanja s prebivalstvom je bilo v UniCredit Banka Slovenija d.d. v letu 2012 uvedeno spremljanje bonitete stranke na podlagi podatkov, pridobljenih iz njene vloge pri Banki in podatkov, pridobljenih za obstoječe stranke na podlagi njihovega poslovanja z Banko. Interno so stranke iz tega segmenta razvrščene v 11 bonitetnih razredov z ustreznimi pripadajočimi vrednostmi verjetnosti neplačila. Banka za segmente poslovanja s prebivalstvom oblikuje posamične oslabitve portfeljsko, in sicer na mesečni ravni. Na podlagi kakovosti portfelja so izračunani kazalniki, ki so skladno s standardi pomembni za izračun pričakovanih izgub (angl. Expected loss) na nivoju posamezne stranke. Potreba po morebitnih oslabitvah finančnih sredstev v posesti do zapadlosti se ugotavlja, če obstajajo nepristranski dokazi o oslabljenosti, to so pomembne finančne težave izdajatelja, verjetnost, da bo izdajatelj šel v stečaj ter drugih pomembnih podatkih, ki kažejo, da obstaja izmerljivo zmanjšane ocenjenih prihodnjih denarnih tokov. Če taki dokazi obstajajo, se znesek izgube izmeri kot razlika med knjigovodsko vrednostjo sredstva in sedanjo vrednostjo pričakovanih prihodnjih denarnih tokov. Oslabitve finančnih sredstev razpoložljivih za prodajo Isti nepristranski dokazi kažejo tudi na oslabljenost finančnih sredstev, ki so na razpolago za prodajo. Izguba zaradi oslabitve se pripozna, kadar pride do pomembnega ali dolgotrajnega padca poštene vrednosti pod nabavno vrednost teh finančnih sredstev. Banka kot objektivni dokaz o oslabitvi finančnih naložb v kapitalske instrumente iz skupine finančnih sredstev, razpoložljivih za prodajo, šteje pomembno (40-odstotno znižanje poštene vrednosti glede na njihovo prvotno nabavno vrednost) ali dolgotrajnejše (če Banka 9 mesecev konstantno izkazuje izgubo v presežku iz prevrednotenja) zmanjšanje poštene vrednosti pod njihovo nabavno vrednostjo. Kadar Banka na taki podlagi ugotovi, da je finančna naložba oslabljena, celotno izgubo iz vrednotenja tega instrumenta prenese v poslovni izid. Več podrobnosti pa je navedenih v poglavju Bančna tveganja. SPREMEMBE RAČUNOVODSKIH USMERITEV Banka je v letu 2012 zaradi spremembe sheme izkaza finančnega položaja, ki jo predpiše Banka Slovenije, prerazvrstila: • druga finančna sredstva s postavke Druga sredstva na postavko Krediti, • druge finančne obveznosti s postavke Druge obveznosti na postavko Finančne obveznosti, merjene po odplačni vrednosti. Zneski prerazvrstitev so vidni v Izkazu finančnega položaja v koloni Znesek prerazvrstitve med postavkami. V pojasnilu 6, podnaslov Druga finančna sredstva in v pojasnilu 16, podnaslov Druge finančne obveznosti je podrobneje pojasnjeno, kaj je bilo prerazvrščeno. IZDANI, VENDAR ŠE NE UVELJAVLJENI STANDARDI IN POJASNILA Za leto, ki se je končalo 31. decembra 2012, še niso veljali naslednji standardi in pojasnila: • Dopolnitev k MSRP 7 Razkritja – Pobotanje finančnih sredstev in finančnih obveznosti Dopolnitev vsebuje nove zahteve glede razkritij finančnih sredstev in finančnih obveznosti, ki so: – pobotani v izkazu finančnega položaja ali – predmet izvršljivih okvirnih pogodb o pobotu ali podobnih sporazumov. Predvideva se, da zadevne spremembe ne bodo pomembno vplivale na računovodske izkaze, saj Banka ne izvaja obsežnejšega pobotanja finančnih sredstev in finančnih obveznosti. • MSRP 10 – Konsolidirani računovodski izkazi in MRS 27 (2011) – Ločeni računovodski izkazi MSRP 10 predvideva za izvedbo analize obvladovanja enoten model za vse vrste podjetij, vključno s podjetji, ki se v okviru SOP-12 trenutno obravnavajo kot podjetja za posebne namene. MSRP 10 uvaja nove zahteve glede ocene obvladovanja, ki se razlikujejo od obstoječih zahtev, kot jih določa MRS 27 (2008). Skladno z novim modelom naložbenik obvladuje prejemnika finančne naložbe, če: – je izpostavljen ali upravičen do spremenljivih donosov iz vpletenosti oz. podjetja, v katero naložbi; – ima možnost vplivati na zadevni donos na podlagi svojega obvladovanja podjetja, v katero naložbi oz. prejemnika finančne naložbe; ter – obstaja povezava med močjo in donosom. Spremenjen standard vsebuje tudi zahteve po razkritjih in zahteve v zvezi s pripravo konsolidiranih računovodskih izkazov. Te zahteve se prenesejo iz MRS 27 (2008). Vpliv začetne uporabe sprememb je odvisen od določenih dejstev in okoliščin prejemnikov finančne naložbe znotraj Skupine na dan začetne uporabe. Pred začetno uporabo sprememb Banka torej ne more oceniti njihovega vpliva na računovodske izkaze. • MSRP 11 – Skupni aranžmaji MSRP 11 – Skupni aranžmaji nadomešča MRS 31, Naložbe v skupne podvige. MSRP 11 sicer ne uvaja bistvenih sprememb celovite definicije aranžmaja, ki je predmet skupnega obvladovanja, se pa definicija obvladovanja in posredno skupnega obvladovanja spremeni zaradi MSRP 10. Nov standard določa dve vrsti aranžmajev, pri čemer ima vsak svoj računovodski model: – skupna dejavnost je skupni aranžma, pri čemer imajo stranke, ki skupaj obvladujejo aranžma, pravice do sredstev in obveze iz obveznosti, povezanih z aranžmajem; – skupni podvig je skupni aranžma, pri čemer imajo stranke, ki skupaj obvladujejo aranžma, pravice do čistih sredstev aranžmaja. MSRP 11 je iz določil MRS 31 – Skupaj obvladovana podjetja učinkovito izločil primere, pri katerih je nosilec skupnega aranžmaja ločen od ostalih, ločitev pa se v nekaterih primerih izkaže kot neučinkovita. Ti aranžmaji se obravnavajo podobno kot skupaj obvladovana sredstva/delovanja skladno z MRS 31, in se odslej imenujejo skupne dejavnosti. Nadalje MRS 31 za skupaj obvladovana podjetja oz. skupne podvige ukinja možnost proste izbire med kapitalsko metodo in sorazmerno konsolidacijo. Pri konsolidiranih računovodskih izkazih je odslej potrebno uporabiti kapitalsko metodo. Banka predvideva, da MSRP 11 ne bo vplival na računovodske izkaze, saj ni stranka v kakršnihkoli skupnih aranžmajih. • MSRP 12 – Razkritje deležev v drugih podjetjih MSRP 12 zahteva dodatna razkritja glede pomembnih ocen in predpostavk v zvezi z določanjem vrste deležev v podjetjih ali aranžmajih, deležev v odvisnih družbah, skupnih aranžmajih in pridruženih podjetjih ter v nekonsolidiranih strukturiranih podjetjih. Banka predvideva, da nov standard ne bo pomembno vplival na računovodske izkaze. • MSRP 13 – Merjenje poštene vrednosti UniCredit Bank · 2012 Letno poročilo 53 Povzetek računovodskih usmeritev MSRP 13 nadomešča napotke v zvezi z merjenjem poštene vrednosti, ki jih navajajo posamezni standardi, z enim samim virom oz. standardom. Standard opredeljuje pošteno vrednost, določa okvir za merjenje poštene vrednosti ter navaja razkritja, ki se zahtevajo v zvezi z merjenjem poštene vrednosti. MSRP 13 določa, kako izmeriti pošteno vrednost, kadar to zahtevajo ali dovolijo drugi MSRP-ji. Standard ne uvaja novih zahtev po merjenju sredstev in obveznosti po pošteni vrednosti, niti ne izloča izjeme oz. neizvedljive primere merjenja po pošteni vrednosti, ki trenutno obstajajo v določenih standardih. Standard vsebuje obsežen okvir razkritij, ki navaja dodatna določila k obstoječim zahtevam po razkritju na podlagi katerih uporabniki računovodskih izkazov lažje ocenijo metode in vnose, uporabljene pri merjenju poštene vrednosti, ter vpliv merjenj – v primeru večkratnih merjenj, ki so zajemali pomembne vložke – na poslovni izid ali drugi vseobsegajoči donos. Banka predvideva, da standard ne bo pomembno vplival na računovodske izkaze, saj je uprava mnenja, da so metode in predpostavke, ki se trenutno uporabljajo pri merjenju poštene vrednosti, skladne z določili MSRP 13. • Dopolnitev k MRS 1 – Predstavljanje računovodskih izkazov: Predstavitev postavk drugega vseobsegajočega donosa Dopolnitev zahteva, da Banka ločeno predstavi postavke drugega vseobsegajočega donosa, in sicer tiste, ki se v prihodnosti smejo prerazvrstiti v poslovni izid, in tiste, ki se ne bodo nikoli prerazvrstile v poslovni izid. Če so postavke drugega vseobsegajočega donosa predstavljene pred povezanimi davčnimi učinki, je potrebno celoten znesek davka prikazati oz. razporediti med zgoraj omenjenimi oddelki. Banka predvideva, da standard ne bo pomembno vplival na računovodske izkaze. Vse postavke njenega drugega vseobsegajočega donosa se v prihodnosti smejo prerazvrstiti v poslovni izid, davek pa že izkazuje ločeno. • Dopolnitev k MRS 12: Davek iz dobička: Povrnitev naložbe v sredstvo Dopolnitev uvaja spodbitno domnevo, da se knjigovodska vrednost naložbene nepremičnine, ki je izmerjena z uporabo modela poštene vrednosti, lahko ob prodaji v celoti pokrije oz. nadomesti. Namen uprave ni pomemben, razen takrat ko se naložbena nepremičnina amortizira ter je posedovana v sklopu poslovnega modela, katerega namen je bistveno izkoristiti vse ekonomske koristi sredstva tekom njegove dobe koristnosti. Domnevo je možno spodbijati zgolj v tovrstnih primerih. Dopolnitev ne bo pomembno vplivala na računovodske izkaze Banke, saj Banka ne izkazuje naložbenih nepremičnin, ki bi bile izmerjene z uporabo modela poštene vrednosti skladno z MRS 40. • MRS 19 (2011) – Zaslužki zaposlencev Dopolnitev zahteva, da se aktuarski dobički in izgube pripoznajo neposredno v drugem vseobsegajočem donosu. Dopolnitev ukinja pristop ‘pasu’, ki se uporablja za pripoznavanje aktuarskih dobičkov in izgub, ter družbam posledično onemogoča pripoznavanje vseh sprememb v okviru obveze za določene zaslužke ter sredstev programa v poslovnem izidu, kar je trenutno dovoljeno skladno z zahtevami MRS 19. Dopolnitev nadalje zahteva, da se pričakovani donos iz sredstev programa, ki je pripoznan v poslovnem izidu, preračuna na podlagi mere, s katero se je diskontirala obveza za določene zaslužke. Banka predvideva, da dopolnitev ne bo pomembno vplivala na njene računovodske izkaze. • MRS 27 (2011) – Ločeni računovodski izkazi Obstoječe zahteve glede razkritij v ločenih računovodskih izkazih so se iz MRS 27 (2008) prenesle v MRS 27 (2011), vendar z manjšimi napotki, ki razjasnijo uporabo. Dopolnjen MRS 27 (2011) tudi vključuje obstoječe zahteve glede ločenih računovodskih izkazov iz MRS 28 (2008) in MRS 31. Standard ne obravnava več načela obvladovanja in zahteve v zvezi s pripravo konsolidiranih računovodskih izkazov, ki so vključene v MSRP 10 Konsolidirani računovodski izkazi. Banka predvideva, da MRS 27 (2011) ne bo pomembno vplival na računovodske izkaze, saj njene računovodske usmeritve ostanejo nespremenjene. • MRS 28 (2011) – Finančne naložbe v pridružena podjetja in skupne podvige Spremembe MRS 28 (2008) zajemajo: – Pridružena podjetja in skupni podvigi za prodajo. MSRP 5 – Nekratkoročna sredstva za prodajo in ustavljeno poslovanje obravnava naložbo ali del naložbe v pridruženo podjetje ali skupni podvig, ki izpolnjuje sodila za razvrstitev med sredstva za prodajo. Del naložbe, ki se ohrani in ne razvrsti za prodajo, se obračuna po kapitalski metodi do njegove odtujitve. Po odtujitvi se vsak zadržan oz. ohranjen del naložbe obračuna po kapitalski metodi pod pogojem, da gre za delež v pridruženem podjetju ali skupnem podvigu. – Spremembe deležev v pridruženih podjetjih in skupnih podvigih. Doslej sta MRS 28 (2008) in MRS 31 določala, da je pri odstopu pomembnega vpliva ali skupnega obvladovanja potrebno v vseh primerih ponovno izmeriti zadržane deleže, četudi se je pomembni vpliv prenesel na skupni podvig. Spremenjen MRS 28 (2011) določa, da v tovrstnih primerih, zadržane deleže v naložbi ni potrebno ponovno izmeriti. Predvideva se, da dopolnitev standarda ne bo pomembno vplivala na računovodske izkaze, saj Banka nima naložb v pridruženih podjetjih ali skupnih podvigih. • Dopolnitev k MRS 32 – Pobotanje finančnih sredstev in finančnih obveznosti Povzetek računovodskih usmeritev • tistih, ki jih Banka namerava prodati takoj ali kratkoročno, ki se uvrstijo kot v posesti za trgovanje, in tistih, ki jih Banka po začetnem pripoznanju označi po pošteni vrednosti skozi poslovni izid; • tistih, ki jih Banka po začetnem pripoznanju označi kot razpoložljiva za prodajo; • tistih, za katere imetnik morda ne dobi povrnjene skoraj celotne pripoznane začetne naložbe, vendar ne zaradi poslabšanja kreditne sposobnosti, ki se uvrstijo kot na razpolago za prodajo. Posojila in terjatve se izkazujejo po odplačni vrednosti. Banka pripozna posojila in terjatve na datum plačila oz. kadar postane del pogodbenih določb v finančnem instrumentu ter odpravi njihovo pripoznanje na datum plačila oz. ko potečejo pogodbene pravice do denarnih tokov iz finančnega sredstva. Prihodki iz obresti od oslabljenih posojil in terjatev so oslabljeni v enakem odstotku kot glavnica. V poglavju Uporaba ocen in predpostavk je opredeljeno, kako jih Banka oslabi. Posojila in terjatve zajemajo tudi druga finančna sredstva, to so terjatve za provizije, ki ne sodijo v izračunavanje odplačne vrednosti finančnih sredstev, prehodno nezaračunane prihodke za bančne produkte, terjatve za prodana finančna sredstva, terjatve do kupcev in terjatve v obračunu iz poslovnih razmerij. c) Finančne naložbe v posesti do zapadlosti v plačilo Finančne naložbe v posesti do zapadlosti v plačilo so neizpeljana finančna sredstva z določenimi ali določljivimi plačili in določeno zapadlostjo v plačilo, ki jih Banka nedvoumno namerava in zmore posedovati do zapadlosti. Finančne naložbe v posesti do zapadlosti v plačilo se izkazujejo po odplačni vrednosti. V poglavju Uporaba ocen in predpostavk je opredeljeno, kako jih Banka oslabi. d) Za prodajo razpoložljiva finančna sredstva Za prodajo razpoložljiva finančna sredstva so tista neizpeljana finančna sredstva, ki so označena kot razpoložljiva za prodajo ali pa niso uvrščena kot posojila in terjatve, finančne naložbe v posesti do zapadlosti v plačilo ali finančna sredstva po pošteni vrednosti skozi poslovni izid. Ta portfelj vključuje lastniške in dolžniške vrednostne papirje. Po prvotnem izkazovanju se za prodajo razpoložljiva finančna sredstva izmerijo po njihovih poštenih vrednostih. Tržna vrednost na borzi ne odraža vedno poštene vrednosti dolžniških vrednostnih papirjev. V tem primeru Banka ugotavlja pošteno vrednost dolžniških vrednostnih papirjev z metodo vrednotenja preko modela, kjer pri določitvi cene upošteva krivuljo obrestne zamenjave in premijo za kreditno tveganje za določen dolžniški vrednostni papir. Premija za kreditno tveganje se določi s pomočjo primerljivih obveznic z enako zapadlostjo. Pošteno vrednost lastniških vrednostnih papirjev, ki ne kotirajo na borzi, pa Banka ugotavlja z uporabo ustreznih modelov. Sprememba poštene vrednosti pri finančnem sredstvu, ki je na razpolago za prodajo, se pripozna neposredno v izkazu drugega vseobsegajočega donosa, razen izgub zaradi oslabitve in deviznih dobičkov in izgub, dokler se za finančno sredstvo ne odpravi pripoznanja in tedaj je prej pripoznani nabrani dobiček ali izguba pripoznan/a v poslovnem izidu. Obresti, izračunane po metodi veljavnih obresti, se obračunavajo dnevno in se pripoznajo v poslovnem izidu. Dividende za kapitalski instrument, ki je na razpolago za prodajo, se pripoznajo v poslovnem izidu, ko je uveljavljena pravica Banke do plačila. V poglavju Uporaba ocen in predpostavk je opredeljeno, kako jih Banka oslabi. IZVEDENI FINANČNI INSTRUMENTI V svojem rednem poslovanju Banka sklepa posle z izvedenimi finančnimi instrumenti, ki predstavljajo majhno začetno naložbo v primerjavi z nazivno vrednostjo pogodbe. Uporabljani izvedeni finančni instrumenti vključujejo obrestne, valutne in blagovne terminske pogodbe (forward), zamenjave (swap) in opcije (option). Banka uporablja te finančne instrumente za varovanje pred obrestnim in valutnim tveganjem, s katerima se srečuje pri svojem poslovanju na finančnih trgih, aktivno odpira svoje pozicije ter jih prodaja strankam. Izvedeni finančni instrumenti se v izkazu finančnega položaja pripoznajo po pošteni vrednosti. Poštene vrednosti so določene na podlagi objavljenih cen na delujočem trgu, z uporabo modelov diskontiranih denarnih tokov ali uporabo modelov za opcijsko vrednotenje, odvisno od posameznega izvedenega finančnega instrumenta. Spremembe poštene vrednosti izvedenih finančnih instrumentov, ki ne predstavljajo instrumentov za varovanje pred tveganjem, se izkazujejo v postavki »Čisti dobički / izgube iz finančnih sredstev in obveznosti, namenjenih trgovanju«. Vse izvedene finančne instrumente se izkazuje kot sredstva, če je njihova poštena vrednost pozitivna, in kot obveznosti, če je ta negativna. Poštena vrednost valutnih izvedenih finančnih instrumentov je njihova tržna cena v sistemu Wall Street, poštena vrednost obrestnih izvedenih finančnih instrumentov pa tržna cena v sistemu OPUS. Pošteno vrednost izvedenih finančnih instrumentov na lastniške vrednostne papirje ter blagovnih izvedenih finančnih instrumentov pa Banki posreduje Bayerische Hypo- und Vereinsbank AG, München. INSTRUMENTI ZA VAROVANJE PRED TVEGANJEM a) Varovanje poštene vrednosti pred tveganjem V letu 2012 Banka ni izvajala varovanja poštene vrednosti pred tveganjem. Povzetek računovodskih usmeritev negativno tržno vrednost izvedenih finančnih instrumentov in ju Banka meri po pošteni vrednosti. Druge finančne obveznosti sestavljajo obveznosti za provizije, ki ne sodijo v izračunavanje odplačne vrednosti finančnih obveznosti, obveznosti za kupljena finančna sredstva, obveznosti v obračunu iz poslovnih razmerij, obveznosti do dobaviteljev in druge poslovne obveznosti, ki ustrezajo definiciji finančnega instrumenta. REZERVACIJE Rezervacija se pripozna, če ima Banka zaradi preteklega dogodka sedanjo obvezo, če je verjetno, da bo pri poravnavi obveze potreben odtok dejavnikov, ki omogočajo gospodarske koristi, in če je mogoče zanesljivo oceniti znesek obveze. Rezervacije se oblikujejo za: • potencialne izgube v zvezi s tveganji, ki izhajajo iz zunajbilančnih postavk; • jubilejne nagrade in odpravnine; • potencialne izgube v zvezi s pravdnimi spori, v katerih je Banka udeležena oziroma obstaja nevarnost, da bo udeležena; • druge dogodke, za katere je zelo verjetno, da bo Banka utrpela odliv finančnih sredstev. IZKAZ DENARNIH TOKOV Pri poročanju o denarnih tokovih so denarna sredstva opredeljena kot denar v blagajni in na transakcijskih računih pri bankah, vključno z obveznimi rezervami pri Banki Slovenije. Denarni ustrezniki so opredeljeni kot kratkoročne hitro unovčljive naložbe, ki so takoj pretvorljive v znane zneske denarnih sredstev in pri katerih je tveganje spremembe vrednosti nepomembno. Banka sestavi izkaz denarnih tokov po posredni metodi. Za prikaz denarnih tokov pri poslovanju Banka poslovni izid pred obdavčitvijo dopolni z učinki naslednjih nedenarnih postavk: amortizacija, oslabitve, dobički in izgube iz tečajnih razlik, dobički in izgube iz finančnih sredstev v posesti do zapadlosti, dobički in izgube pri prodaji opredmetenih osnovnih sredstev in neopredmetenih dolgoročnih sredstev, iz financiranja, čisti nerealizirani dobički v presežku iz prevrednotenja finančnih sredstev, razpoložljivih za prodajo in iz varovanja denarnih tokov pred tveganji. V skladu s Sklepom o poslovnih knjigah in letnih poročilih bank in hranilnic Banka ne glede na to, da sestavi izkaz denarnih tokov po posredni metodi, za prikaz denarnih tokov pri naložbenju in denarnih tokov pri financiranju uporabi neposredno metodo. UGODNOSTI ZAPOSLENIH Banka svojim zaposlenim izplačuje jubilejne nagrade in odpravnine ob upokojitvi. Zaposleni so upravičeni do jubilejnih nagrad, če so v Banki neprekinjeno zaposleni določeno časovno obdobje. Do odpravnin so upravičeni tisti zaposleni, ki se upokojijo in so bili pred tem v Banki zaposleni določeno minimalno časovno obdobje. Rezervacije so izračunane le za osebe, zaposlene za nedoločen čas. Sedanjo vrednost obvez za izplačilo jubilejnih nagrad in odpravnin je izračunal za to usposobljen aktuar z uporabo metode predvidene pomembnosti enot. Ključne aktuarske predpostavke, uporabljene pri izračunu sedanje vrednosti omenjenih obvez, so naslednje: • diskontna mera – kot diskontna mera so uporabljeni na dan izkaza finančnega položaja znani tržni donosi obveznic, katerih izdajatelji so družbe iz evro območja; • ocenjeno povečanje prihodnjih plač; • stopnje smrtnosti – tabela smrtnosti v Sloveniji v letih 2000 – 2002; • fluktuacija zaposlenih na podlagi zabeleženih podatkov o zaposlenih v Banki v prejšnjih letih; • starost ob upokojitvi: 65 let ne glede na spol v izračunu za leto 2012 (59 let za ženske in 61 let za moške za leto 2011); • tekoči podatki o zaposlenih v Banki (trajanje zaposlitve, starost, spol, povprečni zaslužki); • povprečna mesečna plača v Republiki Sloveniji; Znesek obvez, ki izhajajo iz jubilejnih nagrad in odpravnin zaposlenim, je pripoznan kot sedanja vrednost pričakovanih prihodnjih plačil. Aktuarski dobički in izgube so pripoznani v poslovnem izidu. Banka plačuje prispevke za pokojninsko zavarovanje v skladu z zakonodajo. Prispevki predstavljajo stroške v obdobju, na katerega se nanašajo, in so v izkazu poslovnega izida prikazani med stroški dela. PLAČILO Z DELNICAMI V skladu z MSRP 2 je skupina UniCredit vzpostavila srednje- do dolgoročni program nagrajevanja z delnicami in delniškimi opcijami UniCredit S.p.A. Program je bil vzpostavljen z namenom spodbujanja pripadnosti in motivacije izbranih managerjev in zaposlenih k doseganju strateških ciljev Skupine. Plačilne transakcije so poravnane s kapitalom. V skladu z MSRP so članice Skupine, katerih zaposlenim so bile dodeljene delnice, zavezane plačati matični družbi izmerjeno obveznost za razporeditev njihovim zaposlenim. Kriteriji izračuna poštene vrednosti za s kapitalom poravnane delniške opcije: Poštena vrednost je bila izračunana z uporabo »Hull and White« modela. Model temelji na trinominalnem drevesu cenovne distribucije z uporabo Boyleovega algoritma in ocenjuje zgodnjo verjetnost izpolnitve na temelju determinističnega modela, ki je povezan z doseganjem tržne vrednosti delnice, kar je enako izpolnitvenemu večkratniku cene in verjetnosti, da jih bo upravičenec odtujil v obdobju moratorija neizvršljivosti opcij. Kriteriji izračuna poštene vrednosti delnice: Poštena vrednost je bila izračunana na podlagi tržne vrednosti delnice zmanjšana za sedanjo vrednost dividend, ki se nanašajo na obdobje od podelitve do izvršitve pravice. Odmerno obdobje za delnice je 1 leto, odmerno obdobje za delniške opcije pa štiri leta. Pravice iz naslova podeljenih delnic je možno uveljaviti v 5 mesecih po koncu odmernega obdobja, iz naslova delniški opcij pa v 6 do 10 letih po koncu odmernega obdobja. DELNIŠKI KAPITAL Delniški kapital je sestavljen iz vpoklicanega osnovnega kapitala, kapitalskih rezerv, presežka iz prevrednotenja (presežka iz prevrednotenja pri poslih z vrednostnimi papirji, razpoložljivimi za prodajo, in varovanja denarnih tokov), rezerv iz dobička in čistega dobička poslovnega leta. Le čisti dobiček poslovnega leta je izplačljiv. DOBIČEK NA DELNICO Banka je predstavila dobiček na delnico za svoje navadne (kosovne) delnice. Dobiček na delnico je izračunan kot kvocient med dobičkom ali izgubo ter povprečnim številom delnic v obdobju. Banka nima prednostnih delnic ali drugih zamenljivih instrumentov, zato je popravljen čisti dobiček na delnico enak osnovnemu dobičku na delnico. POGOJNE OBVEZNOSTI IN PREVZETE FINANČNE OBVEZNOSTI Prevzete finančne obveznosti za jamstva (garancije), tako finančna kot storitvena, predstavljajo nepreklicne obveze Banke za plačila, če komitent Banke ne izpolni svojih obveznosti do tretjih oseb. Merjeni so v skladu z MRS 37, dokler niso izpolnjeni pogoji za pripoznanje v izkazu finančnega položaja. Listinski akreditivi so nepreklicne pogojne obveznosti Banke, ki na zahtevo stranke (kupca) izvrši ali sprejme plačilo upravičenca (prodajalca), ali plača ali sprejme menice, ki jih je dvignil upravičenec ob predložitvi predpisanih dokumentov, skladno z izpolnjenimi zahtevami izdanega akreditiva. Listinski akreditivi so zavarovani, podobno kot posojila oz. prevzete finančne obveznosti za jamstva, glede na kreditno sposobnost in uspešnost posojilojemalca. Osnovni namen prevzetih in nepreklicnih obveznosti iz odobrenih posojil je, skladno s sklenjenim dogovorom, zagotovitev sredstev komitentu Banke. Prevzete in nepreklicne obveznosti iz odobrenih posojil sestavljajo nečrpana sredstva iz odobrenih posojil in neporabljeni, odobreni limiti na transakcijskih računih komitentov Banke. Tveganja, povezana s pogojnimi obveznostmi in prevzetimi finančnimi obvezami, se ocenjujejo podobno kot tveganja pri odobrenih posojilih, pri čemer so upoštevani kreditna sposobnost in uspešnost posojilojemalca ter vrednosti prejetih zavarovanj in garancij tretjih strank. OBRESTNI PRIHODKI IN ODHODKI V izkazu poslovnega izida se obrestni prihodki in odhodki pripoznajo v ustreznem obdobju po metodi veljavnih obresti. PRIHODKI IN ODHODKI IZ PROVIZIJ Prejete in dane provizije se običajno pripoznajo na dan zaključka izvedene transakcije. Provizije, ki se nanašajo na daljše časovno obdobje, Banka razmejuje. OBDAVČENJE Davki se izračunavajo v skladu s predpisi o davku od dohodkov pravnih oseb. Na splošno obdavčljiv dobiček temelji na dobičku ali izgubi, pripoznani v izkazu poslovnega izida, ki je pripravljen v skladu z MSRP. Prilagojen je v skladu z davčnimi predpisi. Odhodek za davek (prihodek od davka) obsega odmerjeni odhodek za davek (odmerjeni prihodek od davka) in odloženi odhodek za davek (odloženi prihodek od davka). Trenutna davčna stopnja za davek od dohodkov pravnih oseb je 18 % (za leto 2011 20 %). Za odložene davke so bila uporabljene stopnje 17 %, 16 % oz. 15 % (za leto 2011 20 %), ki predstavljajo stopnje davka od dohodkov pravnih oseb za leta 2013, 2014 in 2015. Banka uporabi ustrezno stopnjo v skladu z verjetnostjo, v katerem letu bo davek realiziran. Odloženi davki so namenjeni pokrivanju začasne razlike, ki nastane med davčno vrednostjo sredstev in obveznosti ter njihovo knjigovodsko vrednostjo v izkazu finančnega položaja. Odložene obveznosti za davek so zneski davka iz dobička, ki jih bo treba poravnati v prihodnjih obdobjih glede na obdavčljive začasne razlike. Odložene terjatve za davek so zneski davka iz dobička, ki bodo povrnjeni v prihodnjih obdobjih glede na odbitne začasne razlike, prenos neizrabljenih davčnih izgub v naslednja obdobja in prenos neizrabljenih davčnih dobropisov v naslednja obdobja. Banka mora plačevati različne posredne davke iz poslovanja. Ti so vključeni kot sestavina administrativnih stroškov. POSLOVANJE PO POOBLASTILIH IN POSREDNIŠKO POSLOVANJE Sredstva, ki jih Banka upravlja kot pooblaščenec, zaupnik ali posrednik, niso sredstva Banke in kot taka niso vključena v računovodske izkaze Banke. S tem poslovanjem Banka zasluži provizijo, ki je izkazana kot Opravnina od posredniških in komisijskih poslov v Izkazu poslovnega izida Banke. REGULATORNE ZAHTEVE Za Banko veljajo regulatorne zahteve Banke Slovenije. Ti predpisi vključujejo limite in druge omejitve, ki se nanašajo na zahteve za minimalno kapitalsko ustreznost, klasifikacijo posojil in zunajbilančnih obveznosti in rezervacij za kritje kreditnega tveganja, likvidnosti, obrestnih in deviznih pozicij. Prav tako pojasnila o poslovanju po pooblastilu in o posredniškem poslovanju zahteva Banka Slovenije, ne zahtevajo jih MSRP. 31. decembra 2012 sta bila Banka in njeno poslovanje v vseh pomembnih pogledih usklajena z zakonodajnimi zahtevami. POVEZANE OSEBE Povezane osebe so: • podjetja, ki neposredno ali posredno prek enega ali več UniCredit Bank · 2012 Letno poročilo 59 Povzetek računovodskih usmeritev posrednikov obvladujejo ali jih obvladujejo druga podjetja, ali pa so pod skupnim upravljanjem poročajočega podjetja; • ključno ravnateljsko osebje, torej posamezniki, ki imajo izvršilno moč in odgovornost na področjih načrtovanja, usmerjanja in nadziranja dejavnosti Banke; • ožji člani družine ključnega ravnateljskega osebja, ki so lahko zakonec oziroma partner posameznika in otroci, otroci zakonca oziroma partnerja posameznika ter družinski člani, ki jih vzdržuje posameznik ali zakonec oziroma partner; • in podjetja, v katerih ima neposredno ali posredno bistven delež pri glasovanju kakšen posameznik, opisan zgoraj, ali na katerega tak posameznik lahko pomembno vpliva. Sem sodijo podjetja v lasti članov uprave ali glavnih delničarjev Banke in podjetja, ki imajo z Banko kakšnega skupnega ključnega člana vodstva. Pri proučevanju vseh možnih oblik povezav med strankami je pozornost namenjena zlasti vsebini povezave in ne le pravni obliki. Računovodski izkazi Pojasnila k računovodskim izkazom Prerazvrstitve EUR 1.000 31. 12. 2012 Knjigovodska vrednost Poštena vrednost Vrednost na dan prerazvrstitve Knjigovodska vrednost Poštena vrednost 31. 12. 2011 Knjigovodska vrednost Poštena vrednost Finančna sredstva, namenjena trgovanju, prerazvrščena v sredstva v posesti do zapadlosti -- 29.640 29.640 19.968 19.964 V skladu z MRS 39 so prerazvrstitve iz kategorije finančnih sredstev, namenjenih trgovanju, v finančna sredstva v posesti do zapadlosti mogoče v izjemnih razmerah. Le-te so nastopile v času zloma finančnih trgov v drugem in tretjem četrtletju leta 2008 in so povzročile spremembo namena, da bo Banka vrednostne papirje posedovala do zapadlosti. Še zadnja od prerazvrščenih obveznic je v letu 2012 zapadla. Če Banka ne bi opravila prerazvrstitev finančnih sredstev, bi bil njen izkaz poslovnega izida drugačen na naslednji postavki in v naslednji vrednosti: EUR 1.000 2012 2011 Čisti dobički / izgube iz finančnih sredstev in obveznosti, namenjenih trgovanju 36 103 Pojasnilo 8: Opredmetena osnovna sredstva EUR 1.000 Vlaganja v Računalniška 2012 Oprema v tuje objekte oprema Druga oprema pripravi Skupaj Nabavna vrednost Začetno stanje 12.575 5.233 6.423 726 24.957 Povečanje - - - 433 433 Prenos iz opreme v pripravi - 442 236 (678) - Izločitev (357) (405) (176) - (938) Končno stanje 12.218 5.270 6.483 481 24.452 Amortizacijski popravek vrednosti Začetno stanje 5.519 3.488 3.223 - 12.230 Amortizacija za leto 1.008 488 762 - 2.258 Izločitev (241) (403) (139) - (783) Končno stanje 6.286 3.573 3.846 - 13.705 Čista knjigovodska vrednost Začetno stanje 7.056 1.745 3.200 726 12.727 Končno stanje 5.932 1.697 2.637 481 10.747 66 2012 Letno poročilo · UniCredit Bank EUR 1.000 Vlaganja v Računalniška 2011 Oprema v tuje objekte oprema Druga oprema pripravi Skupaj Nabavna vrednost Začetno stanje 9.642 4.264 5.671 170 19.747 Povečanje 2.933 - - 3.007 5.940 Prenos iz opreme v pripravi - 1.243 1.208 (2.451) - Izločitev - (274) (456) - (730) Končno stanje 12.575 5.233 6.423 726 24.957 Amortizacijski popravek vrednosti Začetno stanje 4.657 3.193 2.902 - 10.752 Amortizacija za leto 862 567 662 - 2.091 Izločitev - (272) (341) - (613) Končno stanje 5.519 3.488 3.223 - 12.230 Čista knjigovodska vrednost Začetno stanje 4.985 1.071 2.769 170 8.995 Končno stanje 7.056 1.745 3.200 726 12.727 Banka nima pogodbenih obveznosti za pridobitev opredmetenih osnovnih sredstev. Pri vlaganjih v tuje objekte Banka nima možnosti prodaje teh, prav tako nobenih drugih pogodbenih obveznosti v zvezi z njimi. Banka nima stroškov izposojanja povezanih z opredmetenimi osnovnimi sredstvi, zato jih tudi ni usredstvila. Pojasnilo 9: Neopredmetena dolgoročna sredstva EUR 1.000 2012 2011 Nabavna vrednost Začetno stanje 36.157 31.964 Povečanje 4.247 5.770 Izločitev - (1.577) Končno stanje 40.404 36.157 Amortizacijski popravek vrednosti Začetno stanje 18.840 16.932 Amortizacija za leto 2.328 3.148 Izločitev - (1.240) Končno stanje 21.168 18.840 Čista knjigovodska vrednost Začetno stanje 17.317 15.032 Končno stanje 19.236 17.317 Banka kot neopredmetena dolgoročna sredstva pripoznava izključno programsko opremo. Nima znotraj Banke ustvarjenih neopredmetenih sredstev. Banka ima na dan 31. december 2012 za 448 tisoč evrov pogodbenih obveznosti za pridobitev neopredmetenih osnovnih sredstev (na dan 31. december 2011: 360 tisoč evrov). Banka nima stroškov izposojanja povezanih z neopredmetenimi dolgoročnimi sredstvi, zato jih tudi ni usredstvila. UniCredit Bank · 2012 Letno poročilo 67 Računovodski izkazi Pojasnila k računovodskim izkazom Krediti bank EUR 1.000 31. 12. 2012 31. 12. 2011 Dolgoročni krediti 346.820 390.924 Skupaj 346.820 390.924 Vloge strank EUR 1.000 31. 12. 2012 31. 12. 2011 Na vpogled 669.800 382.535 Podjetja 375.915 211.507 Finančne institucije 80.047 10.993 Javni sektor 72.053 34.379 Prebivalstvo 120.777 108.547 Tuji rezidenti 21.008 17.109 Kratkoročne vloge 322.337 391.767 Podjetja 20.865 175.299 Finančne institucije 1 74.566 Javni sektor 183.226 51.220 Prebivalstvo 111.078 87.019 Tuji rezidenti 7.167 3.663 Dolgoročne vloge 235.652 175.322 Podjetja 20.855 21.381 Finančne institucije 5.505 5.283 Javni sektor 3.606 1.719 Prebivalstvo 195.929 139.396 Tuji rezidenti 9.757 7.543 Skupaj 1.227.789 949.624 Vloge podjetij vključujejo tudi vloge samostojnih podjetnikov. Podrejene obveznosti EUR 1.000 31. 12. 2012 31. 12. 2011 Podrejene obveznosti do bank 30.101 30.180 Skupaj 30.101 30.180 Banka je v letu 2008 najela 10-letno linijo za črpanje podrejenega posojila v višini 20.000 tisoč evrov z obrestno mero EURIBOR + 1,1 %. V letu 2009 je Banka najela dodatno 10-letno linijo za črpanje podrejenega posojila v višini 10.000 tisoč evrov z obrestno mero EURIBOR + 3 %. Posojili sta najeti od UniCredit Bank Austria AG, Dunaj in sta obe v celoti črpani. Druge finančne obveznosti EUR 1.000 31. 12. 2012 31. 12. 2011 Sredstva za nakazilo v tujino 4.614 7.393 Obveznosti za provizije 266 285 Obveznosti v obračunu 1.796 1.559 Obveznosti do dobaviteljev 1.026 2.168 Vnaprej vračunani odhodki in stroški 3.405 3.910 Druge poslovne obveznosti 3.405 2.340 Skupaj 14.512 17.655 70 2012 Letno poročilo · UniCredit Bank Računovodski izkazi Pojasnila k računovodskim izkazom Delnice in delniške opcije 2012 Izpolnitvena količina Povprečna izpolnitvena cena 2011 Izpolnitvena količina Povprečna izpolnitvena cena Začetno stanje Delnice 35.315 1,87 18.789 3,42 Delniške opcije 132.733 0,74 92.245 0,94 Podeljene v letu Delnice - - 30.857 1,71 Delniške opcije - - 60.889 0,61 Odvzete v letu Delnice 34.803 0,78 14.331 3,56 Delniške opcije 105.192 0,38 - - Uveljavljene v letu Delniške opcije 21.144 1,33 20.400 1,27 Zapadle v letu - - - - Končno stanje Delnice 512 7,38 35.315 1,87 Delniške opcije 6.397 0,40 132.733 0,74 Možne za uveljavitev na dan 31.12. - - - - Ostali administrativni stroški EUR 1.000 2012 2011 Odhodki za nepremičnine, vzete v poslovni najem 2.432 2.348 Storitve za računalniško in programsko opremo 2.295 2.263 Komunikacijske storitve 1.387 1.511 Stroški svetovalnih in revizijskih storitev 2.151 1.964 Ostale storitve drugih 747 766 Stroški reklame 1.028 1.564 Stroški izobraževanja 404 333 Stroški materiala 330 455 Stroški vzdrževanja osnovnih sredstev 621 681 Stroški zavarovanja 595 616 Stroški za službena potovanja 182 240 Ostali stroški 736 850 Skupaj 12.908 13.591 Stroški svetovalnih in revizijskih storitev vključujejo stroške revizije računovodskih izkazov za leto 2012 v višini 84 tisoč evrov revizijske hiše KPMG Slovenija, podjetje za revidiranje, d.o.o. Nadalje so vključeni stroški za dogovorjeni postopek revizije skrbniških poslov v višini 12 tisoč evrov družbe Deloitte revizija d.o.o.. Stroški davčnega svetovanja družbe Ernst & Young Svetovanje d.o.o. so znašali 9 tisoč evrov. Vsi navedeni zneski vključujejo davek na dodano vrednost. Banka ima v najemu večje število poslovnih prostorov. Najemne pogodbe se sklenejo za do 15 let z možnostjo podaljšanja oziroma predčasne prekinitve. Najmanjša vsota najemnin, ki bi jih Banka morala plačati v največ letu dni, je 2.328 tisoč evrov, v več kot letu dni in ne več kot petih letih 6.558 tisoč evrov in v več kot petih letih 735 tisoč evrov (leta 2011: 2.328 tisoč evrov v največ letu dni, v več kot letu dni in ne več kot petih letih 5.325 tisoč evrov in v več kot petih letih 1.494 tisoč evrov). 78 2012 Letno poročilo · UniCredit Bank Računovodski izkazi Pojasnila k računovodskim izkazom Pojasnilo 44: Poslovanje po pooblastilu Bilanca stanja iz poslovanja po pooblastilu EUR 1.000 31. 12. 2012 31. 12. 2011 Denarna sredstva strank za posredovanje s finančnimi instrumenti 7.370 4.761 Terjatve iz poslov posredovanja s finančnimi instrumenti 1.429 579 Terjatve iz poslov gospodarjenja s finančnimi instrumenti 7.755 7.329 Terjatve po skrbniških poslih 5.502.054 1.186.883 Terjatve do KDD za prodane finančne instrumente 85 46 Terjatve iz poravnalnega poslovanja 244 338 Terjatve iz drugih poslov v tujem imenu in za tuj račun 65.674 147.271 Skupaj sredstva 5.584.741 1.347.207 Obveznosti do strank iz denarnih sredstev in finančnih instrumentov 5.517.264 1.199.019 Obveznosti do KDD za kupljene finančne instrumente 1.428 577 Obveznosti do banke za provizije, stroške ipd. 1 2 Obveznosti iz poravnalnega poslovanja 244 338 Obveznosti iz drugih poslov v tujem imenu in za tuj račun 65.804 147.271 Skupaj obveznosti 5.584.741 1.347.207 Pojasnilo 45: Posredniško poslovanje EUR 1.000 31. 12. 2012 31. 12. 2011 Terjatve poravnalnega oz. transakcijskih računov za sredstva strank 5.511.323 1.194.837 Iz finančnih instrumentov 5.511.238 1.194.791 Do KDD oz. obračunskega računa banke za prodane finančne instrumente 85 46 Denarna sredstva strank 7.370 4.761 Na poravnalnem računu za sredstva strank 6.763 3.955 Na transakcijskih računih bank 607 806 Skupaj sredstva 5.518.693 1.199.598 Obveznosti poravnalnega oz. transakcijskih računov za sredstva strank 5.518.693 1.199.598 Do strank iz denarnih sredstev in finančnih instrumentov 5.517.264 1.199.019 Do KDD oz. obračunskega računa banke za kupljene finančne instrumente 1.428 577 Do banke oz. poravnalnega računa za provizije, stroške, ipd. 1 2 Skupaj obveznosti 5.518.693 1.199.598 Zabilančna evidenca 5.511.238 1.194.791 Finančni instrumenti, ločeno po storitvah 5.511.238 1.194.791 Sprejemanje, posredovanje in izvrševanje naročil 1.429 579 Gospodarjenje s finančnimi instrumenti 7.755 7.329 Skrbniški posli 5.502.054 1.186.883 82 2012 Letno poročilo · UniCredit Bank Prihodki in odhodki iz opravnin v zvezi z investicijskimi storitvami in posli EUR 1.000 2012 2011 Prihodki iz opravnin (provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke 5.071 6.438 Sprejemanje, posredovanje in izvrševanja naročil 270 589 Gospodarjenje s finančnimi sredstvi 131 183 Izvedba prvih ali nadaljnjih prodaj brez obveznosti odkupa 93 974 Skrbništvo in sorodne storitve 4.577 4.692 Odhodki iz opravnin (provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke 934 1.552 Opravnine v zvezi s KDD družbo in njej podobnimi organizacijami 216 725 Opravnine v zvezi z borzo vrednostnih papirjev in njej podobnimi organizacijami 718 827 Pojasnilo 46: Povezane stranke Banka je hčerinska banka UniCredit Bank Austria AG s sedežem na Dunaju, ki ima v lasti 99,99 % delnic Banke. Lastniki ostalih delnic so slovenska podjetja in fizične osebe. Matična banka Skupine je UniCredit S.p.A, Italija. V svojem običajnem poslovanju Banka sklepa številne transakcije z drugimi članicami skupine UniCredit, kar vključuje dane in prejete kredite ter depozite, nakupe in prodajo tujih valut ter posle z izvedenimi finančnimi instrumenti. Obseg poslov s povezanimi strankami ter iz njih izhajajoči prihodki ter odhodki so navedeni v nadaljevanju: Izkaz finančnega položaja EUR 1.000 31. 12. 2012 31. 12. 2011 Krediti 96.157 89.272 Uprava 337 139 Ključno ravnateljsko osebje 201 167 Ožji družinski člani ključnega ravnateljskega osebja - 2 Matična banka 73.078 62.848 Ostale povezane osebe v skupini UniCredit 22.541 26.116 Izvedeni finančni instrumenti 14.804 11.232 Ostale povezane osebe v skupini UniCredit 14.804 11.232 Druga sredstva - 8 Matična banka - 7 Ostale povezane osebe v skupini UniCredit - 1 Skupaj sredstva 110.961 100.512 Finančne obveznosti, merjene po odplačni vrednosti 867.692 1.481.369 Uprava 128 579 Ključno ravnateljsko osebje 140 13 Ožji družinski člani ključnega ravnateljskega osebja 138 17 Matična banka 861.574 1.476.867 Ostale povezane osebe v skupini UniCredit 5.713 3.893 Izvedeni finančni instrumenti 108.722 121.022 Ostale povezane osebe v skupini UniCredit 108.722 121.022 Druge obveznosti 1.585 2.654 Matična banka 506 621 Ostale povezane osebe v skupini UniCredit 1.080 2.033 Skupaj obveznosti 978.000 1.605.045 Krediti bankam v Skupini vključujejo vloge na vpogled, vezane vloge in kredite. So nezavarovani in sklenjeni z variabilno ali s fiksno obrestno mero. UniCredit Bank · 2012 Letno poročilo 83 Računovodski izkazi Pojasnila k računovodskim izkazom Izkaz poslovnega izida EUR 1.000 2012 2011 Prihodki iz obresti 1.828 4.429 Uprava 5 3 Ključno ravnateljsko osebje 3 4 Matična banka 115 372 Ostale povezane osebe v skupini UniCredit 1.706 4.050 Odhodki za obresti 27.221 40.238 Uprava 8 15 Ožji družinski člani ključnega ravnateljskega osebja 2 1 Matična banka 18.848 28.701 Ostale povezane osebe v skupini UniCredit 8.363 11.521 Prihodki iz opravnin (provizij) 1.684 1.731 Matična banka 877 732 Ostale povezane osebe v skupini UniCredit 808 999 Odhodki za opravnine (provizije) 727 1.699 Matična banka 707 844 Ostale povezane osebe v skupini UniCredit 19 855 Čisti dobički / izgube iz finančnih sredstev in obveznosti, namenjenih trgovanju 14.659 31.115 Matična banka (5) - Ostale povezane osebe v skupini UniCredit 14.664 31.115 Drugi poslovni dobički 1.321 514 Matična banka 1.163 475 Ostale povezane osebe v skupini UniCredit 158 39 Administrativni stroški 2.544 2.283 Matična banka - 17 Ostale povezane osebe v skupini UniCredit 2.544 2.266 Razmejitve za nekoriščen dopust (3) 1 Uprava (3) (2) Ključno ravnateljsko osebje - 3 Rezervacije za jubilejne nagrade in odpravnine (25) 10 Uprava (11) 5 Ključno ravnateljsko osebje (14) 5 84 2012 Letno poročilo · UniCredit Bank Računovodski izkazi Bančna tveganja Celovito upravljanje s tveganji UniCredit Banka Slovenija d.d. skladno z načeli finančne skupine UniCredit ugotavlja, meri in / ali upravlja z naslednjimi kategorijami tveganj: • kreditno tveganje (vključujoč tveganje nasprotne stranke), • tržno tveganje (tečajno in obrestno tveganje ter tveganje trgovanja z lastniškimi vrednostnimi papirji), • likvidnostno tveganje, • operativno tveganje, • poslovno tveganje, • tveganje ugleda, • strateško tveganje, • kapitalsko tveganje, • tveganje na področju nepremičnin in • tveganja iz naslova deležev in kapitalskih udeležb Banke. Banka upravlja s tveganji na usklajen način po različnih organizacijskih ravneh. Poleg tega je struktura upravljanja s tveganji sestavni del širše prakse upravljanja s tveganji v finančni skupini UniCredit. Na ta način podpira enotnost procesov upravljanja in nadzora nad tveganji v celotni Skupini. Osrednje aktivnosti upravljanja s tveganji vodi divizija Upravljanje s tveganji. Le-ta je neodvisna od poslovnih enot Banke in je odgovorna neposredno članu uprave za področje upravljanja s tveganji. Osrednje mesto upravljanja s tveganji na najvišji ravni v Banki imajo tri vrste odborov, in sicer: odbor za upravljanje z bilanco banke, kreditni odbori in odbor za operativna tveganja. ODBOR ZA UPRAVLJANJE BILANCE BANKE (ALCO) Odbor za upravljanje bilance banke (v nadaljevanju: ALCO) je odbor UniCredit Banka Slovenija d.d., ki se ukvarja z vprašanji celovitega upravljanja s tveganji. ALCO se ukvarja z odobritvijo in pregledovanjem strategij in politik prevzemanja in upravljanja s tveganji, redno preverja izpostavljenost Banke različnim vrstam tveganj in odobri določitve limitov za vse pomembne vrste tveganj ter postopke obvladovanja tveganj. ALCO odbor je odgovoren za upravljanje s strukturo bilance Banke, spremlja izpostavljenost likvidnostnemu in obrestnemu tveganju, spremlja kreditni portfelj, ukvarja pa se tudi z vprašanji upravljanja tveganj, ki zadevajo več divizij in upravljanja poslovanja celotne Banke. Odbor se ukvarja tudi z upravljanjem kapitala Banke; ima pregled nad razvojem kapitalske ustreznosti Banke in količniki, nad regulatornim in ekonomskim kapitalom, razporeditvijo kapitala in razpoložljivimi finančnimi viri. KREDITNI ODBOR Z namenom odobritev posamičnih kreditnih izpostavljenosti je v Banki vzpostavljen kreditni odbor. Raven odločanja je določena z zneski predlagane potencialne kreditne izpostavljenosti do posamezne osebe oziroma skupine povezanih oseb ter z bonitetnim razredom dolžnika. Skladno z zakonodajo odločitve potrjuje nadzorni svet Banke, kadar gre za nastanek velike izpostavljenosti. V kreditnem odboru je prisoten predstavnik iz področja upravljanje s tveganji in iz področja prodajnih enot ter predsednik uprave. Seje kreditnega odbora praviloma potekajo enkrat tedensko. Glede na boniteto dolžnika ločimo redni kreditni odbor in kreditni odbor za področje prestrukturiranja posebnih primerov. Procesi in načela presoje in odločanja o posamičnih kreditnih izpostavljenostih so določeni v ustreznih internih smernicah in navodilih. Odobritvene pristojnosti za nižje kreditne izpostavljenosti do pravnih in do fizičnih oseb kreditni odbor delegira določenim nosilcem individualne kreditne pristojnosti. ODBOR ZA OPERATIVNA TVEGANJA Odbor za operativna tveganja je odgovoren za učinkovit pregled izpostavljenosti operativnemu tveganju. Odbor razpolaga z razumevanjem in znanjem celotnega okvira upravljanja z operativnim tveganjem kot tudi z znanjem o tem, kako izpostavljenost operativnemu tveganju vpliva na poslovanje Banke. Odbor za operativna tveganja je odgovoren tudi za preverjanje, ali sta merjenje in sistem nadzora operativnega tveganja močno integrirana v dnevni proces obvladovanja tveganj Banke. Odbor se sestaja vsaj štirikrat na leto. SPREJEMANJE TVEGANJ V sodobnem bančništvu mora biti poslovanje s strankami obravnavano brez obrestnega, valutnega in likvidnostnega tveganja. Zato je nujna določitev jasnih izhodišč za oblikovanje cen za posojila in depozite strank, s čimer zagotavljamo jasne ločitve prejemkov poslovanja s strankami od funkcije internega upravljanja s sredstvi in obveznostmi banke. Tržno in likvidnostno tveganje sta prek tržnega sistema transfernih cen prenesena na enote, ki nosijo tveganje. Enota Upravljanje bilance banke je odgovorna za obvladovanje tržnih tveganj in upravlja z likvidnostnim tveganjem ter poroča neposredno izvršnemu direktorju za finance (CFO). Enota Upravljanje bilance banke je odgovorna tudi za optimiziranje celostne strukture ročnosti in donosa Banke. Segmentna razdelitev kreditnega portfelja Banke na dan 31. 12. 2012 Nepremičnine Banke 3 % 4 % Druge 5 % 1 % Ladjarstvo 0 % in gozdarstvo Promet 1 % 9 % Tekstilna dejavnost 0 % Segmentna razdelitev kreditnega portfelja Banke na dan 31. 12. 2011 Tisk in založništvo 1 % Banke Nepremičnine 2 % 4 % Ladjarstvo 0 % Avtomobilska 2 % industrija Promet Tekstilna dejavnost 2 % 6 % 0 % UniCredit Bank · 2012 Letno poročilo 89 Oslabitve na individualni osnovi Banka oblikuje (na ravni stranke ali posla) ob upoštevanju spodnjih kriterijev: • v okviru ocenjevanja denarnih tokov Banka presoja finančno poslovanje stranke kot tudi njeno preteklo plačilno (ne)disciplino in način odplačevanja; • stečaj ali drugi pravni postopki, ki imajo lahko za posledico izgubo za Banko iz te naložbe; • informacije, ki imajo lahko vpliv na izpad prejetih odplačil za Banko. Pri tem predstavlja oslabitev finančnega sredstva razliko med knjigovodsko in nadomestljivo vrednostjo. Nadomestljiva vrednost je opredeljena kot sedanja vrednost (diskontirana vrednost) pričakovanih prihodnjih denarnih tokov ob uporabi izvirne efektivne obrestne mere (t.j. obrestna mera, ki natančno razobrestuje (diskontira) pričakovane prihodnje denarne tokove skozi obdobje pričakovane dobe finančnega sredstva ali, če je primerneje, skozi krajše obdobje na čisto knjigovodsko vrednost finančnega sredstva). Pri oceni oslabitev Banka lahko upošteva tudi pričakovane denarne tokove iz unovčitve prvovrstnih in primernih zavarovanj. V segmentu poslovanja s prebivalstvom je bilo v UniCredit Banka Slovenija d.d. v letu 2012 uvedeno spremljanje bonitete stranke na podlagi podatkov, pridobljenih iz njene vloge pri Banki in podatkov, pridobljenih za obstoječe stranke na podlagi njihovega poslovanja z Banko. Interno so stranke iz tega segmenta razvrščene v 26 bonitetnih razredov z ustreznimi pripadajočimi vrednostmi verjetnosti neplačila. Banka za segment poslovanja s prebivalstvom oblikuje posamične oslabitve portfeljsko, in sicer na mesečni ravni. Na podlagi kakovosti portfelja so izračunani kazalniki, ki so skladno s standardi pomembni za izračun pričakovanih izgub (Expected loss) na ravni posamezne stranke. Pri strankah, kjer ni znakov za oblikovanje posamičnih oslabitev ali skupinskih specifičnih oslabitev na fizičnih osebah, Banka uporablja skupinsko ocenjevanje za oblikovanje oslabitev na podlagi razvrščanja strank v bonitetne razrede. Te zajemajo kreditne izgube, ki se nanašajo na portfelj kreditov. Pri izračunavanju potrebe za skupinske slabitve vodstvo Banke upošteva tudi dejavnike, kot so kakovost posojil, velikost portfelja in ekonomske dejavnike, vključno z analizo pretekle plačilne discipline v teh razredih. Slabitve za nastale, vendar še ne izkazane izgube (IBNR), se izračunavajo na mesečni ravni, temeljijo pa na kakovosti portfelja in na tako imenovanem obdobju evidentiranja izgube (Loss detection period). IBNR (Incurred but not reported) tako predstavljajo splošne oslabitve. Banka redno spremlja razvoj kreditnega portfelja in pokritost s slabitvami in rezervacijami, kar v obliki rednih in izrednih poročil poroča višjemu vodstvu. Prav tako Banka izvaja nadzor na ravni stranke, za tiste stranke, ki zamujajo s plačili. Tako je Banka uvedla tri statuse, ki določajo, katera enota znotraj Banke se ukvarja z posamezno stranko. • »Kredit na opazovanju«: pomeni, da stranka še v roku poravnava svoje obveznosti, zaradi različnih opozorilnih signalov pa Banka lahko pričakuje zamude pri odplačevanju v prihodnosti. V takšnih primerih enota Presoja in prevzemanje kreditnih tveganj zahteva vzpostavitev posebnih načrtov aktivnosti s strani poslovnih divizij v Banki. • »Prestrukturiranje«: V takih primerih si Banka prizadeva prestrukturirati izpostavljenost do stranke z namenom, da se stranki pomaga vzpostaviti status poravnavanja obveznosti brez zamud, kakor tudi minimizirati potencialno izgubo za Banko. Te aktivnosti izvaja enota Posebni primeri v sodelovanju s poslovnimi divizijami. • »Posebni primeri«: pomeni, da je bila pogodba s stranko že prekinjena in / ali odpovedana, odgovornost za spremljanje in izvedbo v zvezi s poplačili izpostavljenosti do Banke preko različnih oblik izvensodne ali sodne poravnave pa v celoti prevzame enota Posebni primeri. Računovodski izkazi Bančna tveganja KREDITNO TVEGANJE NASPROTNE STRANKE Kreditno tveganje je na splošno definirano kot tveganje, da nasprotna stranka v poslu ne bo izpolnila svojih obveznosti do banke v predvidenem roku. Kreditno tveganje nasprotne stranke pa je termin, ki se uporablja v povezavi s transakcijami zakladništva in vrednostnimi papirji. Za upravljanje s kreditnim tveganjem nasprotne stranke pri izvedenih finančnih inštrumentih UniCredit Banka Slovenija d.d. uporablja interni model, ki temelji na pristopu simulacije. Izpostavljenost do posamezne nasprotne stranke ugotavljamo s pomočjo simulacije razvoja vrednosti portfelja poslov, sklenjenih s stranko. Prihodnja vrednost portfelja se izračuna na podlagi scenarijev, zasnovanih na triletni časovni vrsti volatilnosti, korelacijah faktorjev tveganja, in bodočih denarnih tokov ob upoštevanju stres faktorjev. Simulacije so izračunane za vse glavne tipe poslov, torej terminske pogodbe, valutne opcije, obrestne zamenjave, strukturirani produkti, izvedeni instrumenti na blago. Kot trenutna izkoriščenost limita oziroma izpostavljenost do nasprotne stranke se upošteva maksimum 97,5 % kvantilov posameznih časovnih točk v prihodnosti. Kreditno tveganje nasprotne stranke za UniCredit Banka Slovenija d.d. glede na boniteto strank za izvedene finančne instrumente EUR 1.000 Bonitetni razred Izpostavljenost tveganju nasprotne stranke (v 1.000 EUR) 31. 12. 2012 31. 12. 201 1 8.569 118.891 2 36.803 6.667 3 7.166 755 4 19.239 30.946 5 262 368 6 8.021 20.183 7 8.044 5.929 8 6.910 16.182 Slabe naložbe 4.283 8.805 Skupaj 99.297 208.725 Izpostavljenost tveganju nasprotne stranke se je v primerjavi z letom 2011 zmanjšala za 52 %, kar lahko pripišemo zapadlim in poplačanim izvedenim finančnim inštrumentom. Tržna tveganja UniCredit Banka Slovenija d.d. je pri svojem poslovanju izpostavljena tržnim tveganjem. Gre za tveganje, da poštena vrednost ali prihodnji denarni tokovi finančnega instrumenta nihajo zaradi sprememb tržnih cen. Tržna tveganja nastanejo v primeru odprtih pozicij iz naslova obrestne izpostavljenosti, iz naslova tujih valut, iz naslova kreditnega razpona, iz naslova blaga in iz naslova lastniških vrednostnih papirjev. Vse navedeno je izpostavljeno splošnim in posebnim tržnim gibanjem ter spremembam zaradi nestanovitnosti tržnih tečajev ali cen, kot so obrestne mere, kreditni razponi, menjalni tečaji, cene blaga in cene lastniških finančnih instrumentov. 94 2012 Letno poročilo · UniCredit Bank Tabela prikazuje izpostavljenost banke tržnim tveganjem Vsebina 31. 12. 2012 31. 12. 2011 Sredstva Denar v blagajni in stanje na računih pri centralni banki 27.760 62.796 Finančna sredstva, namenjena trgovanju 44.428 67.988 Finančna sredstva, razpoložljiva za prodajo 314.093 295.158 Izvedeni finančni instrumenti, namenjeni varovanju 14.144 6.866 Krediti 2.364.631 2.451.094 Finančna sredstva v posesti do zapadlosti 12.930 19.968 Dolgoročne naložbe v kapital odvisnih, pridruženih in skupaj obvladovanih družb 253 17.317 Skupaj 2.778.239 2.932.909 Obveznosti Finančne obveznosti do centralne banke 251.823 - Finančne obveznosti, namenjene trgovanju 43.593 66.813 Izvedeni finančni instrumenti, namenjeni varovanju 66.027 60.587 Finančne obveznosti, merjene po odplačni vrednosti 2.196.155 2.566.457 Rezervacije 2.443 1.553 Skupaj 2.560.041 2.695.410 METODE OBVLADOVANJA TRŽNIH TVEGANJ Obvladovanje tržnih tveganj vključuje vse dejavnosti, povezane s posli zakladništva in upravljanja strukture bilance Banke. Pozicije tveganja se ugotavljajo vsaj enkrat dnevno in analizirajo s strani neodvisne enote za obvladovanje tveganj, ki jih tudi primerja z odobrenimi limiti, določenimi s strani ALCO odbora. Banka se poslužuje varovanja denarnih tokov za upravljanje s tveganji obrestnih mer v skladu z MSRP. Obvladovanje tveganj v UniCredit Banka Slovenija d.d. vključuje stalno poročanje o poziciji tveganja, postavljanju limitov in nadzoru porabe limitov ter dnevni predstavitvi rezultatov poslovanja zakladništva. ALCO odbor vsaj enkrat letno določi limite za tržna tveganja Banke v tesnem sodelovanju z ustreznimi enotami UniCredit Bank Austria AG, Dunaj. Celoten sklop pravil za poslovanje zakladništva in upravljanje tržnih tveganj je določen v Pravilniku za finančne trge in je razdeljen na tri dele (splošni del, posebni del in del, ki velja za UniCredit Banka Slovenija d.d.). Limiti so razvrščeni v dve skupini: • Splošni limiti za tržna tveganja: Ti so namenjeni omejitvi potrebnega notranjega kapitala za pokrivanje tržnih tveganj in za omejitev sprejemljive trgovalne izgube. Limiti so določeni v skladu s planiranim dobičkom in z zmožnostjo sprejemanja tveganj. Med splošne limite za tržna tveganja Banka uvršča: -Limit največje dovoljene izgube, ki je definiran kot 60-dnevni kumulativni seštevek ekonomskega poslovnega izida trgovalne enote; -Meje, ki so definirane za testiranja izjemnih situacij in predstavljajo potencialno izgubo portfelja izračunano za posamezni scenarij; -Tvegano vrednost (VaR), ki predstavlja potencialno izgubo premoženja v določenem obdobju izračunano z določeno stopnjo zaupanja. • Specifični limiti za tržna tveganja: So neodvisni od splošnih limitov, vendar delujejo v povezavi z njimi. Banka jih uporablja za učinkovitejši nadzor nad posameznimi vrstami tveganj in predstavljajo mero občutljivosti tržne vrednosti finančnega instrumenta zaradi sprememb specifičnih dejavnikov tveganja. Izpostavljenost tržnim tveganjem lahko spreminjajo le tisti, ki so pooblaščeni za prevzemanje in spreminjanje pozicij. Limite v Banki dnevno spremlja enota za tržna tveganja. Ob vsakokratni prekoračitvi limita se nemudoma sproži proces spremljanja, obveščanja in ukrepanja, na način kot je določen v pravilniku. V procesu se določijo najprimernejši ukrepi za ponovno vzpostavitev izpostavljenosti v okviru limita. O kršitvah limitov se redno poroča na sejah ALCO odbora. UniCredit Banka Slovenija d.d. uporablja za izračun kapitalske zahteve za tržna tveganja standardizirani pristop. Interno se za merjenje izpostavljenosti tržnim tveganjem uporablja metodologija skupine UniCredit, ki temelji na tvegani vrednosti (VaR). VaR predstavlja največjo pričakovano izgubo premoženja v določenem časovnem obdobju, izračunano z določeno stopnjo zaupanja. Za namene internega merjenja izpostavljenosti tržnim tveganjem Banka uporablja IMOD model, ki so ga razvili v skupini UniCredit. Skupina skrbi tako za dnevne izračune tvegane vrednosti kot tudi za redna testiranja modela za nazaj (back testing), redno vključitev novih produktov ter za prilagajanje modela UniCredit Bank · 2012 Letno poročilo 95 Odprta devizna pozicija v letu 2012 in 2011 EUR 1.000 Valuta 2012 Letni maksimum v kratki poziciji Letni maksimum v dolgi poziciji 2011 Letni maksimum v kratki poziciji Letni maksimum v dolgi poziciji CHF (1.794) 1.141 (1.071) 6.649 GBP (946) 232 (401) 90 JPY (301) 302 (496) 512 USD (952) 13.680 (1.280) 2.205 UniCredit Bank · 2012 Letno poročilo 99 Računovodski izkazi Bančna tveganja Bilančne postavke v različnih valutah na dan 31. 12. 2012 EUR 1.000 Vsebina EUR CHF USD Ostalo Skupaj Denar v blagajni in stanje na računih pri centralni banki 26.100 676 365 619 27.760 Finančna sredstva, namenjena trgovanju 44.225 32 171 - 44.428 Finančna sredstva, razpoložljiva za prodajo 314.093 - - - 314.093 Izvedeni finančni instrumenti, namenjeni varovanju 14.190 -46 - - 14.144 Krediti 1.984.010 365.404 12.750 2.467 2.364.631 Krediti bankam 58.447 12.295 12.727 2.467 85.936 Krediti strankam 1.917.682 351.635 - - 2.269.317 Druga finančna sredstva 7.880 1.474 24 - 9.378 Finančna sredstva v posesti do zapadlosti 12.930 - - - 12.930 Opredmetena osnovna sredstva 10.747 - - - 10.747 Neopredmetena sredstva 19.236 - - - 19.236 Dolgoročne naložbe v kapital odvisnih, pridruženih in skupaj obvladovanih družb 253 - - - 253 Terjatve za davek od dohodkov pravnih oseb 6.974 - - - 6.974 Terjatve za davek 1.381 - - - 1.381 Odložene terjatve za davek 5.593 - - - 5.593 Druga sredstva 163 - 8 - 171 SKUPAJ SREDSTVA 2.432.920 366.066 13.294 3.087 2.815.367 Finančne obveznosti do centralne banke 251.823 - - - 251.823 Finančne obveznosti, namenjene trgovanju 43.225 230 139 - 43.593 Izvedeni finančni instrumenti, namenjeni varovanju 65.848 179 - - 66.027 Finančne obveznosti, merjene po odplačni vrednosti 2.001.599 168.482 21.912 4.161 2.196.155 Vloge bank 547.899 29.013 16 5 576.933 Vloge strank 1.195.944 6.139 21.571 4.136 1.227.789 Krediti bank 213.947 132.873 - - 346.820 Podrejene obveznosti 30.101 - - - 30.101 Druge finančne obveznosti 13.708 458 326 20 14.512 Rezervacije 2.443 - - - 2.443 Obveznosti za davek od dohodkov pravnih oseb - - - - - Obveznosti za davek - - - - - Odložene obveznosti za davek - - - - - Druge obveznosti 3.699 1 2 1 3.703 SKUPAJ OBVEZNOSTI 2.368.637 168.892 22.053 4.162 2.563.744 Osnovni kapital 20.384 - - - 20.384 Kapitalske rezerve 107.760 - - - 107.760 Presežek iz prevrednotenja (18.733) (4) - - (18.737) Rezerve iz dobička (vključno z zadržanim dobičkom) 141.679 - - - 141.679 Čisti dobiček poslovnega leta 537 - - - 537 SKUPAJ KAPITAL 251.627 (4) - - 251.623 SKUPAJ OBVEZNOSTI IN KAPITAL 2.620.264 168.887 22.053 4.162 2.815.367 100 2012 Letno poročilo · UniCredit Bank Bilančne postavke v različnih valutah na dan 31. 12. 2011 EUR 1.000 Vsebina EUR CHF USD Ostalo Skupaj Denar v blagajni in stanje na računih pri centralni banki 61.566 399 326 505 62.796 Finančna sredstva, namenjena trgovanju 67.501 77 411 - 67.988 Finančna sredstva, razpoložljiva za prodajo 295.158 - - - 295.158 Izvedeni finančni instrumenti, namenjeni varovanju 6.866 - - - 6.866 Krediti 1.999.641 429.145 20.993 1.314 2.451.094 Krediti bankam 36.552 31.367 20.850 1.314 90.083 Krediti strankam 1.958.883 397.243 113 - 2.356.239 Druga finančna sredstva 4.207 535 30 - 4.772 Finančna sredstva v posesti do zapadlosti 19.968 - - - 19.968 Opredmetena osnovna sredstva 12.727 - - - 12.727 Neopredmetena sredstva 17.317 - - - 17.317 Dolgoročne naložbe v kapital odvisnih, pridruženih in skupaj obvladovanih družb - - - - - Terjatve za davek od dohodkov pravnih oseb 11.609 - - - 11.609 Terjatve za davek 73 - - - 73 Odložene terjatve za davek 11.536 - - - 11.536 Druga sredstva 103 - 10 - 113 SKUPAJ SREDSTVA 2.492.456 429.621 21.740 1.819 2.945.636 Finančne obveznosti do centralne banke - - - - - Finančne obveznosti, namenjene trgovanju 66.006 445 361 - 66.813 Izvedeni finančni instrumenti, namenjeni varovanju 60.437 150 - - 60.587 Finančne obveznosti, merjene po odplačni vrednosti 2.344.801 200.238 19.867 1.551 2.566.457 Vloge bank 1.117.830 59.287 796 161 1.178.074 Vloge strank 922.203 8.415 17.646 1.360 949.624 Krediti bank 258.904 132.020 - - 390.924 Podrejene obveznosti 30.180 - - - 30.180 Druge finančne obveznosti 15.685 516 1.424 30 17.655 Rezervacije 1.553 - - - 1.553 Obveznosti za davek od dohodkov pravnih oseb 5.073 - - - 5.073 Obveznosti za davek 855 - - - 855 Odložene obveznosti za davek 4.218 - - - 4.218 Druge obveznosti 4.261 1 2 2 4.265 SKUPAJ OBVEZNOSTI 2.482.132 200.834 20.230 1.553 2.704.748 Osnovni kapital 20.384 - - - 20.384 Kapitalske rezerve 107.760 - - - 107.760 Presežek iz prevrednotenja (28.399) - - - (28.399) Rezerve iz dobička (vključno z zadržanim dobičkom) 133.773 - - - 133.773 Čisti dobiček poslovnega leta 7.370 - - - 7.370 SKUPAJ KAPITAL 240.888 - - - 240.888 SKUPAJ OBVEZNOSTI IN KAPITAL 2.723.020 200.834 20.230 1.553 2.945.636 UniCredit Bank · 2012 Letno poročilo 101 Računovodski izkazi Bančna tveganja IZVEDENI FINANČNI INSTRUMENTI V skladu z mednarodnimi priporočili Banka izvedene finančne instrumente razvršča v pogodbe vezane na obrestno mero, pogodbe vezane na devizni tečaj, pogodbe vezane na vrednostne papirje ter kategorijo kreditnih in drugih izvedenih finančnih instrumentov. Podlaga za razvrstitev je osnovni finančni instrument, na katerega se pogodba nanaša. V vsaki od navedenih kategorij Banka dodatno razlikuje med instrumenti, s katerimi se trguje na prostem trgu (OTC) in instrumenti, s katerimi se trguje na priznanih borzah. Večino portfelja izvedenih finančnih instrumentov Banke še vedno predstavljajo instrumenti, s katerimi se trguje na prostem trgu (OTC), le manjši del predstavljajo terminske pogodbe na obveznice kot produktu, s katerim se trguje na priznani borzi. Med letom je Banka instrument aktivno uporabljala pri upravljanju svoje obrestne pozicije. Navedeno je razvidno iz spodnjih preglednic, ki prikazujejo razdelitev vseh izvedenih finančnih instrumentov glede na preostali čas do zapadlosti. UniCredit Banka Slovenija d.d. uporablja izvedene finančne instrumente tudi za optimizacijo strukture svoje bilance. Za namene upravljanja portfeljev in upravljanja tveganj se pogodbe vrednotijo po trenutnih cenah z uporabo preverjenih in priznanih modelov. Tržne vrednosti izkazujejo vrednosti pogodb na dan priprave bilance, pri čemer pozitivne tržne vrednosti OTC pogodb nakazujejo obseg kreditnega tveganja nasprotne stranke, ki izhaja iz zadevne dejavnosti. Obseg izvedenih finančnih instrumentov na dan 31. 12. 2012 v 1.000 EUR Znesek pogodbe Trgovalna knjiga Bančna knjiga Vrednotenje (pozitivno) Trgovalna knjiga Bančna knjiga Vrednotenje (negativno) Trgovalna knjiga Bančna knjiga 1. IFI vezani na obrestno mero 1.001.312 1.617.247 19.326 13.956 18.537 28.751 a) Obrestne opcije 318.135 - 311 - 311 - b) Eno valutne zamenjave obrestnih mer 683.177 1.617.247 19.016 13.956 18.227 28.751 c) Terminske pogodbe na obrestno mero -- -- -- d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 2. Transakcije povezane z vrednostnimi papirji 746 - 18 - 18 - a) Opcije vezane na lastniške vrednostne papirje 746 - 18 - 18 b) Zamenjave vezane na vrednostne papirje -- -- -- c) Terminske pogodbe vezane na vrednostne papirje -- -- - d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 3. IFI vezani na tujo valuto in zlato 384.679 212.256 24.777 188 24.896 37.276 a) Valutne opcije 185.789 - 11.876 - 11.876 - b) Medvalutne zamenjave obrestnih mer 146.582 212.256 12.012 188 12.208 37.276 c) Terminski posli na tuje valute 52.308 - 889 - 812 - d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 4. IFI vezani na blago 3.391 - 171 - 139 - 5. Ostali IFI -- -- -- Skupaj 1.390.128 1.829.503 44.292 14.144 43.590 66.027 102 2012 Letno poročilo · UniCredit Bank Obseg izvedenih finančnih instrumentov na dan 31. 12. 2011 v 1.000 EUR Znesek pogodbe Trgovalna knjiga Bančna knjiga Vrednotenje (pozitivno) Trgovalna knjiga Bančna knjiga Vrednotenje (negativno) Trgovalna knjiga Bančna knjiga 1. IFI vezani na obrestno mero 1.208.337 1.734.169 20.263 6.770 19.541 22.629 a) Obrestne opcije 444.713 - 1.200 - 1.200 - b) Eno valutne zamenjave obrestnih mer 763.624 1.734.169 19.063 6.770 18.341 22.629 c) Terminske pogodbe na obrestno mero -- -- -- d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 2. Transakcije povezane z vrednostnimi papirji 738 - 14 - 14 - a) Opcije vezane na lastniške vrednostne papirje 738 - 14 - 14 b) Zamenjave vezane na vrednostne papirje -- -- -- c) Terminske pogodbe vezane na vrednostne papirje -- -- - d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 3. IFI vezani na tujo valuto in zlato 726.780 219.221 46.475 96 46.155 37.957 a) Valutne opcije 307.145 - 17.292 - 17.292 - b) Medvalutne zamenjave obrestnih mer 290.102 219.221 25.511 96 25.511 37.957 c) Terminski posli na tuje valute 129.533 - 3.672 - 3.352 - d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 4. IFI vezani na blago 12.532 - 411 - 361 - 5. Ostali IFI -- -- -- Skupaj 1.948.387 1.953.390 67.163 6.866 66.072 60.587 Likvidnostno tveganje Likvidnostno tveganje je tveganje, da banka ni sposobna pravočasno poravnati svojih plačilnih obveznosti, ki nastopijo ob zapadlosti njenih finančnih virov, ali ni zmožna nadomestiti finančnih virov v primeru, da pride do njihovega nenadnega odtoka. Posledica je lahko neizpolnitev obveznosti do strank pri izplačilu depozitov in črpanju odobrenih kreditnih linij. Likvidnostno tveganje je inherentna sestavina bančnega poslovanja in ga lahko sprožijo dogodki neposredno povezani z zadevno institucijo, kot so denimo znižanje kreditne bonitete ali pa dogodki na trgu, ko nastopijo večje sistemske napake ali motnje v delovanju kapitalskih in denarnih trgov. UniCredit Banka Slovenija d.d. obravnava likvidnostno tveganje kot centralno tveganje v bančnem poslovanju in z njim upravlja na celovit in strukturiran način. Postopki, odgovornosti in linije poročanja na področju likvidnosti so zapisane v likvidnostni politiki in vključujejo tudi krizni načrt v primeru likvidnostne krize. Glavni komponenti upravljanja z likvidnostnim tveganjem v Banki sta upravljanje s kratkoročno likvidnostjo in upravljanje s strukturno likvidnostjo. Poleg rednih aktivnosti spremljanja in upravljanja pozicij obe vključujeta analizo scenarijev in testiranje izjemnih situacij. KRATKOROČNA LIKVIDNOST Pod kratkoročno komponento upravljanja z likvidnostnim tveganjem Banka razume vidika likvidnosti znotraj delovnega dne ter dnevnih potreb po refinanciranju Banke. Prvi je osredotočen na dostop do zadostne likvidnosti tekom dneva za pokrivanje vseh obveznosti do plačilnih in poravnalnih sistemov ter vključuje sprotno spremljanje obsežnejših plačil in velikosti zavarovanja v plačilnih sistemih. Dnevne potrebe po refinanciranju Banka pokriva z aktivnim sodelovanjem na medbančnem trgu v skladu z njihovim vsakokratnim gibanjem UniCredit Bank · 2012 Letno poročilo 103 ter razvojev identificiranih v mesečnem načrtu refinanciranja. Dnevno nadziranje presežkov in primanjkljajev v kratkoročni likvidnosti zagotavlja, da so potrebe po refinanciranju vsak dan in preko vsakega prihodnjega časovnega obdobja omejene. Za namene upravljanja kratkoročnega likvidnostnega tveganja ima Banka vzpostavljen limitni sistem v volumnih za zapadlosti do treh mesecev. Ti limiti, ki omejujejo pretirane volumne odprtih pozicij, so določeni po posameznih zapadlostih in za posamezne valute z namenom, da se omeji tveganje refinanciranja v primeru nelikvidnega trga določene tuje valute. STRUKTURNA LIKVIDNOST Upravljanje s strukturno likvidnostjo je komplement medbančno orientiranemu okviru kratkoročne likvidnosti. Pokriva razširjen časovni horizont od zapadlosti preko noči do končnih zapadlosti dolgoročnih sredstev in obveznosti Banke ter obravnava vidike časa do zapadlosti, valutne usklajenosti ter koncentracije. Celotna strukturna likvidnost se tekoče analizira v standardnem scenariju likvidnosti ter scenarijih likvidnostne krize na trgu in likvidnostne krize, specifične za Banko. Prekomerna strukturna neskladja so preprečena s spremljanjem položaja na ravni posameznih valut, kar hkrati znižuje občutljivost banke na položaj trga medvalutnih zamenjav. TESTIRANJE STRESNIH SCENARIJEV Da bi zagotovili kontinuirano poslovanje med obdobji izredno negativnega razvoja dogodkov, Banka izvaja testiranje stresnih scenarijev za primer kombiniranega scenarija. Ta scenarij je definiran kot kombinacija negativnega razvoja dogodkov na celotnem bančnem trgu (kriza na trgu) in krizo imena specifično za UniCredit S.p.A. Časovni okvir definiran znotraj kombiniranega scenarija je en mesec. Rezultat kombiniranega scenarija služi Banki tudi kot pomembna mera v okviru določanja za Banko sprejemljivega obsega prevzemanja tveganj. Rezultati testiranja kombiniranega scenarija so redno predstavljeni in obravnavani na sejah ALCO odbora. Z oblikovanjem zadostnega obsega virov financiranja Banka zagotavlja, da njene potencialne kapacitete za refinanciranje presegajo potrebe po likvidnosti v zgoraj definiranem stresnem scenariju. LETNI NAČRT FINANCIRANJA Letni načrt financiranja pripravljamo enkrat letno z namenom ohranjanja primernega ravnovesja med sredstvi in obveznostmi različnih ročnosti. Priprava načrta financiranja temelji na analizi sredstev in obveznosti in njihovega vpliva tako na kratkoročno kot strukturno likvidnost Banke. V tem kontekstu predstavlja letni načrt financiranja zelo pomembno vlogo pri celovitem upravljanju z likvidnostjo Banke. Spremljanje izpolnjevanja letnega načrta financiranja se izvaja kontinuirano v okviru procesa spremljanja gibanja sredstev in obveznosti. POLITIKA UPRAVLJANJA Z LIKVIDNOSTJO V ZAOSTRENIH LIKVIDNOSTNIH RAZMERAH Kljub temu, da je verjetnost nastanka likvidnostne krize tipično nizka, pa zaradi močnega vpliva na poslovanje Banke zahteva poseben pristop pri upravljanju banke. V primeru likvidnostne krize je ključno, da banka reagira hitro na novo nastale razmere in na ta način minimizira morebitne negativne krizne učinke. Namen politike upravljanja z likvidnostjo v zaostrenih likvidnostnih razmerah je zagotoviti ustrezen model upravljanja banke v takšnih situacijah. Eden izmed osnovnih elementov te politike je krizni načrt, ki je sestavljen iz nabora možnih ukrepov, ki so Banki na voljo v primeru nastopa likvidnostne krize. Vsak ukrep tipično vključuje opis instrumenta zagotavljanja likvidnosti, z oceno velikosti učinka na likvidnost ter predstavitvijo časovnice učinkovanja. OCENA LIKVIDNOSTNEGA POLOŽAJA OB KONCU LETA Kljub težki situaciji na globalnem in lokalnem trgu je Banka skozi celotno leto 2012 vzdrževala ustrezen likvidnostni profil. Glavni vir financiranja poleg primarnih virov ostaja likvidnostni center pri UniCredit Bank Austria AG, Dunaj, kjer se Banka refinancira po tržnih pogojih. Banka upravlja z neusklajenostjo zapadlosti sredstev in obveznosti tako, da ima oblikovano zadostno likvidnostno rezervo v obliki vrednostnih papirjev in kreditov, ki sodijo med primerno finančno premoženje po merilih ECB. Bilanca stanja po zapadlosti na dan 31. 12. 2012 EUR 1.000 Do 1 Od 1 - 3 Od 3 - 12 Vsebina Skupaj Na vpogled meseca mesecev mesecev Od 1 - 5 let Nad 5 let Denar v blagajni in stanje na računih pri centralni banki 27.760 27.760 - - - - - Finančna sredstva, namenjena trgovanju 44.428 - 994 1.248 5.113 35.347 1.726 Finančna sredstva, razpoložljiva za prodajo 314.093 - 8.797 24.524 9.726 161.375 109.671 Izvedeni finančni instrumenti, namenjeni varovanju 14.144 - 723 2 1.654 4.118 7.647 Krediti 2.364.631 74.934 145.438 83.877 494.606 812.991 752.785 Krediti bankam 85.936 74.934 4.901 493 1.360 4.248 - Krediti strankam, ki niso banke 2.269.317 - 131.200 83.384 493.236 808.712 752.785 Druga finančna sredstva 9.378 - 9.337 - 10 31 - Finančna sredstva v posesti do zapadlosti 12.930 - - 428 - 5.909 6.593 Opredmetena osnovna sredstva 10.747 - - - - - 10.747 Neopredmetena dolgoročna sredstva 19.236 - - - - - 19.236 Dolgoročne naložbe v kapital odvisnih, pridruženih in skupaj obvladovanih družb 253 - - - - - 253 Terjatve za davek od dohodkov pravnih oseb 6.974 - - - 1.381 5.593 - Terjatve za davek 1.381 - - - 1.381 - - Odložene terjatve za davek 5.593 - - - - 5.593 - Druga sredstva 171 - 80 18 44 2 27 Skupaj sredstva (1) 2.815.367 102.694 156.032 110.097 512.524 1.025.335 908.685 Finančne obveznosti do centralne banke 251.823 - - - - 251.823 - Finančne obveznosti, namenjene trgovanju 43.593 - 841 1.182 5.147 34.704 1.719 Izvedeni finančni instrumenti, namenjeni varovanju 66.027 - - 37 5.189 30.862 29.939 Finančne obveznosti, merjene po odplačni vrednosti 2.196.155 671.525 130.460 286.131 416.074 507.796 184.169 Vloge bank 576.933 1.782 60.744 32.887 220.439 128.224 132.857 Vloge strank, ki niso banke 1.227.789 669.743 58.097 252.238 185.160 60.389 2.162 Krediti bank 346.820 - 27 284 8.176 319.183 19.150 Podrejene obveznosti 30.101 - 101 - - - 30.000 Druge finančne obveznosti 14.512 - 11.491 722 2.299 - - Rezervacije 2.443 - 356 10 442 1.577 58 Obveznosti za davek od dohodkov pravnih oseb -- - - - - - Obveznosti za davek -- - - - - - Odložene obveznosti za davek -- - - - - - Druge obveznosti 3.703 - 53 85 1.447 1.412 706 Osnovni kapital 20.384 - - - - - 20.384 Kapitalske rezerve 107.760 - - - - - 107.760 Presežek iz prevrednotenja (18.737) - - - - - (18.737) Rezerve iz dobička 141.679 - - - - - 141.679 Zadržani dobiček / izguba (vključno s čistim dobičkom / izgubo poslovnega leta) 537 - - - - - 537 Skupaj obveznosti in kapital (2) 2.815.367 671.525 131.710 287.445 428.299 828.174 468.214 Neusklajenost (1)-(2) -(568.831) 24.322 (177.348) 84.225 197.161 440.471 UniCredit Bank · 2012 Letno poročilo 105 Računovodski izkazi Bančna tveganja Bilanca stanja po zapadlosti na dan 31. 12. 2011 EUR 1.000 Do 1 Od 1 - 3 Od 3 - 12 Vsebina Skupaj Na vpogled meseca mesecev mesecev Od 1 - 5 let Nad 5 let Denar v blagajni in stanje na računih pri centralni banki 62.796 27.796 35.000 - - - - Finančna sredstva, namenjena trgovanju 67.988 - 4.511 1.286 5.757 46.586 9.848 Finančna sredstva, razpoložljiva za prodajo 295.158 - 498 4.543 1.574 170.222 118.321 Izvedeni finančni instrumenti, namenjeni varovanju 6.866 - 552 913 103 2.963 2.335 Krediti 2.451.094 69.376 145.199 112.659 475.792 870.223 777.845 Krediti bankam 90.083 69.376 735 890 9.574 9.508 - Krediti strankam, ki niso banke 2.356.239 - 139.769 111.766 466.211 860.648 777.845 Druga finančna sredstva 4.772 - 4.695 3 7 67 - Finančna sredstva v posesti do zapadlosti 19.968 - - 4 19.964 - - Nekratkoročna sredstva v posestvi za prodajo -- - - - - - Opredmetena osnovna sredstva 12.727 - - - - - 12.727 Neopredmetena dolgoročna sredstva 17.317 - - - - - 17.317 Terjatve za davek od dohodkov pravnih oseb 11.609 - - - 73 11.536 - Terjatve za davek 73 - - - 73 - - Odložene terjatve za davek 11.536 - - - - 11.536 - Druga sredstva 113 - 55 11 10 3 34 Skupaj sredstva (1) 2.945.636 97.172 185.815 119.416 503.273 1.101.533 938.427 Finančne obveznosti do centralne banke -- - - - - - Finančne obveznosti, namenjene trgovanju 66.813 - 4.094 1.279 5.729 45.916 9.795 Izvedeni finančni instrumenti, namenjeni varovanju 60.587 - 423 432 4.344 26.549 28.839 Finančne obveznosti, merjene po odplačni vrednosti 2.566.457 413.637 477.143 556.470 335.405 689.192 94.610 Vloge bank 1.178.074 23.708 165.093 444.676 216.519 273.792 54.286 Vloge strank, ki niso banke 949.624 382.536 264.216 108.910 113.567 79.589 806 Krediti bank 390.924 - 40.884 614 4.097 335.811 9.518 Podrejene obveznosti 30.180 - 180 - - - 30.000 Druge finančne obveznosti 17.655 7.393 6.770 2.270 1.222 - - Rezervacije 1.553 - 119 4 102 394 934 Obveznosti za davek od dohodkov pravnih oseb 5.073 - - - 855 4.218 - Obveznosti za davek 855 - - - 855 - - Odložene obveznosti za davek 4.218 - - - - 4.218 - Druge obveznosti 4.265 - 1.754 88 525 1.822 76 Osnovni kapital 20.384 - - - - - 20.384 Kapitalske rezerve 107.760 - - - - - 107.760 Presežek iz prevrednotenja (28.399) - - - - - (28.399) Rezerve iz dobička 133.773 - - - - - 133.773 Zadržani dobiček / izguba (vključno s čistim dobičkom / izgubo poslovnega leta) 7.370 - - - - - 7.370 Skupaj obveznosti in kapital (2) 2.945.636 413.637 483.533 558.273 346.960 768.091 375.142 Neusklajenost (1)-(2) -(316.465) (297.718) (438.857) 156.313 333.442 563.285 106 2012 Letno poročilo · UniCredit Bank Operativno tveganje OKVIR OPERATIVNEGA TVEGANJA Operativno tveganje je opredeljeno kot tveganje zaradi neustreznih ali neuspešnih internih procesov, nepravilnega ravnanja oseb, neustreznih ali neuspešnih notranjih sistemov in zunanjih dogodkov, ki ne izhajajo iz kreditnega, tržnega in likvidnostnega tveganja. Med operativna tveganja štejemo tudi pravna tveganja, izključena pa so strateška tveganja in tveganja ugleda. Za nadzor, zmanjševanje in kontrolo operativnega tveganja je Banka vzpostavila celovit okvir za ocenjevanje in upravljanje z operativnim tveganjem in učinkovitim kontrolnim okoljem. Banka se osredotoča na aktivno odkrivanje in zmanjševanje operativnega tveganja in z njim povezanih dogodkov. Cilj Banke je obdržati izpostavljenost operativnemu tveganju na ustrezni ravni, v luči njenih finančnih prednosti, značilnosti njenega poslovanja, trgov na katerih posluje, konkurenčnosti okolja in regulatornih omejitev, ki jim je izpostavljena. Ključni poudarki so transparentnost informacij, eskalacija glavnih problemov in določitev odgovornosti za njihovo ustrezno reševanje. Pristop Banke pri upravljanju z operativnim tveganjem je namenjen zmanjševanju izgub z vpeljavo tradicionalnih pristopov, ki temeljijo na kontroli in vpeljavo dodatnih metod, orodij in pravil, ki so prilagojeni vrsti tveganja, dosledno uporabljeni in izkoriščani. Najpomembnejše orodje pri omejevanju in zmanjševanju tveganja in dejanskih izgub je širitev kulture zavedanja o operativnem tveganju na vseh ravneh v Banki. UPRAVLJAVCI OPERATIVNEGA TVEGANJA Celotna organizacija ter razdelitev pristojnosti in odgovornosti na področju upravljanja operativnega tveganja z vidika ocenjevanja/merjenja, spremljanja in obvladovanja operativnega tveganja je v UniCredit Banka Slovenija d.d. definirana na način, ki omogoča/zagotavlja pravočasno evidentiranje ter poročanje nastalih dogodkov operativnega tveganja, pravočasno vpeljavo ukrepov z namenom preprečitve nastanka škodnih dogodkov in učinkovito spremljanje ter obvladovanje operativnega tveganja. Uprava Banke je odgovorna za učinkovit pregled in razumevanje izpostavljenosti operativnemu tveganju. Uprava Banke in višje vodstvo so prav tako odgovorni za preverjanje, ali sta merjenje in sistem nadzora operativnega tveganja močno integrirana v dnevni proces obvladovanja tveganj Banke. Ključni organ v Banki za sprejemanje odločitev, povezanih z operativnim tveganjem, je odbor za operativno tveganje. Na sestankih odbora za operativno tveganje se podrobno analizirajo nastali škodni dogodki v Banki, vključno z debato o možnih izboljšavah procesov/produktov/ sistemov znotraj Banke. Na osnovi poročil o operativnem tveganju predlagajo in nadzirajo procedure za kontrolo in spremljanje operativnega tveganja. Uprava Banke je redno obveščena o vseh pomembnih dogodkih operativnega tveganja, pomembnih temah, spremembah ter novostih in o morebitnih kršitvah na področju operativnega tveganja. V skupini UniCredit je ključni organ odbor za operativno tveganje, ki vsako četrtletje zaseda na Dunaju in se ga udeležujejo vse posamezne banke v skupini. Vsako leto skupina organizira tudi forum za operativna tveganja s skupnim ciljem predstavitve vseh pomembnih aktualnih dogajanj in novosti na področju upravljanja z operativnimi tveganji na ravni celotne skupine UniCredit. Funkcija upravljanja operativnega tveganja poteka znotraj samostojne skupine za operativno tveganje, v okviru divizije Upravljanje s tveganji, v tesnem sodelovanju z ostalimi upravitelji operativnega tveganja, ki so imenovani za vsako poslovno divizijo in štabno službo. Skupina za operativno tveganje zagotavlja redno kontrolo nad operativnim tveganjem in je odgovorna za identifikacijo, ocenjevanje, nadzor in zmanjševanje ter kontrolo operativnega tveganja. Skupina je vključena tudi v postopek vpeljave novih produktov. Upravitelji operativnega tveganja so odgovorni za vzpostavitev ustreznih ukrepov za zmanjšanje in preprečevanje operativnega tveganja ter sklenitev morebitnega zavarovanja pred tveganjem. Vsako leto skupina za operativno tveganje organizira tudi celodnevno delavnico za vse upravitelje operativnih tveganj v Banki z namenom predstavitve pomembnih aktualnih dogajanj in novosti, s čimer se utrjuje znanje upraviteljev operativnih tveganj in skrbi za krepitev zavedanja o pomenu aktivnega nadzora in upravljanja operativnega tveganja. SISTEM MERJENJA OPERATIVNEGA TVEGANJA Od septembra 2009 Banka uporablja napredni pristop (Advanced Measurement Approach – AMA pristop) za merjenje in izračun kapitalske zahteve za operativno tveganje. Napredni model izračuna kapitalske zahteve za operativno tveganje so razvili na ravni skupine UniCredit. Model uporablja kombinacijo notranjih podatkov, zunanjih podatkov, analize scenarijev in dejavnikov, ki odražajo poslovno okolje in notranje kontrole. Okvir spremljanja operativnega tveganja predstavlja aplikacija Application for Risk Gauging Online (v nadaljevanju: ARGO). Gre za programsko orodje, ki so ga razvili v okviru Skupine in je namenjeno spremljanju operativnega tveganja. ARGO združuje posamezne sestavine okvira upravljanja operativnega tveganja v enotno orodje, ki temelji na intranetu. ARGO obsega zajemanje, poročanje in analiziranje podatkov, povezanih z operativnim tveganjem, ki omogočajo identifikacijo tveganj, merjenje, nadzor, poročanje in analizo in na ta način omogočajo učinkovito upravljanje Banke z operativnim tveganjem. UniCredit Bank · 2012 Letno poročilo 107 Mreža neodvisnih funkcij in skupin, ki so vključene v upravljanje in kontrolo tveganj, zagotavlja upravi Banke zadostne informacije za upravljanje z operativnim tveganjem. V letu 2012 je bila ustanovljena posebna delovna skupina v okviru odbora za operativna tveganja, ki zagotavlja redno spremljanje ukrepov za zmanjšanje operativnih tveganj in aktivnosti ter ugotovitev na posameznih ravneh upravljanja v Banki. Vsako četrtletje skupina pripravi posebno poročilo s pregledom vseh sprejetih in planiranih ukrepov za zmanjšanje operativnih tveganj na vseh ravneh upravljanja po posameznih poslovnih področjih in redno spremlja izvajanje tovrstnih ukrepov v Banki. Sistem za ocenjevanje in merjenje operativnih tveganj temelji na štirih ključnih elementih: zbiranje in analiziranje notranjih dogodkov operativnega tveganja, zunanji dogodki operativnega tveganja, letna analiza scenarijev operativnega tveganja in redno spremljanje dejavnikov / indikatorjev tveganja. Zbiranje škodnih dogodkov Škodni dogodki se zbirajo od leta 2002 in so pomagali pri: • širitvi zavedanja o operativnem tveganju na vseh ravneh v Banki, • pridobivanju izkušenj pri samem pojmovanju operativnega tveganja in orodjih, • poglobljenem razumevanje o vključenosti / povezanosti različnih tveganj v poslovni proces. Aktivnosti identifikacije, beleženja, zbiranja, potrjevanja in poročanja škodnih dogodkov so organizirane decentralizirano, na ravni posamezne divizije, znotraj posameznega oddelka ali skupine znotraj oddelka. Banka zbira vse izgube in dobičke, ki so povezani z dogodki operativnih tveganj, z zneskom nad 100 evrov in vse potencialne izgube nad 10.000 evrov. Vsak dogodek operativnega tveganja se uvrsti v eno izmed sedmih kategorij tveganja po Basel II standardih: • notranja goljufija, • zunanja goljufija, • ravnanje v zvezi z zaposlovanjem in varnostjo pri delu, • stranke, produkti in poslovna praksa, • škoda na premičnem in nepremičnem premoženju, • poslovne motnje in izpadi sistemov, • izvedba, dostava in upravljanje procesov. Izgube operativnih tveganj se redno usklajujejo z računovodskimi izkazi, da bi s tem zagotovili popolnost zbranih izgub iz operativnih tveganj. Delež neto izgub iz operativnega tveganja po kategorijah tveganja v letu 2012 Izvedba, dostava in upravljanje procesov 8,3 % Poslovne motnje in izpadi sistemov 0,4 % Škoda na premičnem in nepremičnem premoženju Zunanja goljufija 0,4 % 90,7 % Stranke, produkti in poslovna praksa 0,2 % Delež neto izgub iz operativnega tveganja po kategorijah tveganja v letu 2011 Zunanja goljufija Banka se zavzema za uvedbo ukrepov, s katerimi upravlja in zmanjšuje izpostavljenost operativnemu tveganju in preprečuje nastanek podobnih škodnih dogodkov v prihodnosti. Vpeljava ukrepov za zmanjševanje operativnega tveganja se redno nadzira. Indikatorji tveganja Indikatorji tveganja so numerične spremenljivke, katerih trend je povezan z izpostavljenostjo procesov operativnemu tveganju. Indikatorji tveganja so merljivi podatki oziroma kazalniki, ki odražajo izpostavljenost operativnemu tveganju: vrednost indikatorja mora biti povezana s spremembo v velikosti tveganja. Redno spremljanje indikatorjev tveganja omogoča pridobitev informacije o povečanju tveganja za nastanek škodnega dogodka tako funkciji upravljanja z operativnim tveganjem kot tudi lastnikom procesov in osebam, ki so neposredno zadolžene za upravljanje s tveganjem na način, da ima lastnik procesa še dovolj časa, da z uvedbo ukrepa prepreči nastanek škodnega dogodka. Proces izbora indikatorjev vključuje funkcijo upravljanja z operativnim tveganjem in lastnike procesa. Proces temelji na analizi internih podatkov o izgubah, zunanjih dogodkih, scenarijev ter analizi notranjih kontrol in strokovnjakovih pobudah za procese, mnenju notranje revizije ter spremembah v poslovnemu okolju. Analiza scenarijev Namen analize scenarijev je oceniti stopnjo izpostavljenosti Banke operativnemu tveganju zaradi možnih dogodkov operativnega tveganja, ki se zgodijo z majhno verjetnostjo, vendar takrat lahko povzročijo Banki visoke izgube. Pri analizi scenarijev analiziramo pretekle dogodke operativnega tveganja, ki so se zgodili znotraj Banke ter v bančnem sektorju, prekoračitve pri indikatorjih tveganja, predvsem pa se pri definiranju najbolj relevantnih / možnih črnih scenarijev za Banko upošteva oceno ključnih zaposlenih, ki imajo največ znanja in izkušenj na svojim področju delovanja ter predloge notranje revizije in vodstva Banke. Rezultati v smislu najslabšega možnega scenarija, kritičnih procesov, predlogov ukrepov za zmanjšanje tveganja ali učinkov na tvegani kapital so posebej opisani v poročilih scenarijev. Interna ocena Glavni namen letnega procesa internega ocenjevanja je ocenitev primernosti sistema upravljanja operativnega tveganja kot tudi ocenitev skladnosti s standardi Skupine in z regulatornimi zahtevami za uporabo naprednega pristopa za merjenje kapitalske zahteve za operativno tveganje. Cilj letne interne ocene je identifikacija glavnih značilnosti posameznih operativnih tveganj, ki so specifični za naše okolje in ocenjevanje ustreznosti vzpostavljenega kontrolnega okolja. V primeru ugotovljenih pomanjkljivosti se izdela akcijski načrt za implementacijo dodatnih kontrol / ukrepov, vključno z določitvijo odgovornih enot za njihovo izvedbo in spremljanje, skladno z začrtanim časovnim okvirjem. UniCredit Bank · 2012 Letno poročilo 109 Pravna tveganja in tveganje skladnosti Banke so visoko regulirane finančne ustanove in s strani pristojnih organov tudi stalno nadzorovane, saj prinašajo in nosijo sistemsko tveganje. Pravno tveganje in tveganje skladnosti poslovanja s predpisi sta tveganji nastanka škode zaradi kršitve ali neusklajenosti z zakoni, podzakonskimi akti, pravili, predpisi, dogovori, dobro bančno prakso ali etičnimi normami. Banka je izpostavljena pravnemu metodološkemu tveganju, ki predstavlja tveganje nastanka izgube zaradi sprejetih metod, s katerimi želimo zavarovati premoženje Banke pred zahtevki drugih ali zavarovati Banko pred obveznostjo plačati škodo ali povračila drugim, pri tem pa se izkaže, da izbrane metode niso zadostne oziroma ustrezne. Dodatno je Banka izpostavljena tudi operativnemu pravnemu tveganju, ki nastane v teku sklepanja bančnih poslov, v okviru katerega si Banka naloži obveznosti, ki niso bile predvidene oz. so večje od predvidenih, ali se izkaže, da so bile terjatve oz. pravice manjše ali izkazane v nižji vrednosti, kot je bilo pričakovano v času sklepanja poslov. Banka je izpostavljena tudi tveganju neskladnosti, ki je tveganje zakonskih sankcij, ukrepov nadzornih organov, finančnih izgub ali izgube ugleda, ki jih lahko Banka utrpi zaradi nenamernega ali namernega neskladnega ravnanja z zakoni, zunanjimi in notranjimi predpisi, standardi in kodeksi. Naš namen je identificirati, upravljati, nadzirati in zmanjševati pravna tveganja in tveganja skladnosti, ki jim je Banka izpostavljena. Banka si prizadeva aktivno zmanjševati zgoraj navedena tveganja skozi njihovo prepoznavanje, vzpostavitev ustreznih standardov in postopkov za njihovo upravljanje, kot tudi z zagotavljanjem skladnosti preko ukrepov in postopkov aktivnega nadzora. Politika obvladovanja pravnih tveganj in tveganja skladnosti je vpeljana skozi identifikacijo in ponavljajoče preglede področij, kjer je bilo ugotovljeno oz. je prisotno tovrstno tveganje, določitev odgovornosti za razvoj ustreznih postopkov za upravljanje in zmanjševanje tveganj in skozi vzpostavitev postopkov za nadzor skladnosti, upoštevajoč zahtevane standarde. Pravnemu tveganju in tveganju skladnosti se ne moremo v celoti izogniti in ju povsem izničiti ter ju je tudi zelo težko vnaprej napovedati. Banka je sicer vključena v majhno število pravnih postopkov / sporov, ki so še v teku. Poslovno tveganje Poslovno tveganje je opredeljeno kot neugodna in nepričakovana sprememba obsega poslovanja in / ali marž, ki jih ni mogoče pripisati drugim vrstam tveganj, ter ima za posledico nihanje dohodkov in stroškov brez upoštevanja izrednih postavk. Spremembe obsega poslovanja so rezultat nepričakovanega razvoja tržnih gibanj, nepričakovanega vedenja strank ali novih tržnih udeležencev / produktov. Izračun poslovnega tveganja temelji na modelu tveganja neto prihodkov (earnings-at-risk model), ki uporablja časovno vrsto prihodkov in stroškov. Merjenje poslovnega tveganja meri vpliv zunanjih dejavnikov na upadanje dobičkov in učinek na tržno vrednost. Kot del splošnega upravljanja z dohodki in stroški je operativno upravljanje poslovnega tveganja odgovornost posameznih poslovnih enot. Tveganja iz naslova deležev in kapitalskih udeležb Banke UniCredit Banka Slovenija d.d. ni aktivna pri dolgoročnih naložbah v delnice za svoj račun z namenom, da bi realizirala kratkoročno trgovanje ali bistvena dolgoročna povečanja vrednosti. Deleži Banke so bodisi tesno povezani z njenim poslovanjem (SWIFT, Bankart, itd.) ali pa rezultat poskusov prestrukturiranja. Tveganja na področju nepremičnin UniCredit Banka Slovenija d.d. ne vlaga v nepremičnine, zato temu tveganju ni izpostavljena. Informacija v zvezi s tretjim stebrom (Pillar 3) V skladu s pravno ureditvijo glede tretjega stebra (Pillar 3) in dejstvom, da je UniCredit Banka Slovenija d.d. konsolidirana v skupino UniCredit, je Banka dolžna razkriti informacije o upravljanju s kapitalom, o razpoložljivem kapitalu in kapitalski zahtevi za različne kategorije tveganja. Upravljanje s kapitalom V okviru procesa ocenjevanja ustreznega notranjega kapitala se UniCredit Banka Slovenija d.d. osredotoča na ekonomski pogled usklajevanja ekonomskega kapitala (kapitalska zahteva) s sposobnostjo prevzemanja tveganja (lastniški kapital) v skladu z drugim stebrom kapitalskega sporazuma. Ekonomski kapital se izračuna za preteklo obdobje, in sicer vsake tri mesece, vendar se spremlja tudi v okviru letnega procesa načrtovanja. Kapitalska zahteva in ponudba kapitala se spreminjata skozi čas, zato Banka zagotovi, da kapitalska zahteva (ki izhaja predvsem iz poslovnih načrtov in napovedi o profilu tveganja v povezavi z makroekonomskimi scenariji) ne preseže ponudbe kapitala ter da se ponudba kapitala (na katero vplivajo zlasti načrtovane transakcije s kapitalom in pričakovani dobički) ohrani na določeni ravni, ki omogoča Banki kritje izračunanih tveganj v vsakem trenutku. Ekonomski kapital banke naj bi odseval specifičen profil tveganja banke na obširen in dosleden način. Z izjemo likvidnostnega tveganja se ekonomski kapital izračuna z uporabo enotne VaR metode za vse vrste tveganj, ki so bile omenjene v poglavju Bančna tveganja. Poseben dejavnik, ki ga je potrebno upoštevati pri potrebnem tveganem kapitalu, je poslovno tveganje, ki odseva vpliv zunanjih dejavnikov kot so obnašanje potrošnika ali konkurenčnih razmer na tržno vrednost poslovnih enot ali podružnic. Nepričakovane izgube za obdobje enega leta so izračunane s stopnjo zaupanja 99,97 %. Celotno odgovornost za prepoznavanje tveganj in ocene stopnje tveganj prevzema ALCO. Poleg ekonomskega vidika mora Banka izpolnjevati tudi pravne predpise določene z Basel II sporazumom in slovensko zakonodajo. Regulatorni kapital za kreditno, tržno in operativno tveganje mora ustrezati kapitalski zahtevi, medtem ko bilančni kapital (temeljni kapital, dodatni kapital 1 in dodatni kapital 2) predstavlja dejanski kapital Banke. Uprava Banke redno spremlja kapitalsko ustreznost, o kateri poroča Banki Slovenije vsake tri mesece. Banka Slovenije zahteva, da vse banke ohranijo stopnjo skupnega regulatornega kapitala (stopnja kapitalske ustreznosti), ki po mednarodnem dogovoru znaša najmanj 8 % tveganjem prilagojenih zneskov. Spodnja tabela predstavlja kratek pregled sestave regulatornega kapitala in stopnjo kapitalske ustreznosti ob koncu leta 2011 in 2012. Količnik kapitalske ustreznosti je narasel iz 10,95 % ob koncu leta 2011 na 13,45 % ob koncu leta 2012. Tier 1 količnik kapitalske ustreznosti pa je narasel iz 10,21 % ob koncu leta 2011 na 12,22 % ob koncu leta 2012. Banka je skozi celotno opazovano obdobje izpolnjevala predpisane kapitalske zahteve s strani regulatorja in hkrati povečala varnost poslovanja. UniCredit Bank · 2012 Letno poročilo 111 Računovodski izkazi Bančna tveganja Izračun kapitala in kapitalske zahteve Oznaka EUR 1.000 Postavka 31. 12. 2012 31. 12. 2011 1 SKUPAJ KAPITAL (za namen kapitalske ustreznosti) 259.893 241.973 1.1 TEMELJNI KAPITAL 242.615 239.194 1.1.1.1 Vplačani osnovni kapital 20.384 20.384 1.1.1.3 Kapitalske rezerve 107.760 107.760 1.1.2.1 Rezerve in zadržani dobiček ali izguba 141.679 133.773 1.1.2.6 Presežki iz prevrednotenja (PP) - bonitetni filtri (7.972) (5.406) 1.1.5 (-) Ostale odbitne postavke temeljnega kapitala (19.236) (17.317) 1.1.5.1 (-) Neopredmetena dolgoročna sredstva (19.236) (17.317) 1.1.5.4 (-) Druge deželno specifične odbitne postavke - - 1.2 DODATNI KAPITAL I 30.000 30.000 1.2.2.3 Podrejeni dolg I 30.000 30.000 1.3 (-) ODBITNE POSTAVKE OD TEMELJNEGA IN DODATNEGA KAPITALA I (12.722) (27.221) 1.3.8 (-) Primanjkljaj oslabitev in rezervacij po pristopu IRB ter pričakovana izguba iz naslova lastniških instrumentov po pristopu IRB (12.722) (27.221) 1.4 SKUPAJ TEMELJNI KAPITAL (za namen kapitalske ustreznosti) 236.254 225.583 1.5 SKUPAJ DODATNI KAPITAL I (za namen kapitalske ustreznosti) 23.639 16.389 2 KAPITALSKE ZAHTEVE 154.613 176.779 2.1 VSOTA KAPITALSKIH ZAHTEV ZA KREDITNO TVEGANJE, TVEGANJE NASPROTNE STRANKE IN TVEGANJE ZARADI ČASOVNE NEUSKLAJENOSTI PLAČILA IN IZROČITVE 144.056 166.941 2.1.1 Standardizirani pristop (SA) 59.685 64.525 2.1.1.1a SA kategorije izpostavljenosti brez pozicij listinjenja - - 2.1.1.1b IRB kategorije izpostavljenosti brez pozicij listinjenja 59.685 64.525 2.1.1.1b.01 Enote centralne ravni države in centralne banke 253 181 2.1.1.1b.02 Institucije 3.211 4.369 2.1.1.1b.03 Podjetja 8.951 8.913 2.1.1.1b.04 Bančništvo na drobno 45.628 48.949 2.1.1.1b.06 Druga sredstva iz naslova nekreditnih obveznosti 1.642 2.113 2.1.2 Pristop na podlagi notranjih bonitetnih sistemov (IRB) 84.371 102.416 2.1.2.1 Nadzorniško določene ocene LGD (in CF) 75.540 91.389 2.1.2.1.02 Institucije 4.447 2.740 2.1.2.1.03 Podjetja 71.093 88.649 2.1.2.3 Kategorija izpostavljenosti iz naslova lastniških instrumentov 8.831 11.027 2.2 TVEGANJE PORAVNAVE - - 2.3 VSOTA KAPITALSKIH ZAHTEV ZA POZICIJSKO TVEGANJE, VALUTNO TVEGANJE IN TVEGANJE SPREMEMB CEN BLAGA 155 134 2.4 KAPITALSKA ZAHTEVA ZA OPERATIVNO TVEGANJE 10.402 9.704 2.4.3 Napredni pristop 10.402 9.704 2.6 DRUGE IN PREHODNE KAPITALSKE ZAHTEVE - - 3.2 Presežek (+) / primanjkljaj (-) kapitala 105.280 65.194 3.2.a Količnik kapitalske ustreznosti (%) 13,45 % 10,95 % Tier 1 količnik kapitalske ustreznosti (%) 12,22 % 10,21 % Z Mag. Stefan Vavti Mag. Jana Benčina Henigman Mag. Damijan Dolinar, CFA Predsednik uprave Članica uprave Član uprave Finančni direktor 112 2012 Letno poročilo · UniCredit Bank ˇ ZAŠCITA Podpora skupnostim v težkih časih Po tem, ko je eden največjih zaposlovalcev v našem mestu zaprl vrata, je šla naša lokalna skupnost skozi zelo težko obdobje. UniCredit Bank je tesno sodelovala z vladnimi uslužbenci pri inovativni pobudi, s katero so pomagali tistim, ki so ostali brez služb, tako kot jaz, da smo takoj dobili dostop do podpore za brezposelne. Banka je hitro omogočila denarna sredstva ter tako zaščitila družine pred polomom. Franco F., stranka UniCredit Bank v Italiji C ustomer testimonials are the common thread of this year’s annual repor t to illustrate the concrete solutions we provide every day. These true stories were told f irst-hand and collected by the colleagues who worked with them to offer real benef its. Each story lends an authentic voice to how we are having a positive impact on our stakeholders. We are making a difference by recognizing everyday challenges and oppor tunities, and by contributing to the economic, social and cultural well-being of the communities we serve. This report’s creative concept reflects our commitment by displaying two pieces that f it together. This represents the union between the real-life needs of our clients and the practical solutions that we offer. Above all, we believe that being a commercial bank means engaging in meaningful dialogue with those with whom we come into contact. This enables us to provide simple, quick and effective responses that perfectly meet customer needs. Inside you will f ind some of these stories. We hope the next one will be yours. Introduction 2012 2011 Statement of Financial Position (EUR 1,000) Volume of assets 2,815,367 2,945,636 Deposits, customers 1,227,789 957,016 Deposits, legal and other entities 784,264 601,181 Deposits, private customers 443,525 355,835 Loans, customers 2,269,317 2,356,239 Loans, legal and other entities 1,495,493 1,539,200 Loans, private customers 773,824 817,039 Equity 251,623 240,888 Impairment of assets, measured at amortised cost 113,405 85,479 Provisions 2,443 1,553 Off-balance-sheet items 3,844,594 4,574,606 Statement of Income (EUR 1,000) Net interest income 55,970 59,916 Net non-interest income 21,306 22,998 Staff costs (23,928) (22,756) Other administrative costs (12,908) (13,591) Depreciation (4,586) (5,239) Impairment and provisions (35,544) (23,327) Net income before taxes 310 18,001 Corporate income tax 763 (3,260) Statement of Other Comprehensive Income (EUR 1,000) Other compehensive income before tax 12,924 (26,128) Income tax on other comprehensive income (3,262) 5,226 Employees Number of employees on 31 December 601 609 Shares Number of shareholders 27 26 Nominal value (EUR) 4.17 4.17 Book value (EUR) 51.48 49.28 Number of shares 4,888,193 4,888,193 Equity Capital adequacy 13.5 % 11.0 % Assets Quality and Commitments Impairment of assets, measured at amortised cost and provision / Sorted assets and sorted off-balance sheet positions 3.6 % 2.7 % Profitability Interest margin 1.9 % 2.0 % Margin of financial brokerage 2.6 % 2.8 % Return on assets before taxes 0.0 % 0.6 % Return on equity before taxes 0.1 % 7.9 % Return on equity after taxes 0.4 % 6.4 % Operating costs Operating costs / Average assets volume 1.4 % 1.4 % Liquidity Liquid assets / Short-term deposits to non-banks, measured at amortised cost 29.9 % 37.2 % Liquid assets / Average assets 9.1 % 8.6 % UniCredit Bank · Translation of 2012 Annual Report 117 Introduction CEO’s Letter to the Shareholders Dear Shareholders: 2012 was a difficult year for the European economy, and UniCredit was not immune. Nevertheless, I believe it will be remembered as the turning point for our Group. For it was the year in which we took action to secure our future as a rock-solid European commercial bank. We secured our capital position in 2012, and simplified operations, reduced costs, strengthened our risk management culture, and introduced innovative products and new initiatives, to lead the way to a more productive and prosperous future. We began the year by achieving the first target of our three-year strategic plan, which was to strengthen the foundations of our Group through the reinforcement of our capital position. At the time, we were the only bank in Europe to carry out a successful capital increase. “ 2012 was the year in which we took action to secure our future as a rock-solid European commercial bank. ” We achieved a strong liquidity position in our countries, largely by reducing our commercial funding gap by more than 45 billion euros. This was accomplished, in part, by increasing our direct funding in Italy and other key markets. We undertook a number of measures to improve revenues and simplify the Group structure. One key initiative was the redesign of our business model to move us closer to our customers. The framework to accomplish this is Project Group Organization Leaner Design (GOLD). The initiative is our multi-year reorganization plan designed to assure that our Group becomes more efficient, less complex and more customer focused. The GOLD Project simplifies operations by empowering our countries with greater decision-making authority. This permits us to work closer with clients and create better-tailored solutions. It allows us to be easier to deal with and provides a clearer chain of command. It enables our commercial networks to be quicker to markets. And it allows our countries to support local market development. One of the many ways we are doing this is by leveraging our expertise and networks to help customers internationalize their businesses. We first began this initiative in Italy and are expanding it to other countries in which we work. We strengthened our internal control and risk management culture to simplify the way in which we do business, delivering greater clarity. And it will set the stage for increased profitability and more sustainable customer relationships. Innovation remains a top priority for us. We are creating the products and services that our customers want and need. And we are developing new, more convenient channels through which they can bank with us. By offering customers the option to use their mobile phones, tablets or computers to manage their finances, we are becoming a simpler, more efficient bank. This in turn will help us to reduce costs and ensure our sustainability. We are developing a more integrated approach to our annual reporting. Our goal is to deliver both our financials and non-financials in one publication, to be consistent with the sustainability component of our strategic plan. As we implement our plan, we are seeing positive results. We increased our direct funding by more than 22 billion euros, posting good results in Germany and CEE with pre-tax profits totaling roughly 4.2 billion euros. Our CIB Division experienced real growth and raised its profile in debt capital markets. By becoming the lead manager in issuing more than 65 billion euros in euro-denominated bonds, our division is now ranked number two in Europe. I am confident that the steps we have taken to build a simpler, stronger bank, have positioned us to achieve sustainable revenue and commercial growth in the coming year. We are well prepared to accomplish these objectives thanks to our exceptional people. Their hard work carried out in our 22 countries, combined with our innovative products, our cost discipline and our risk management culture all accrete to deliver a strong competitive advantage. For all of these reasons, I am convinced that in 2013 we will continue to be successful in implementing our strategy and realizing our ambition to be one of the strongest banks in Europe. Sincerely, the UniCredit group UniCredit Bank · Translation of 2012 Annual Report 119 Introduction Statement by the Chairman of the Management Board The year 2012 proven to be a bigger challenge than previously anticipated, not only in Slovenia but also in Europe and in the rest of the world. The systemic risks at various levels increased instead of the expected calming down. Therefore, the Euro crisis deepened further, economic activity continued on a subpar level, geopolitical tensions were rising worldwide, with all these fac tors having adverse ef fec t on the real economy. In Slovenia, additional factors played an important role. Diff icult formation of the government af ter early elections, pending reforms of labor market, pension reforms as well as the need for f iscal consolidation all contributed to lower economic ac tivity, and thus to recession. Unemployment rising to the highest level “ C o m p a r e d t o t h e e n t i r e d o m e s t i c b a n k i n g i n d u s t r y , w h i c h r e c o r d e d a t h i r d y e a r o f c u m u l a t i v e l o s s e s w i t h c a p i t a l a d e q u a c y o n t h e l o w e n d o f r e g u l a t o r s m e t r i c s , o u r B a n k s t i l l d e l i v e r e d a b o v e a v e r a g e o p e r a t i n g r e s u l t s . ” since independence and an ailing economy also had negative ef fec ts on the banking balance sheets. Despite such macroeconomic environment, UniCredit Banka Slovenija d.d. delivered still acceptable results in 2012, far better than the total banking sector on average, despite having to absorb high credit provisioning and impairments on investments. In addition, the Bank increased its client deposit base by almost 30 % in 2012 and improved the diversif ication of its funding sources. Compared to the entire domestic banking industry, which recorded a third year of cumulative losses with capital adequac y on the low end of regulators metrics, our Bank still delivered above average operating results. Special thanks for this goes to our customers, our owners who suppor ted a retail expansion in these diff icult years to pursue organic grow th and of course to our high-caliber motivated and competent colleagues. Also, we are proud that several independent institutions conf irmed that the path we had been following is the right one. Thus, we received again the Horus award for social corporate activities in the category of big companies, we were selected as the best bank by EMEA Finance, we became the best bank for private clients by the Euromoney sur vey and f inally we jumped from the 57th to the 35th place in image survey among the Slovenian managers. Despite the challenges ahead in the coming years, I am conf ident that our Bank will continue to earn the trust of an ever increasing number of individual and corporate customers, positioning ourselves as the best service and produc t provider in the domestic market with a European-wide reach. Yours sincerely, Chairman of the Management Board UniCredit Banka Slovenija d.d. UniCredit Bank · Translation of 2012 Annual Report 121 Introduction About UniCredit Banka Slovenija d.d. Headquarters: Šmartinska 140 SI - 1000 Ljubljana Slovenia Telephone: + 386 (0)1 5876 600 Toll-free telephone number: 080 88 00 Fax: + 386 (0)1 5876 684 Website: www.unicreditbank.si E-mail: info@unicreditgroup.si Main activity: Other monetary intermediation Activity code: K/64.190 Established in: 1991 Chairman of the Supervisory Board: Gianni Franco Giacomo Papa The Bank is legally registered: with the District Court in Ljubljana under Reg. No.: 1/10521/00 Share capital: 20,383,764.81 EUR Reg. No.: 5446546 VAT ID No.: SI 59622806 Settlement account: 01000-0002900092 Swift: BACXSI22 Governing Bodies Supervisory Board Name Board member Beginning of term of office Termination of term of office Gianni Franco Giacomo Papa Chairman of the Supervisory Board 21 April 2011 n.a. Martin Klauzer Member of the Supervisory Board 24 April 2007 n.a. Franco Andreetta Member of the Supervisory Board 9 February 2009 n.a. Giuseppe Verrascina Member of the Supervisory Board 9 February 2009 n.a. Heinz Karl Tschiltsch Member of the Supervisory Board 8 September 2010 n.a. Alessio Pomasan Member of the Supervisory Board 29 April 2010 30 November 2012 Management Board Name Board member Beginning of term of office Termination of term of office Dr. France Arhar Chairman of the Management Board 1 June 2003 31 May 2012 Mag. Stefan Vavti  Chairman of the Management Board 17 July 2012 n.a. Janko Medja, MBA Member of the Management Board 16 September 2008 1 April 2012 Francesco Vercesi, MBA Member of the Management Board 20 October 2009 n.a. Mag. Jana Benčina Henigman Member of the Management Board 19 June 2012 n.a. Mag. Damijan Dolinar, CFA Member of the Management Board 5 July 2011 n.a UniCredit Bank · Translation of 2012 Annual Report 123 D v s on Department Unit Office Region Branch Introduction Organisational Structure UTILITY 124 Translation of 2012 Annual Report · UniCredit Bank Introduction Branch Network Branch Ljubljana BTC Šmartinska cesta 140 SI - 1000 Ljubljana Tel.: 01 5876 600 Outlet Ljubljana Šmartinska Šmartinska cesta 53 SI - 1000 Ljubljana Tel.: 01 6011 120 Branch Ljubljana Bežigrad Dunajska cesta 47 SI - 1000 Ljubljana Tel.: 01 2528 430 Outlet Ljubljana Bežigrad Dunajska cesta 177 SI - 1000 Ljubljana Tel.: 01 6011 100 Branch Ljubljana Celovška Celovška cesta 150 SI - 1000 Ljubljana Tel.: 01 5000 546 Outlet Ljubljana Celovška Celovška cesta 111 SI - 1000 Ljubljana Tel.: 01 2528 460 Branch Ljubljana Rudnik Ukmarjeva 4 SI - 1000 Ljubljana Tel.: 01 2836 000 Branch Ljubljana Tržaška Tržaška cesta 19 SI - 1000 Ljubljana Tel.: 01 2410 364 Branch Ljubljana Wolfova Wolfova 1 SI - 1000 Ljubljana Tel.: 01 5876 472 Branch Celje Prešernova 8 SI - 3000 Celje Tel.: 03 4252 479 Branch Kamnik Ljubljanska cesta 4b SI - 1241 Kamnik Tel.: 01 8396 500 Branch Koper Pristaniška 12 SI - 6000 Koper Tel.: 05 6101 010 Branch Kranj Na skali 1 SI - 4000 Kranj Tel.: 04 2018 180 Branch Krško Ulica 11. novembra 53 SI - 8273 Leskovec pri Krškem Tel.: 07 6006 070 Branch Logatec Tržaška cesta 32 SI - 1370 Logatec Tel.: 01 7591 940 Outlet Lucija Obala 112 SI - 6320 Portorož Tel.: 05 6006 080 Branch Maribor Ulica škofa Maksimilijana Držečnika 6 SI - 2000 Maribor Tel.: 02 2285 320 Outlet Maribor Magdalena Žolgarjeva ulica 19 SI - 2000 Maribor Tel.: 02 6005 650 Branch Murska Sobota Trg zmage 5 SI - 9000 Murska Sobota Tel.: 02 5341 440 Branch Nova Gorica Tolminskih puntarjev 2b SI - 5000 Nova Gorica Tel.: 05 3383 140 Branch Novo mesto Glavni trg 20 SI - 8000 Novo mesto Tel.: 07 3737 400 Branch Ptuj Ulica heroja Lacka 1 SI - 2250 Ptuj Tel.: 02 7980 340 Branch Radovljica Gorenjska cesta 24 SI - 4240 Radovljica Tel.: 04 5971 630 Branch Sežana Partizanska 37a SI - 6210 Sežana Tel.: 05 7314 589 Outlet Slovenska Bistrica Trg svobode 21 SI - 2310 Slovenska Bistrica Tel.: 02 8051 972 Outlet Šenčur Poslovna cona A 2 SI-4208 Šenčur pri Kranju Tel.: 04 6002 160 Outlet Šentjur Cesta Leona Dobrotinška 3 SI - 3230 Šentjur pri Celju Tel.: 03 6005 680 Branch Trbovlje Ulica 1. junija 2 SI - 1420 Trbovlje Tel.: 03 5612 565 Branch Velenje Šaleška 20a SI - 3320 Velenje Tel.: 03 8987 300 p Introduction Achievements and Events in 2012 JANUARY Paid Visit to Children’s Camp in Kranjska Gora, Financed with New Years’ Donation UniCredit Banka Slovenija d.d. used part of the donation at the end of 2011 to finance a camp for disadvantaged children. A group of the Bank’s employees paid a visit to the children at the beginning of 2012 and attended an event, organized by the children, entitled “Kranjska Gora’s has a Talent”. Our colleagues used this occasion to bring the children toys and teaching aids that they collected with the help of some of our customers and business partners. Collected Food and Clothing for the Roma and Plastic Bottle Caps for Children with Health Problems We once again joined forces to help those living on the margins of society. This time, we focused on the Roma, whose living conditions were described by Meta Krese, winner of the “Writing for the CEE” prize, which is awarded annually by the UniCredit group in collaboration with the APA (Austrian Press Agency). We filled a van with clothes, toys, long-lasting food and candy and drove it to the Roma families in a village near Škocjan in the Dolenjska region. Employees of UniCredit Banka Slovenija d.d. regularly help by collecting waste plastic bottle caps that are then sold to a plastic processing company. The proceeds go to children and youths suffering from health problems from across Slovenia and enable them to purchase customized disability assistive devices that their parents cannot afford to purchase. Prepared Service Package for Pensioners With the arrival of the new year, we have added a package of banking services for the pensioners to our offer. The Senior Package is designed for all pensioners who receive their pension to their UniCredit Bank account. The package includes payments of invoices at affordable rates (up to eight invoices per month with no commission), free electronic banking, free account management with a BA Maestro payment card and free savings account. Šenčur Agency Opened its Doors The Bank made its services available to the people of the municipality of Šenčur and its wider area. The Bank’s 29th unit opened in the Cubis commercial zone, thus adding to the local offer in the field of financial intermediation. FEBRUARY Invited Parents to a Driver Safety Workshop To help our employees provide a good example for their children, we invited them to attend a workshop entitled “Red light for parents.” With the experts from the Safe Journey Institute (Varna pot), who were also the recipients of a donation from the Bank, we discussed topics such as raising awareness on driver safety, cultural tolerance and road etiquette as well as encouraged them to drive safely. Once Again, We Ranked Among the 101 Best Employers In the survey conducted by Dnevnik, for the national selection of the best Slovenian employers, “Golden Thread 2011” (“Zlata nit 2011”). More than half of our employees responded to the questionnaire on the quality of the relationship between the company and the employees. The Bank once again made it to the list of the top 101 employers in the country. Pioneer Funds Bond Funds Made it to the Top of the List of “Top 10 Slovenian Funds” The magazine Moje Finance evaluated the past work of the managers and the performance over a three- and five-year period of 218 mutual funds that are traded in Slovenia and gave them a star rating. Two funds by Pioneer Funds were ranked among the top 10 funds in the country, based on the return per unit of risk. Euro Strategic Bond made first place and Emerging Markets Bond made second place. MARCH We Cleaned Slovenia In 2012, the Bank supported the Slovenian project “Let’s Clean Slovenia” with a donation. Many of our employees, some with their families and others organized in groups, attended the event. Open Door Day for the Children of Our Employees The children of our employees were invited to a fun and informative workshop on road safety, which was organized in collaboration with the Safe Journey Institute (Varna pot). Dr. France Arhar Appointed Director of BAS Dr. France Arhar was appointed director of the Bank Association of Slovenia with five-year term. Three International Study Programs Launched The UniCredit group has launched three international study programs for graduate and Master of Business studies (MBA) program in Banking for the academic year 2012 / 2013 with the option of co-financing for the selected candidates. Two Slovenian Children Accompanied Football Stars to the Field The UniCredit group is the official bank of the UEFA Champions League, which is why UniCredit Banka Slovenija d.d. organized a prize competition. The two winners had the opportunity to accompany football players to the field during the UEFA Champions League Eighth Finals. In total, 250 children from across Slovenia entered the competition. For the third year in a row, the Bank made the dreams of two kids come true, as 8-year-old Patricija from Ljubljana and 7-year-old Jernej from Krško joined the football players from FC Bayern Munich and FC Basel 1893 at the Allianz Arena stadium in Munich. Both of them received a gift package that included free entry to the football field hand in hand with a football star, tickets for the game for them and their parents, bed and breakfast and transportation from Ljubljana to Munich and back to Ljubljana. Presented Business Results to the Public We held a press conference to present our 2011 business results. Interest and non-interest income in 2011 amounted to 82.9 million euros, pre-tax profit amounted to 18.0 million euros, and there was a strong increase in net interest income to the level of 59.9 million euros. Non-interest income was higher in all product areas, totaling +4.2 % on an annual basis. Operating expenses and depreciation reached 41.6 million euros, as a result of the increased number of employees and new investments due to the program for the expansion of the branch network, as well as inflation. Operating profit amounted to 41.3 million euros, loan impairments were 23.9 million euros while solid structure of the balance sheet shows an increase in the volume of business in the areas of operations with customers other than banks (2 % increase in loans to customers, 22.3 % increase in customer deposits). Jana Benčina Henigman Became New Board Member Janko Medja, Member of the Management Board in charge of the Corporate and Investment Banking division, decided to look for new challenges outside of the UniCredit group. Janko Medja had been an employee of the Group since February 2000. On April 1, Jana Benčina Henigman, who joined the UniCredit group in 2001, became Head of the Corporate and Investment Banking division. APRIL Appointed New CEO The Supervisory Board appointed mag. Stefan Vavti, who has many years of experience working for the UniCredit group, new Chairman of the Management Board. Prior to his appointment to the office of Chairman of the Management Board, he had been a member of the Management Board of UniCredit Banka Slovenija d.d. from 2004 until 2009 and was in charge of retail and corporate banking and sales support, and in 2009 he became head of Private Banking for the CEE region. Surveys Confirmed Customer Satisfaction The customer satisfaction survey of 750 customers of the Bank in the field of retail banking and small businesses and 650 customers of the competing banks, in relation to their needs and expectations when doing business with a bank, which the Bank uses as a basis to bring its products and services closer to the goals of the customers, found that 60 % of the customers (twice as much as compared to the market) would not leave the Bank, even if a competitive bank had a more favorable offer. The vast majority of our satisfied customers (81 %) has already recommended or intends to recommend the Bank to their friends and colleagues. This was also confirmed by the client acquisition survey, which showed that 70 % of the Bank’s new clients opted for the Bank based on recommendations by existing satisfied clients. Launched a Journalist Award For the ninth consecutive year, the Austrian Press Agency (APA) and Bank Austria invited journalists to submit their contributions for a special European Journalist Award - Writing for CEE. Journalists from all over Europe, including Northern and Southern Europe, South Eastern Europe, Russia and the Commonwealth of Independent States, were invited to submit their contributions on the subject of life in Europe and in the European countries, the hopes, concerns and dreams of Europe’s population, contributing to closer ties between the countries and overcoming prejudices. Distribution of Profit and Other Subjects Discussed at the Meeting of Shareholders At the General Meeting of Shareholders of UniCredit Banka Slovenija d.d., a development plan and the bases for the business policy for 2012 were adopted, as proposed by the Bank’s Management Board. The Shareholders Meeting took note of the report of the Supervisory Board on the Bank’s annual report for the year 2011 and accepted the annual internal audit report on internal audit for the year 2011 with the opinion of the Supervisory Board of the Bank. A proposal for the distribution of profits in 2011 was also accepted. Distributable profit for the year 2011 amounted to 7,370,417.46 euros and will not be distributed among the shareholders, but fully allocated to other profit reserves. The Shareholders Meeting discharged the members of the Management Board and the Supervisory Board for the year 2011 and appointed KPMG Slovenija d.o.o. auditor for the financial year 2012. MAY UniCredit Bank was Awarded the “Best Bank in Slovenia” Title For the fourth consecutive year, the EMEA Finance magazine awarded prizes to the European banks for special achievements. UniCredit Banka Slovenija d.d. received two awards in 2011 - for the best bank in Slovenia and the best investment bank in Slovenia. The Bank had already received the title of the best bank in Slovenia in 2010, which makes it two years in a row. Children’s Home in Rakitna Gets a Makeover UniCredit Banka Slovenija d.d. used its New Years’ donation to support therapy programs for kids with the use of horses, which is a new kind of therapy at the Youth Climate Health Center of Rakitna. We wanted to help even more. For several years now, we have been renovating children’s resorts and combining our annual picnic UniCredit Bank · Translation of 2012 Annual Report 129 Introduction Achievements and Events in 2012 with charity work. Some 200 of our employees spent their Saturday working. Together with colleagues from UniCredit Leasing and CAIB, also members of the UniCredit group, we proved that we can be useful even outside of the Bank. We rolled up our sleeves and gave a new look to the dining room, the climbing wall, the riding hall and tidied up around the well-known children’s resort. The interior walls of the home in Rakitna, which allows children with respiratory problems and young people with eating and emotional disorders to rest and relax, were decorated with images of domestic animals, painted by our most creative colleagues. Our business partner Helios donated the paints and two of their staff also joined our work groups. JUNE The Best Female Athletes Come From UniCredit Banka Slovenija d.d. Each year, UniCredit Banka Slovenija d.d. achieves good results at the annual Slovenian Bankers’ games. The Bank’s team spirit is reflected in the results achieved in comparison to the competition on the market, as well as on the playing field. The employees that qualified for representing our colors in 2012, proved to be at the very top in many of the disciplines. This year (as well as several times before), our female UniCredit Bank team received the title of best athletes among the Slovenian bankers, while our male team achieved second place, which was also our overall ranking. The Bank’s Recognition and Reputation Soared According to a study that has been conducted since 2002 by dr. Miro Kline, the Bank’s degree of recognition among the business community greatly increased. UniCredit Banka Slovenija d.d. jumped to number 35 from number 57 on the list of reputable and recognized companies in 2011. JULY Bank of Slovenia Approved New Board Members Stefan Vavti, Chairman of the Management Board, and Jana Benčina Henigman, Board Member, received the official confirmation of their functions – a license from the Bank of Slovenia. AUGUST Strings Concert in Trenta Two final concert performances by young musicians were held in Trenta. The musicians were the participants of the International Music Forum supported by the UniCredit group, which is a free study seminar, held under the patronage of the Vienna Philharmonic, designed for the most talented students of string instruments from around the world. For the thirteenth year in a row, the call for participation to the seminar was published in 40 countries where the UniCredit group operates. SEPTEMBER UniCredit Day Customers are our main focus, which is why we took the opportunity to use the UniCredit Day to hold discussion in groups and think about how to achieve a positive impact on the customers through our day to day activities. Collected Used Books, Toys and Games We revived the campaign “Old Toys and Books for a New Smile”, where we encouraged our employees, customers and other visitors to bring used toys, books and school supplies for disadvantaged children to the Bank’s headquarters. Ranked Higher on List of Sustainable Companies The UniCredit group jumped a few places higher on the list for the assessment of the sustainability of companies, prepared by one of the most prestigious international agencies, the Dow Jones Sustainability Index. The index components that improved the overall ranking of the Group were significantly higher in 2012 (83/100) than the previous year (77/100 in 2011). The average index in the banking industry is 59/100. Call for Best Doctoral Dissertation For the third year in a row, the University Fund, operating under UniCredit group, launched an award for two doctoral theses in economics or finance for the employees of the UniCredit group. OCTOBER Meetings with the Management Board In the beginning of October, we organized a series of three meetings of the Management Board and the Bank’s employees, which were held at three locations across Slovenia in order to allow as many of our employees as possible to participate. Approximately half of the employees took advantage of the opportunity to attend the meeting and receive first-hand information and ask any questions, which the Management answered in the second part of the meeting. The meetings were also an opportunity to introduce our new management and market conditions and expectations, as well as our key directions for future work. Best in Cash Management The results of the survey, conducted by the international financial magazine Euromoney in the area of cash management, showed that the UniCredit group is the first choice of many international companies operating in Central and Eastern Europe. Participants in the survey have also assigned the Bank a leading position in Italy and Germany, where it was ranked among the top three providers of cash management services. In addition, it was voted the “Best Bank for Cash Management” in seven member states: Bosnia and Herzegovina, Czech Republic, Croatia, Hungary, Poland, Romania and Slovenia. More than 17,000 international companies participated in the selection. Social Entrepreneurship Projects Award The UniCredit Foundation launched the “2012 Social Entrepreneurship Awards” in Slovenia, aimed at organizations dedicated to supporting existing activities that generate income, requiring additional investment to achieve sustainable value. Projects involving or supporting ecological and organic farming had precedence. The Foundation later chose three best projects and awarded each of them with up to 18,000 euros. With the additional initiative “Your choice, your project - Slovenia”, the Foundation invited the employees of the local bank to vote for the project that they consider to be the best of the three selected. The project with the most votes received an additional 6,000 euros. NOVEMBER Foundation Almost Doubled Amount of Donated Funds For the fifth year, the UniCredit Foundation supported donations by individual employees. Within the scope of the Gift Matching project, for each project added by employees of the Group, the Foundation added the same percentage based on the amounts donated by the employees. This year, the Foundation added 80 % of the donated amount to the funds collected. Used Clothing to Create New Jobs About 80 bags of used clothes were collected at the Bank’s headquarters for the Society for Social Entrepreneurship and its Job Factory program – textiles. By doing so, we helped launch the project, which provided employment to unemployed textile workers over 50 years of age, as well as young designers, first time job seekers. DECEMBER Supported Eco Garden School Program Instead of Buying New Years’ Presents At the end of the year, instead of buying New Years presents for our business partners, we used the funds to finance the school program Eco Garden (Ekovrt), which shows our youngest the importance of quality food and encourages them to grow eco vegetables. We hope that the number of schools where children can grow their own food grows even larger than the current number, which is 150. Santa Claus Paid Visit to Children of our Employees The children of our employees were invited to see the play “Mojca and Kaličopko”, where they were also visited by Santa Claus. Instead of gifts, the children were given gift certificates. On this occasion, we invited them to share part of the amount on their gift certificates with someone who is less fortunate than they are. Many of the children decided to donate part or the entire amount on their certificates to disadvantaged children and families under the auspices of the Friends of Youth Association of Moste - Polje. UniCredit Bank · Translation of 2012 Annual Report 131 Mission, Vision, Values and Strategy Our Commitment is Our Strength Our greatest strength is our solid and rigorous commitment - to our customers, to our employees, to our investors, to the communities we serve, to keeping our core values, to respecting the culture, to achieving high quality in everything we do, and to the sustainable success of our Company. The UniCredit group is a major international financial institution with strong roots in 22 European countries and an overall international network present in approximately 50 markets, with more than 160,000 employees and more than 9,500 branches. We benefit from a strong European identity, extensive international presence and broad customer base. Our strategic position in Western and Eastern Europe gives the Group one of the region’s highest market shares. We are committed to investing in new client relationships and playing an active role in the local communities. By following a sustainable growth path, over the last few years the Bank has been constantly employing new people, thus becoming a reliable and attractive employer for the local environment. Mission and Vision We committed ourselves to fulfilling the new mission statement: We, the UniCredit people, are committed to generating value for our customers. As a leading European bank, we are dedicated to the development of the communities in which we live, and to being a great place to work. We aim for excellence and we consistently strive to be easy to deal with. These commitments will allow us to create sustainable value for our shareholders. Our vision is to focus on people as individuals. To achieve this, we aim to enhance our clients’ potential and make their plans and ideas come true. It is our firm belief that every individual has both the right and responsibility to shape his or her own future and that financial expertise of UniCredit Banka Slovenija d.d. can assist people and businesses in doing so, as well as in achieving their full potential. The Bank aims to achieve profitable, sustainable growth in a manner that benefits society as well as our stakeholders. Values Our set of values - shared throughout the Group - is based on integrity as a condition of sustainability, which makes it possible to transform profit into value for all our stakeholders. This set of values is embedded in our Integrity Charter, which forms the strong backbone for everything we do. These values are: • Fairness - having one high standard for everything we do, applied evenly and without discrimination. • Trust - we possess a mutual code of honor among people, which governs everything we do. It is a strong basis of our reputation, and builds the confidence in our company that is so essential to our profitable, sustainable growth. • Respect - we constantly strive to earn it, and willingly give it to those who deserve it. • Transparency - making certain that everything we do is always honest, relevant, and straightforward. • Reciprocity - actively seeking to help those around us with the unspoken certainty that the way we treat others will have a positive return on us. • Freedom to act - fostering a culture of openness that enables our people to reach their potential and empowers them to achieve more for our customers and our stakeholders. We see adherence to these values as a prerequisite for maintaining the confidence placed in the Bank and the Bank’s reputation. Customer Centricity In line with our mission, our main objective is to meet every client’s needs in accordance with the idea that all business is local through discretionary or standardized products. However, in creating and developing products we try to unlock the economies of scale on the revenue as well as on the cost side and profit from the membership in the Group. Consequently, also in our Bank, the organizational set-up follows the Group standards and allows knowhow and best-practice transfer throughout the network. It is also seen as a competitive advantage to be able to serve customers through such an extensive network of leading local banks. We are able to support international group clients operating in the Slovenian market as well as Slovenian customers in their attempts to extend their businesses abroad. In trading and investment banking, we profit from the competencies and placing power of the UniCredit Markets and Investment banking. In asset management, we benefit from the expertise of Pioneer Investments - a global top player. Global Banking Services, a global UniCredit division, supports us in maintaining cost efficiency and unlocking synergies via IT harmonization and Group-wide procurement or process design. UniCredit Bank · Translation of 2012 Annual Report 133 Mission, Vision, Values and Strategy Sustainable Success UniCredit Banka Slovenija d.d. is convinced that financial targets can only be reached through sustainable development in line with the following principles: • We aim to build long-term customer relationships and take account of customer satisfaction in our incentive system. • Diversity: We want to use all our employees’ various talents despite age, gender, religion, health, or sexual orientation. • Corporate citizenship: We want to be a committed and valuable member of local communities, which is underlined by our donations and sponsorship activities. • Ecological sustainability: We attach great importance in our current business to ecological sustainability. We encourage and support an awareness of the interdependence of environmental topics and the banking business. • Training, encouragement, and our incentive systems are intended to enable our employees to take an entrepreneurial approach while simultaneously fostering work / life balance. Value-added Management The overall management and steering of the Bank is based on the principles of value-based management. In line with UniCredit group, the Bank implemented Economic Value Added (EVA) as the Group main performance measure. EVA measures the profit contribution in excess of the cost of capital and is applied not only at the overall bank level but also is taken into consideration in individual loan decisions. EVA today is seen as a standard performance measure, which combines both growth via the development of risk weighted assets and thus the capital allocation needed and profitability enhancements as value drivers. The Bank consequently aims to ensure that the capital is invested in those business segments, product areas, and services where the highest added value can be generated. Transparency on value creation and/or value destruction is of utmost importance for achieving sustainable results. Financial Results In 2012, the Bank’s net profit after taxes decreased year-on-year from 14.8 million euros in 2011 to 1.1 million euros. The decline reflects one-off impact from permanent impairment of equity investments in the amount of 9.4 million. Excluding this one-off effect, the Bank’s 2012 net profit would be 10.4 million euros. The Income Statement for 2012 The net interest income dropped by 6.6 % year-on-year to 56.0 million euros. The decline is mainly due to the prolonged period of low interest rates and high costs of deposits. According to data from the report by the Bank of Slovenia of February 2013, the banking sector had a net interest income drop of 12.9 % in 2012. The net fee and commission income increased by 4.0 % to 21.7 million euros. The increase is driven by higher number of client accounts as well as by increased awareness and need of the market to secure their business transactions with guarantees. The Bank’s net trading, hedging and fair value income grew by 1.5 million euros to 1.5 million euros as result of favorable positions in trading derivatives. Other net operating income dropped by 3.5 million euros as a result of direct loan write-offs which are reported as decrease in operating income. The operating costs declined by 0.4 % to 41.4 million euros via cost optimizations. Additional savings were achieved in the investment area of property and equipment, which is directly affecting lower depreciation in the amount of 0.7 million euros. On the other side, payroll expenses rose by 1.2 million euros which can be contributed to the increased number of employees, which had only a partial effect in the previous year. The impairments of assets and provisions for guarantees and commitments rose year-on- year by 52.4 % and amounted to 35.6 million euros. The increase of 12.2 million euros is mainly driven by permanent impairment of equity investments which are to be seen as one-off effect which is not expected to have influence in the next year. Excluding this one-off effect of 9.4 million euros, impairments and provisions for guarantees and risk charges would increase by 12.2 % or 2.9 million euros compared to the previous year. Due to the above mentioned factors, profit before tax amounted to 0.3 million euros and represents a drop of 17.7 million euros compared to the previous year. The income tax amounted to 0.8 million euros, which reflected the low profit base, positive deferred tax and tax reimbursements for the previous periods. Consequently, in 2012 the Bank generated a profit after tax of 1.1 million euros for the full year. According to the data from the report by the Bank of Slovenia of February 2013, the banking sector recorded a combined loss of 664 million euros in 2012. The Bank’s total comprehensive income – which in addition to the profit after taxes also comprises adjustments due to revaluation – amounted to 10.8 million euros and year-on-year improved by 16.9 million euros. The improvement is driven mainly by the increased fair value of government bonds which are classified in the available-for-sale portfolio. Statement of Financial Position for 2012 At the end of 2012, the Bank’s assets totaled 2.8 billion euros, which represents a decrease of 4.4 % as compared to the end of 2011. In 2012, the loans to clients fell by 3.7 % to total 2.3 billion euros. This development has been mainly driven by early repayments in the last quarter. The available-for-sale financial assets increased by 6.4 %, mainly due to increase of bond volumes held for liquidity purposes. Due to high costs of liquidity, the Bank is seizing all market available options in order to manage liquidity optimally and profitably. Deposits from customers grew by 278 million euros (29.3 %) at the end of 2012 reaching 1.2 billion euros. Consequently, the Bank’s loan-to-deposit ratio improved to 1.85 from 2.48 at the end of 2011. As at the end of 2012, shareholder’s equity amounted to 252 million euros, which represents year-on-year growth of 4.5 % despite recording a profit after taxes of 1.1 million euros. The increase of equity is mainly driven by positive comprehensive income. The capital structure improved and the capital adequacy ratio increased to 13.5 % at the end of 2012 from 11.0 % in the previous year supporting creation of new business on the loan side and covering potential deterioration of the clients’ rating. The Bank’s branch network currently consists of 29 branches. The Bank has opened one additional branch in the beginning of 2012. UniCredit Bank · Translation of 2012 Annual Report 135 Bank’s Segment Performance Review Retail and Small Business Banking GENERAL OVERVIEW In the field of retail and small business banking, 2012 was a year of challenges due to the macroeconomic instability of the banking sector. One of the main challenges we faced was ensuring the successful operation of the eight new branches that we had opened in 2011. In January, the Bank opened the last in the series of 29 branches and thus completed its business network expansion project. The latest branch opened in Šenčur, where, for the first time, we established a unit that is focused on client acquisition in the corporate banking segment. In addition to services for small and medium-sized businesses, our clients will have access to the services of UniCredit Leasing d.o.o. As in previous years, the Bank has made significant progress in the field of retail and small business banking in terms of development and new client acquisition. The most active growth was registered in the small business clients segment, where the number of customers increased by 38 %, compared to 2011. In the retail banking segment, the Bank increased its existing client base from the previous year by 10 %. The results of our clients’ satisfaction survey showed that we were able to maintain an extremely high level and quality of service, and further increase the gap already existing between us and the competition in the previous years. We believe that the results of the survey are proof that we are on the right track with our approach, which, in addition to a good range of services and products, is mainly based on a partnership with the client. In order to maintain and, in some areas, improve the satisfaction of our clients, we prepared and formally put down on paper a list of client services standards at the end of the year. For the first time, we issued the standards to all our employees in the sales network in the form of a handy brochure. In the area of employee education and training, 2012 marked the launch of our Retail Banking School, which is intended for all our business network employees and is comprised of nine modules that represent ascending levels. Our greatest successes in 2012 were undoubtedly achieved in the growth in deposits, where we recorded a 27.6 percent growth in volume, compared to the previous year, which propelled us to the top position in the market in terms of growth in deposits. SEGMENTS AND PRODUCTS Retail Banking In the retail banking segment, the Bank significantly improved its market share in deposits and the ratio between loans and deposits in 2012, with a wide and competitive offer in the segment of deposits. Clients most often opted for our flexi deposit, with automatic extension to 3, 6 or 12 months and a final maturity of 3 years, as it offers favorable interest rates and access to funds at no cost before each automatic extension. To clients looking for an affordable and safe long-term investment for their surplus funds, the Bank, in cooperation with its insurance company partner Ergo življenska zavarovalnica d.d., offered life insurance called My Guarantor III with a guaranteed 48-percent return on investment. To regular monthly savers, we offered three different investment baskets (Conservative, Balanced and Dynamic), according to their needs and inclination towards risk, in cooperation with Pioneer Asset Management S.A. In the field of consumer loans, the Bank introduced a novelty in the Slovenian market at the end of the year – the loyalty loan, in which the Bank rewards a client who regularly pays all loan installments by lowering the interest rate up to 4 times a year. In 2012, the Bank also renewed its car loan offer, by adding the option of car insurance, in collaboration with the insurance company Generali d.d. In the field of housing loans, the Bank expanded its range with a fixed interest rate housing loan with a repayment period of up to 20 years, since in low reference interest rate conditions, more and more customers opt for fixed monthly installments for the entire loan repayment period. In 2012, the Bank continued to record a high growth of credit card sales, where the Visa card ranks highest in popularity, as it brings several benefits to its holder; thanks to the insurance included. In 2012, the Bank paid special attention to multichannel management. Our clients who use online banking were given the option to receive and pay e-invoices and we also implemented a series of measures aimed at improving user experience. The number of clients who use online banking and our mobile bank is rapidly increasing and clients are particularly enthusiastic about Mobile bank Go!, which allows them to access basic banking services in a very simple and user-friendly way, anytime and anywhere. The Bank has also made it possible for clients and customers of other banks to execute automatic payments of UPN orders at some of its ATMs for a favorable fee. Small Businesses In the segment of small companies, where in 2012 the Bank recorded an above-average growth in the number of new clients, we have paid particular attention to the renewal of our banking packages and developed an attractive and competitive offer of Entrepreneur (Podjetnik) packages, combining services that are most commonly used by entrepreneurs and small businesses. Our main concern during the renewal of the packages was to ensure simplicity and transparency. We have also added numerous benefits from our partner companies to the packages that are particularly relevant for entrepreneurs who are at the beginning of their entrepreneurial path. Strategic Partnerships In mid-2012, the Bank entered into a partnership with the Medical Chamber of Slovenia, under which its members can take advantage of products and services that are tailor-made for them. The banking packages Elite Doctor (Elitni zdravnik) and Platinum for doctors with a private practice, as well as the VISA - ZZS credit and payment card, deserve a special mention. In addition to that, we developed a medical loan for the members of the Medical Chamber of Slovenia, which is designed for covering medical costs and costs of medical treatment provided by private physicians and dentists, members of the Medical Chamber of Slovenia. Private Banking Private banking represents the highest segment of clients (private individuals) who have at least 400,000 euros of financial assets in bank deposits and investment products or services. The guiding principle in private banking is finding the optimal distribution of the total assets by investment grades for each client, based on the client’s financial goals and expectations. In determining the most adequate asset distribution and the appropriate reaction to changing conditions in the financial markets, the Bank enjoys a high level of support and a competitive advantage in the GIS - Global Investment Strategy of the UniCredit group. The GIS determines the most suitable distribution by different investment grades for each customer profile at any given moment (shares, bonds and deposits, alternative investments). Based on this strategy, more than 150 billion euros of assets are being managed within the UniCredit group. In 2012, the Bank increased the total volume of client assets in the private banking segment by 34 percent, while the number of clients rose by 16 percent. The asset structure is as follows: 38 percent in investments (through our Asset Management or Brokerage services), and 62 percent in deposits. The continuous improvement of customer satisfaction over the last three years is also an important achievement. In 2012 alone, the Bank achieved an increase from 77 points to 85 points in the TRI*M index and from 70 to 85 points in the CAI (Customer Advisory Index) in the private banking sector. This is a remarkable result in the field of private banking, as 70 points or more represents excellence. Financial Markets Overview The year 2012 started off with a growth, and by the middle of the year it started to become evident that we might see a repeat of the problems from the year before. However, at the end of the year virtually all investment grades recorded relatively high growth rates. Despite the stock market growth rates, it was a very challenging year, especially for European economies. In addition, the year was also marked by austerity measures being implemented in some countries, where the market rewarded the most diligent among them. Stock prices thus ended the year mostly on a positive note. Among the European markets in the Eurozone, shares gained on average more than 13 percent in value. The German stock market was among the fastest growing markets in Europe, where stock prices rose on average by about 29 percent. Thanks to a new aid package and to new austerity measures, stock prices in Greece also showed a strong, 30 percent growth. As for other markets, U.S. stocks gained more than 11 percent in value (in euros), while stock prices in emerging markets increased by 13 percent. Japanese stocks rose by more than seven percent in their value (in euros), primarily due to the positive end of the year. Stock prices at the Ljubljana Stock Exchange experienced a similar growth percentage, as measured by the SBI TOP index. The year 2012 was also a good year for bonds. The value of the European government bonds basket, as measured by the index IBOXX Sovereign Eurozone, increased by more than 10 percent. Corporate bonds with the best credit ratings on both sides of the Atlantic rose by a similar percentage. High-yield bonds, mostly issued by the most heavily indebted, performed even better. FUTURE FORECAST In 2013, we will strive to maintain the Bank’s reputation as a trustworthy bank, dedicated to helping people and small businesses in achieving their goals and fulfilling their needs with its local presence. Our ambitious goals will be achieved by continuing to acquire new clients. We will continue to ensure that our existing and new clients receive high quality services, which will be achieved through continuous improvement of our offers and by conducting our operations in accordance with the established standards in customer relationships. Corporate and Investment Banking GENERAL OVERVIEW In 2012, the economic environment had not yet stabilized. Furthermore, the Slovenian economy seemed to have shrunk again. Slovenia’s credit rating was downgraded twice and the volume of loans issued by the banking sector to the non-banking sector also continued to shrink. This was also reflected in the results of the Slovenian banking system, which, for the third consecutive year, operated at a loss that almost twice exceeded the loss created in 2011. UniCredit Bank · Translation of 2012 Annual Report 137 Bank’s Segment Performance Review Regardless of the continuing difficult circumstances, UniCredit Banka Slovenija d.d. was once again able to operate successfully in the area of Corporate and Investment Banking in 2012. The most important aspect of success is customer satisfaction, which the Bank assessed again in 2012 by conducting a customer satisfaction survey. We are particularly pleased with its results, which once again showed that our customers are much more satisfied with our services and with our approach than with the services provided by other banks in our market. The survey results confirm that our approach to banking, which is based on customer orientation, partnership and trust, is the right approach. TRI*M - 2011 to 2012 83 79 72 66 UCB Market Customer satisfaction can be achieved by providing the right services, but only with a lot of support from content, motivated and knowledgeable team. That is why we continued to organize internal events in 2012, with the goal of keeping our employees informed on recent developments in the Bank’s strategy, as well as that of Corporate and Investment Banking. We also continued with the internal academy of Corporate and Investment Banking, which helps us ensure the transfer of different knowledge and best practices between employees. We intend to promote better communication and development of ideas in 2013. For this purpose, we will be introducing a new tool for collecting ideas from our employees at the beginning of the year. This way, we will enable even more good ideas to be heard and even more useful products to be developed for the customers. We believe that these types of investments in employee development are also reflected in higher customer satisfaction. Customer orientation and satisfied employees are our main objectives, which we continued to strive toward in 2012. At the same time, they form the basis for good business results, which were achieved once again by the Corporate and Investment Banking area. This is validated by the 57.5 million in revenue generated this year and, most importantly, by a 9-percent growth in the average volume of loans and as much as 35 percent in the average volume of deposits from our customers, compared to 2011; and consequently a substantial improvement in the ratio between loans and deposits in our division. We are pleased to have been able to work with clients that have solid projects, despite the difficult economic conditions and to retain the amount of financing at 1.5 billion euros, while the credit crunch in Slovenia continued. We are particularly proud of the 567 million euros in deposits collected from customers in the Corporate and Investment Banking area. We believe that the continued high growth of deposits is a confirmation of the partnership we have with our clients and, at the same time, an important sign of the trust that our clients have in UniCredit Banka Slovenija d.d. SEGMENTS AND PRODUCTS The Corporate and Investment Banking division is composed of three fields of the Bank’s banking services, designed to care for our corporate clients’ needs. Within the Corporate Sales and Relationship Management unit, the Bank offers financing and other classic banking products to companies. The Global Transaction Banking unit provides services related to cash management and import/export financing, as well as custody services. Within the Products and Markets unit, the Bank offers services to financial institutions, as well as brokerage and treasury products, trades for its own account, and offers corporate finance services and project funding. Corporate Sales and Relationship Management As for the area of corporate financing, in 2012 the volume of loans to companies in Slovenia continued to decrease. The economy has not yet completed the process of finance restructuring, which is even more important at a time when economic activity is weakened, but at the same time represents an even bigger challenge. At UniCredit Banka Slovenija d.d., we believe that consistent adherence to high credit standards, regarding company credit ratings, the quality of collateral offered and, above all, sufficient cash flows for repayment of obligations without interfering with the companies’ ongoing operations, not only ensures the sustainable operations of the Bank, but also, and above all, the sustainable development and operations of the companies seeking funding. With these two goals in mind, we carefully selected projects that are eligible for financing over the past year. We are particularly pleased about the fact that we were able to further increase our volume of loans in the area of Corporate and Investment Banking, while following our high credit standards. The volume of these loans increased by an average of 9% in 2012, which we consider a special success, since this was a year marked by a 10-percent decrease in the volume of loans to non-financial companies in Slovenia. This was to show once again that we are committed to finding the right projects that are worth financing and to reaffirm that we strive to be a good partner to our best clients. Financing was also important for UniCredit Banka Slovenija d.d. in terms of Corporate and Investment Banking results. Revenues generated from financing our clients represented about half of the area’s total revenue in 2012. Global Transaction Banking At UniCredit Banka Slovenija d.d., we strive to constantly increase customer satisfaction, which is why the development, implementation and upgrade of products and solutions to facilitate the business operations of our clients is crucial. An important role in this is held by Global Transaction Banking, which, at its core, combines product specialists in Cash Management, Trade and Export Financing, and Documentary Operations, as well as Custody Services. In 2012, we launched the Modul business package, which enables us to combine services in a way that is tailored to each customer’s needs. In addition, we successfully continued with the introduction of SEPA products and with the upgrade of POS terminal services. The goal of such activities is to ensure that our customers can access all banking services in one place. In the area of custody services, UniCredit Banka Slovenija d.d. continued, in 2012, on its successful path, and the average volume of assets under custody increased by 57%. Once again, we proved that our customers value our custody services for their quality, which put us in a leading position among banks in Slovenia in the area of custody services for foreign investors. The average volume of client assets under custody reached 5.2 billion euros by the end of 2012. UniCredit Banka Slovenija d.d. generated revenues in the amount of 15.7 million euros from all the services in the Global Transaction Banking area, which is the same as the year before, proving our focus on developing innovative solutions in order to meet the needs of our clients. Products and Financial Markets In the area of Products and Financial Markets, 2012 was a successful year for UniCredit Banka Slovenija d.d., despite continuing volatile conditions on the financial markets. With successful operations and portfolio management, adapted to market conditions, the Bank once again improved its results. We increased our revenue from services provided within this area, as well as our trading result. In total, the Bank generated revenues in the amount of 6.5 million euros in the Products and Financial Markets area in 2012, to which the successful management of the Bank’s bond portfolio contributed significantly. FUTURE FORECAST The year 2012 did not diminish uncertainty about the global economy to the extent desired. It seems that the year 2013 will also continue to be marked by a number of economic and political uncertainties and thereby contribute to further instability. Furthermore, not even 2014 is likely to bring the long-awaited economic recovery. The Strategy of Corporate and Investment Banking of UniCredit Banka Slovenija d.d. will remain adapted to the adverse market conditions. We will continue to focus on fostering excellent relationships with our clients, promoting good projects, employee care and sustainable growth. The key pillars of the strategy are solid and will remain as follows: • Keeping clients in the center of our efforts and attention; • Maintaining and further increasing customer satisfaction compared to other banks; • Targeted acquisition of new clients; • Growth of business profitability; • Healthy and sustainable growth of revenues and total assets; • Developing new products and services, and upgrading existing products and services tailored to the clients’ needs; • Developing the knowledge of our team, the transfer of best practices within the Bank and the Group and increasing employee satisfaction; • Improving operational efficiency; • Consistently meeting the regulatory requirements. Bank Operations and Services The year 2012 was marked by the automatisation and optimization of processes with the goal of increasing customer satisfaction and achieving higher cost efficiency, while reducing operational risks arising from the system controls implemented. We executed the centralization of certain tasks in the areas of customer accounts’ management and executions and successfully completed a number of minor process optimizations, thus achieving synergies. At the same time, we UniCredit Bank · Translation of 2012 Annual Report 139 Bank’s Segment Performance Review were able to improve response times and increase the quality of our services. With additional employee training and with the introduction of a new application for managing customer complaints, we have speeded up the process of resolving the complaints. By upgrading our control systems and electronic documents support process, we ensured a high standard in the area of compliance with legislation requirements on the prevention of money laundering and terrorist financing. In the area of processing executions, the Bank also invested in the digitization of the archive, thereby reducing the operating costs associated with paper records. We completed the development of system support for the transmission of data requested by the social work centers within the framework of the E-sociala project and developed a system for the processing of the new payment instrument – enforcement draft (»izvršnica«). In the area of support for our credit operations, in addition to several minor improvements, we greatly optimized the process of managing retail loans and unified our accounting documentation electronic archiving system with our contractual documentation archiving system. In the area of treasury and brokerage, several system and process controls were developed for increased efficiency and quality. In 2012, we implemented system support for preparing contracts related to treasury products and money market products and system support for automated book-keeping for money market treasury operations. Payment transactions were again marked by legislative changes in 2012. Thus, in the context of the introduction of the Single Euro Payments Area (SEPA), we carried out the migration of direct debits into the SEPA direct debits. In the area of electronic banking, we increased data control, reduced the risk of processing errors and lowered costs, while maintaining a high level of customer satisfaction, through the renovation, automatisation and optimization of processes. We continued with the adaptation of our electronic bank for legal persons to the SEPA requirements by executing a migration of the SEPA direct debits. In the area of acquiring POS terminals, in addition to the basic card products, we successfully completed the implementation of all third-party card products (Diners, American Express, Karanta). Through extensive automatisation of POS processing, we succeeded in shortening the processing time for requests within the Bank, while simultaneously implementing new products. In the area of credit card operations support, we were able to significantly reduce the time required by our consultants for processing requests, establish controls to prevent processing errors and enhance integration between card systems and electronic banking systems, which has made it easier for our customers to use our services, as they can now make several changes in one place - their Online b@nka. Information System Security The year 2012 was diverse and full of challenges also as far as the field of security is concerned. Once more it was proven how important it is to have a good, reliable and flexible security system in place. Adequate level of protection is ensured by individual measures in the fields such as information and communication technology (ICT), physical and technical security, fraud prevention and business continuity, as well as constant adaptation of these fields to current threat trends. In this regard, we should highlight the activities and measures which the Bank started to implement in order to meet the requirements of the PCI DSS (Payment Card Industry Data Security Standard) regulation, which governs the area of security pertaining to card products. In 2012, the Bank was intensely engaged in the modernization and upgrading of the ICT infrastructure, which ensures better performance of the ICT system and the increase of security as well as allows better audit trail. Activities concerning the consolidation of services in the field of technical security services and creation of cost-saving effects while maintaining the same level of security also took place. In 2012, we also continued to train our employees in the field of security. Particular emphasis was placed on security-oriented training of employees in our sales network whose working environment is becoming more and more challenging and stressful due to modified economic conditions. There is no such thing as absolute security; the field of security is thus an ongoing process which the Bank will be committed to upgrade on regular basis also in the future. Risk Management Risk management culture is one of the key building blocks of UniCredit Banka Slovenija d.d. operations. We believe that ambitious goals with regard to indicators of profitability, reputation, quality and, ultimately, the culture of risk management, are closely intertwined with each other. In order to achieve its high ambitions in a sustainable manner, the Bank has focused its work on all the areas mentioned. In this context, having an appropriate risk management culture is not merely one of the objectives, but a key prerequisite for achieving the Bank’s objectives in all areas. From this perspective, risk management is relevant to the Bank as a whole and to all its employees in all areas. From a professional-managerial perspective, the Risk Management division plays a central role in risk management within the Bank. The risks to which the Bank pays special attention are, among others, credit risk, market risk, liquidity risk, operational risk, strategic risk, reputational risk and business risk. A detailed description of risk management from the organizational and procedural point of view and in terms of the most important indicators of risk management can be found in the Overall Risk Management chapter. The environment in which UniCredit Banka Slovenija d.d. conducted its operations in 2012 was, as expected, even more challenging than ever before. Due to over-indebtedness of the economy and, at the same time, the weakening of economic activity, the banking system saw a continued growth of bad investments, while opportunities for revenue growth were limited. The pressure from liquidity fluctuations across Europe continued and foreign investors were less interested in the refinancing of the Slovenian banking space, which led to increased competition among banks to obtain deposits from the retail and corporate clients. Along with the lowering of the European reference interest rates, the interest gap between the assets and liabilities of banks’ balance sheets began to close. In such an environment, UniCredit Banka Slovenija d.d. formed 35.5 million euros worth of impairments and provisions for credit risk in 2012, which is a 51.7 % increase, compared to 2011 and 9.0 % above the plan for 2012. The increase is a consequence of the general deterioration of the economic environment. Regardless of the difficult economic conditions, the positive effects of the preventive and corrective measures that we had started to implement back in 2008 and 2009 have started to show and they still continue to. The Bank thus continued to strengthen and increase the powers of the organizational units responsible for early detection of warning signals and of those that are responsible for restructuring and recovery, which are separate from the Bank’s commercial activities. The Internal Rating Based approach (hereinafter referred to as the IRB) for the calculation of credit risk capital requirements regarding the occurrence of a payment default event, enables the Bank to identify a potential deterioration in the portfolio and respond to it more quickly. The classification of credit assets used by the Bank is more conservative and therefore stricter than regulatory requirements, which provides additional security in the Bank’s operations. In 2011 and 2012, the Bank improved the process of monitoring and recognition of collateral in the assessment of capital needs. All of these measures have contributed to the Bank’s safety indicators at the end of 2012 being better than in the past, despite the difficult economic conditions. Thus, the Tier 1 capital adequacy ratio at the end of 2012 was 13.5 %, while the capital adequacy ratio was 13.1 %, which represents 1.5 times the regulatory capital requirements under the first pillar and 1.3 times the regulatory capital requirement under the second pillar. This means that the Bank is prepared for the possibility of further growth and for possible further shocks in the market. In 2012, the Bank paid special attention to the provision of greater liquidity independence. Consequently, important liquidity indicators also show improvement. Thus, the ratio between loans and deposits from customers that are not banks amounted to 1.85 as of 31 December 2012, compared to the 2.64 ratio as of 31 December 2011. The structural liquidity ratio over one year was 1.03 at the end of 2012. The current situation of the economic environment and short-term forecasts in particular are still subject to significant uncertainties. The year 2012 was a challenging year and 2013 will not be any easier. Therefore, the Bank will continue to focus on the appropriate restructuring of problematic exposure areas and on the management of risk-weighted assets, while also continuing to improve its credit processes, as well as monitoring the activities of the credit portfolio. In the area of market and operational risk, the Bank will continue to focus on maintaining a high level of risk monitoring in accordance with applicable laws and regulations, as well as with developments within the UniCredit group. The risk-taking strategy in 2013 will be based on carefully increasing exposure in order to generate sufficient revenue to maintain and enhance the Bank’s ability to cover expected and unexpected losses. UniCredit Bank · Translation of 2012 Annual Report 141 Corporate Sustainability UniCredit Banka Slovenija d.d. as a part of the UniCredit group strives to be proactive in the area of corporate sustainability also and especially in the period of unstable market conditions. Now is the right time to establish and additionally build on the trust and proof that the Bank can stand by its clients also in more difficult times. Our advantage is our commitment to seeking the best solutions for all our stakeholders. Fairness, transparency, respect, reciprocity and freedom to act are the values we follow especially thoroughly in our daily socially responsible work. It is essential for the Bank to create trust among the public (both locally as well as within the Group), strengthen it with its actions, and communicate it in a proper manner. It is even more important to do this in times of extremely volatile market conditions, when business partners seek the safest and most stable solutions and partners. We are building a positive climate within the Company, as we wish to provide our top-notch co-workers with enough challenges and comfortable working environment. We constantly upgrade our operations in line with the values from the Integrity Charter, which is common to all members of the Group. Relations with Employees At UniCredit Banka Slovenija d.d. we are aware that our employees are the source of power, energy, and knowledge that contribute to achieving the Bank’s long-term goals and satisfaction of customers and peers. Therefore, we pay careful attention to their personal development. COMMUNICATION WITH EMPLOYEES Our colleagues reflect the Bank’s operations and are the key factor in building respect in the eyes of other stakeholders. With activities that we performed in 2012 we wanted to show colleagues that their contribution matters, is welcome, and appreciated. We also compare our activities in the field of care for employees with other companies. The “Top 10 employers” award which we received in 2012 for the second consecutive year is a result of investments into employees’ know-how, while the “Reputable employer” award reflects the management of the search and selection process of candidates on the market. We used internal communication to emphasize the connection of sales and non-sales points and joint commitment to reaching the same goal - realization of the Bank’s goals. With active communication and realization of the projects, such as the UniCredit Day (in the past under the name The Integrity Charter Day), the UniQuest perspective employees educational program, the program for identification and development of the Bank’s key employees (EDP – Executive Development Plan) for leaders and the TRM program (Talent Management Review) for talents with leadership potential, informing about opportunities of education and employment within the Bank or the Group, and other projects (of which quite a few took place in all the countries where the Group is present), we made connections also with the UniCredit group. We kept our employees informed about current topics also in 2012 by using channels such as letters from the Management Board, personal letters, e-mails, the Bank’s intranet page, and personally through meetings of employees with different levels of the Bank’s management. In the fall, in three cities meetings of employees with the Management Board and the Bank’s key leaders took place, with the aim was to present business results, environment, trends and important guidelines for the future. The representatives of the Bank’s highest management were always available for additional questions, opinions and comments from the employees who attended those meetings. Approximately half of our employees attended the afternoon meetings on a voluntary basis and the survey among them indicated that such meetings were well accepted. Last year again, in the sports-charity atmosphere, in which we spent summer informal meeting of the colleagues of the Bank, UniCredit Leasing and UniCredit CAIB Slovenija d.d. – all three members of the Group in Slovenia – approximately 200 bankers set out to Rakitna to renovate children’s holiday resort. Federicco Ghizzoni, the Chief Executive Officer of the Group, addressed all the colleagues via video link at each presentation of the business results (quarterly) and at more important topics, while the employees were able to send additional questions or proposals at each occasion. On the Onegate portal – the Group’s intranet – employees from all 22 countries were able to access news and other information related to operations of the holding company and the member banks at any time. We were actively involved in the preparation of the “CEE Newsletter” publication, which is published monthly in all the countries in Central and Eastern Europe where our members are present and contains among other topics also interviews with colleagues and examples of best business practices. We continued publishing quarterly internal news on recent events in the Banks entitled KomUNIUkacije as well as monthly news in the field of HR programs and projects for all the employees and quarterly special issue for leaders. We started issuing regular special banking news for different categories of employees, who are absent for a longer period of time for different reasons: “News for new parents” are intended for female and male employees on maternity leave, “Bank’s news” for employees who have been absent for a longer period of time due to health issues, while “Expat news” are intended for those who continue their career on an assignment abroad in the form of secondment. In this way, we aim to keep in touch with employees, to share with them useful information and current events in the Bank and to enable them easier reintegration into the working environment. In order for our new colleagues to become a part of our environment as easy and as quickly as possible, we also prepared a manual for newly employed entitled UniCredit Bank’s Survival Kit” which contains the key information about the Bank. Sine we are a part of the international network and some new employed are seconded to our Bank from other members of the UniCredit group, we prepared a similar manual to welcome them in English (UniCredit Bank »Expat Survival Kit«), in order to make their transition as smooth as possible and to familiarize them with the new working environment, culture and habits. GROWTH IN THE NUMBER OF EMPLOYEES AND HIRING One of the key principles which drive our attitude in the area of hiring is providing equal employment opportunities to all applicants for employment, regardless of gender or other personal circumstance. In the last five years (from 2007 to 2012), the number of employees at UniCredit Banka Slovenija d.d. has increased by almost 150 employees or 33 %. In 2012, we recorded a 1.3-percent drop in the number of employees, which is primarily a result of rationalization of operations. On a monthly basis, we have additionally engaged 46 students on average. GROWTH IN NUMBER OF EMPLOYEES 609 601 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 The average age of the Bank’s employees is currently 38 years, meaning that the average age of the population increased by 3 % compared to 2011. 63 % of the staff employed by the Bank are women while 37 % are men - the gender ratio has changed for 1 percent in favour of women. We take care of diversity among our employees, which is also reflected in the mixed employee structure (namely, seven employees or 1.1 % are expatriates, which is a result of the employee development programs within the Group) and the structure of managers by gender, as there are 51.4 % women and 48.6 % men at all levels of the management structure. The gender ratio at management level remains at the last year’s level. DIVERSITY REPORT Management 1st level 2nd level 3rd level 4th level Board Management Management Management Management Female Male In 2012, nine employees decided to accept temporary posts abroad in order to acquire new knowledge and experience (eight employees in Austria and one employee in Serbia). In total, 96.4 % of employees are employed on the basis of a collective agreement and the others on the basis of individual agreements. In 2012, 39 new employees joined our ranks in total, while 46 left the Bank (of which two retirements and one death). We have concluded 22 contracts for fixed-term employment, 7 traineeship contracts, and the remaining employment contracts were concluded for an indefinite period. On average, the Bank had monthly 71 fixed-term employees and 3 trainee employees, which is a total of 12 % of fixed-term employees over the year. The percentage of fixed-term employees has decreased by 1 percentage points as compared to the end of 2011. There were 135 employees employed with the Bank for more than 10 years, of which 37 for more than 20 years. In 2012, on average 28 women were on maternity leave throughout the year (4.6 % of the total employee population), and 45 children in total were born to our employees. 22 colleagues (namely, all those entitled to do it) took paternity leave. Pursuant to the Parental Protection and UniCredit Bank · Translation of 2012 Annual Report 143 Business Report Corporate Sustainability Family Benefits Act (Official Gazette of the Republic of Slovenia, no. 110/2006), 26 employees work part-time, with four employees working a 4-hour work day being paid 55 % of a full salary as a form of incentive to help employees reconcile family and work obligations. The fluctuation rate in 2012 amounted to 6.9 % and was by 1.4 percentage points higher than in 2011. EDUCATIONAL STRUCTURE The Bank and its employees pay particular attention to knowledge and education, as evidenced by available data showing that 8.2 % of our employees hold a Master’s degree (an increase of 1.5 percentage point over 2011); 54 % of employees hold higher or university education degrees (up 2 percentage point); while 37.8 % of employees have high school diplomas (a 2.5 percentage points decrease over 2011). A trend of an improving education structure is seen, as the level of higher or university education degrees increased. level a modern and cost-effective educational method – web learning. In 2012, we conducted a total of 25.400 hours of educational and training activities (13.4 % more than in 2011). The average stood at 45 teaching hours per employee (11 % more compared to 2011) with an average cost of education and training per employee amounting to over 409 euros. The topics covered by training and educational activities included banking specific topics, as well as communication techniques, management skills, and improving language skills. In 2012, we conducted seven workshops on stress management and prevention of burnout in the workplace which were attended by 22 % of all employees. All employees were included into web seminars in the field of compliance of operations and management of work efficiency, while new employees were also included into the seminar on the IT system security. NUMBER OF EDUCATION / TRAINING HOURS TRAINING AND EDUCATION In 2012, the Bank allocated 0.3 % of total revenue toward employee training, meaning that the amount spent for educational purposes decreased by 2.9 %. This is a result of lower level of hiring as compared to the preceding year, when we opened nine new branches and we consequently had to train also the new employees. At the same time, in 2012 we introduced to a significantly higher 2008 2009 2010 2011 2012 External education Internal education The share of internal trainings amounted to over 40 % (in total of all trainings 18 % more than in 2011) and comprised the following topics: products and processes (a total of approximately 46 % of all internal trainings), compliance of operations (a total of 36 % of all internal trainings), the introductory seminar for new employees, entitled »Welcome Amongst the Best« (a total of 8 % of all internal trainings), trainings for leaders (a total of 6% of all internal trainings), introduction and implementation of the new performance management system (a total of 2 % of all internal training) and a 144 Translation of 2012 Annual Report · UniCredit Bank Corporate Sustainability and aiming at finding and developing young experts from across the Group. Each employee can submit the application for this program; however, the acceptance is based on meeting specific criteria and successfully passing the admission procedure and assessment. The selected candidates have the opportunity to work on real business projects of the Group for one year. Up until now, six employees from our Bank managed to qualify for the program, of which two employees selected in 2012 continue their educational journey also in 2013. The opportunity for development of perspective employees and experts is offered also by one of the most recent programs of the Group entitled “CEE has no boundaries.” This is a project aimed at ensuring the international mobility of talents and at acquiring and sharing specific work experiences in the form of “on-the­job” learning and development. In 2012, various post-graduate and master’s programs were conducted, which offered additional expertise in investment and corporate banking and retail banking, available also for external candidates. The essence of all these programs is to ensure the continuous development of the employees, their skills and knowledge and to ensure the provision of new generations of capable leaders and experts who will provide long-term stability and growth for the Bank and the entire Group. We systematically take care of employee development also with the help of the “Performance Management” system, which is IT supported with local application and is basically comprised of two parts – annual personal (development) interview whereby the leader and employee set goals once per year and evaluation interview which takes place twice a year (mid-year evaluation and joint full-year evaluation at year end), where the key element is to provide feed-back information on work success and in particular accurate and systematic directing and developing of employees in the right areas. The application enables better efficiency of implementation, all information in one place and better transparency. The annual development interview represents a foundation for employee development and we consider it to be a competitive advantage, as assessment of quantitative and qualitative objectives as well as behaviour and skills is the foundation for such an interview. The result of performance management is better familiarity with the goals and strategy of the Bank and of the individual organizational units, exchange of opinions regarding success at work and therefore greater employee satisfaction. The »Performance Management« system is also related to the compensation system, which is based on the remuneration policy, whose main characteristics are the following: employees with special nature of work are defined, the period of deferred payments for employees with special nature of work is defined, a unified performance monitoring system for all employees (both in the sales and non-sales departments of the Bank), a unified frequency of monitoring results, the introduction of a common goal for each employee (Economic Value Added for the year 2012), a unified frequency and timeline for payments of the variable part of remuneration based on performance achieved for all employees. In 2012, we focused intensively on communicating the importance, advantages and use of the “Performance Management” system. In order for employees to spend as little time as possible with the technique and significantly more with the content of interviews, for mid-year assessment we created and implemented the e-training related to the performance management as an additional help for leaders and employees. By doing so, we updated the steps required for implementation of evaluation and annual personal interviews. In the framework of the TRM program, in 2012 one group of talents worked on the project Talents – The Ambassadors of the “Performance management” process and throughout the year dealt with the promotion of the process and sought methods for increased understanding, motivation and commitment of employees during implementation. Among other topics, within more general workshops about sharing good leadership practices and experience which we organized at the end of the year for leaders, we also presented key highlights and prior to the beginning of a new cycle invited the leaders to conduct the interviews in a high-quality manner. We believe that with the “Performance Management” system we contribute to the sustainability of operations and to ensuring the achievement of positive results in the long run. SURVEY ON EMPLOYEE SATISFACTION Within the UniCredit group, we have been conducting a survey on employee satisfaction (People Survey) since 2006, which presents the key element of our model of managing employees and their skills and knowledge. We conduct the survey regularly, every two years, and in the mean time, once per year, we measure a »pulse« of employee satisfaction with short satisfaction surveys. Thus, year after year we measure the progress we have made in our efforts to maintain and increase business success and create a comfortable working environment, where employees can fully express their potential. On the other hand, feedback helps us to improve the quality of relations and the satisfaction of our employees and, as a consequence, of our clients. At the end of 2012, a short employee satisfaction survey was conducted. At the Group level, we invited approximately 37,000 colleagues from across Europe to participate. The survey focused primarily on our commitment index with special attention paid to the areas which were defined by our colleagues as the most important ones in the preceding year. These are the areas which are consequently included into our action plans for increasing satisfaction. In 2012, based on the information gathered and an analysis of the key drivers of commitment to our Bank from the previous survey, we highlighted two main areas which we focused on in 2012 and we will keep focusing on them in 2013: performance management and leadership. The results of the survey on employee satisfaction were published on our intranet site and we discussed the specific reasons behind the results at our focus workshops, which were led by the Human Resources department. Within these workshops, we also collected suggestions as to what we all can do together to change a particular aspect of the Bank and how we feel as its employees. Much emphasis has been given to the fact that we all share the responsibility for our own well-being and thus also for the functioning of the entire Bank, so focused discussion between the Management (Management Board and heads of divisions) on the critical areas, which was followed by preparation of an action plan with key activities for change. Among activities which were a result of the survey and part of our action plan for 2012, we highlight the conduction of two workshops for leaders related to sharing good leadership practices and experience, where the primary teaching method was a discussion about leadership skills and eliminating problems which leaders are facing. The goals we were trying to accomplish by those workshops were excellence in the area of management by sharing experience and transfer of best practice cases among leading employees of our Bank, as we see potential in know-how and experience of our colleagues and fostering mutual cooperation and learning in the working environment. In 2012, we continued with good practices arising from the previous surveys; among other, we organized the Breakfast with the Management where in November the talents shared their thoughts, views and proposals with the Management Board. Due to positive reactions from 2011, in summer months we continued also with career interviews with individuals who – in the framework of the annual development interview – expressed a desire to be promoted. We regularly inform employees about educational activities in the next month and we continue with the introduction of the “Human Resources Business Partners” system for the individual divisions. An HR Business Partner acts as a partner for each division for all HR related operations, allowing for processes to run faster and in a more transparent way. In this way, HR experts can work more easily and efficiently with their colleagues from the individual business divisions to solve their challenges. With the purpose of allowing the employees to gain better familiarity with the activities of the Human Resources department, we have continued organizing informal social events, which consisted of inviting employees from different units to have morning coffee and an informal chat under the title “Are you coming?”. We are proud of the fact that we have been holding the Family-friendly Company Certificate. We pay a lot of attention to families and to helping the employees balance their professional and private lives. Among the measures that were already implemented, we must highlight the children time bonus; all the parents whose children first start school are given the option to accompany their children to school on the first day of school and are given special paid leave. Parents, who are starting to introduce their children to kindergarten, can organize their working hours in a flexible manner during the week of introduction to kindergarten. In addition, pursuant to the legislation in force, our female and male employees who should opt for shorter work day can do so after returning from maternity leave and we encourage them to choose a 4-hour work day with a 55 % salary. During the year, we organized two workshops related to the road traffic safety for parents and children, and at year-end we invited our youngest ones to a meeting with Santa Claus. In 2012, we partnered with two experts in the field of business and personal advisory and as one of the very few companies on the market we offered to all the Bank’s employees the advisory in the field of interpersonal relations in professional as well as in personal life in situation which are not necessarily directly linked to the working environment, but can affect also motivation, commitment and interpersonal relations in the working environment. We also introduced a paid day for conducting charity work, while the Women Initiative (WIN) group started with proactive work in the area of motivating and creating business opportunities for female employees within the Bank. Our goal for 2013 is to approach the measures also to employees without families and children and to other segments of employees and thus create an “employee-friendly company”. VALUES We place clients into the focus of our attention; therefore, in 2012 on the occasion of the UniCredit Day and in the discussion on our values (fairness, trust, respect, transparency, freedom of action and reciprocity), we focused particularly on their true needs and we were thinking how to achieve a positive influence on clients every day. On this day, we organized workshops, where we exchanged examples from practice, where employees talked about working in the spirit of our Bank’s values and on the topic of sustainable operation and focus on clients that lead to long-term relationships and positive results. The Ombudsman position, which has been established in the Bank since 2007 (and since 2006 in the Group), allows the employees independent submission of potential complaints relating to breaches of the Integrity Charter caused by acts or behaviour among employees or between the employees and the Bank. By doing this, we aim to accelerate solutions of interpersonal conflicts and difficulties, to encourage cooperation at work, and to create UniCredit Bank · Translation of 2012 Annual Report 147 Corporate Sustainability synergies among members of the Group. The Ombudsman deals with topics such as discrimination in the work place, discrimination based on subjective criteria, intentional information withholding, mobbing, sexual harassment, stalking and so on. In 2011, the role of the Bank’s Ombudsman was replaced by Polona Zupančič Ban, while Mojca Gošler was appointed Deputy Ombudsman. Both Ombudsmen know the Bank and its employees very well as they were employed by the Bank for many years and can thus more easily cooperate in the resolution of potential cases. In 2012, the Ombudsmen recorded nine cases (same as in 2011), which were mostly related to breaches of the value of equality or the right to equal treatment. Most cases were successfully resolved. TAKING CARE OF EMPLOYEES Systematic monitoring of our employees’ health is both our obligation and a commitment that expresses our support of our employees. During last year, we thus conducted 72 preliminary or periodic medical examinations and at the end of November, we traditionally provided our employees with the option for a flu vaccination. On average, 10 % of employees take part in this vaccination, which is organized at the Bank’s headquarters. Additionally, the Bank takes out a group insurance against accidents for all its employees. Education activities regarding safety and health at work and fire protection are also a component of professional training of all employees. As prescribed by the law, we therefore organize the trainings required in this context every year. Every employee must attend such trainings as soon as possible after commencing their employment and these skills must be renewed in accordance with our Safety Statement with Risk Assessment every 5 years. During the year 2011, 75 employees concluded the training. The percentage of sick-leave in 2012 increased as compared to 2011, namely from 4.2 % to 4.9 %. The increase can be attributed to the extremely young employee structure and consequently to the fact that there are many young families with small children (family member care represents 15.7 % of total sick-leave days). In addition to this, we also recorded an increase of sick-leave longer than 30 days (the share of longer sick-leaves represent as much as 24.8 % of total sick-leave days). Employees have an average of 25.7 days’ leave and the holiday allowances are 65 % higher than the maximum amount that is exempt from the payment of contributions. We accomplish our care for the third period of life through the possibility of participating in voluntary supplemental pension insurance, which 68 % of our employees opted for. This figure is understandable considering the age structure and awareness of our demographic situation in relation to pension forecast. During 2012, the sports and cultural association Tilda, which operates within the Bank, offered employees cheaper or even free of charge sports activities, visits of cultural and sports events and subsidized tickets for thermal facilities. At the end of the year, they organized a New Year’s get-together where over 230 colleagues participated. The association has 446 employee members, 12 students and 6 retirees in the Bank and 32 employee members in UniCredit Leasing. Client Relations Much like the year before, 2012 was also strongly marked by the specific situation on the financial markets, to which we adapted our marketing strategy. The Bank has made significant efforts to approach the target segments, including by consolidating its brand positioning as a client-oriented bank. In a time of economic crisis, our clients are faced with new challenges and opportunities, as well as with various problems related to finances. This is why we always strive to listen carefully to their needs and offer them solutions that truly meet those needs. We call this “real life banking” and it represents the new positioning of our banking Group. It also has to be placed in all points of contact with our clients. This is called Banking custom of life, which is positioning our banking group, which must be installed in all points of contact with our customers. The positioning of the brand and of the mission, which strongly emphasizes the commitment to offer concrete solutions to our clients’ needs, is where the positioning slogan is derived from -Life is full of ups and downs. We are there for both. In the retail banking segment, we placed emphasis on savings, investment and insurance products, as well as on consumer loans and private banking packages, which were presented to selected target segments with the help of comprehensive marketing and communication campaigns and promotions at point of sale. With the renewed offer of private banking packages, we successfully completed the migration of clients from the old banking packages to the new ones, which are distinguished by a comprehensive range of banking services, bringing us closer to the different needs of our target clients, who have become more demanding over the last few years. Among other things, we have offered them a VISA payment and credit card, which includes Coris insurance and the universal mobile application Mobilna Banka GO!, which is simple and safe to use on mobile phones. In this way, we approached even the most demanding clients and consolidated our long-term relationship with existing clients, while encouraging potential clients to switch banks. As a member of the UniCredit group, we completed the third season of the UEFA Champions League sponsorship in the spring of 2012, and entered the second 3-year cycle of sponsorship in the autumn of 2012. In the sports spirit, we introduced ourselves to existing and potential clients via a comprehensive campaign featuring our deposits, with the help of the mass media. Through advertising on television, on large billboards and the Internet, we present our offer to the general public, while increasing brand awareness and awareness of our sponsorship of the UEFA Champions League. With a number of prize contests, we made it possible for some of our existing and potential customers to attend football matches. Football enthusiasts were able to compete for an exclusive experience – to attend the UEFA Champions League finals in Munich and participate in two “Official UEFA Champions League Match Coin” prize competitions, which enabled two lucky winners to personally hand the official coin to the referee at the stadium and see the qualifying match in Milan. We also provided a special experience to two children and their parents. In March of 2012, two children, accompanied by their parents, travelled to Milan to see the Round of 16 of the UEFA Champions League, where they accompanied some of the biggest football stars to an evening game and where one of the children was able to attend the UEFA Champions League final with a parent. In 2012, football fans were regularly able to see our brand on football matches mainly on TV screens and some selected clients and contest winners were also able to see us live. In 2012, we continued to implement the exclusive private banking service, which is aimed at clients with more demanding financial expectations. The service is based on a personal and comprehensive treatment of the financial needs of our clients, for whom we help select the right banking and other financial products through expert advice by our private bankers. During the spring and autumn seasons, our branch offices held the so-called ERGO Savings Days for our existing clients, with the aim of creating a relaxed setting to introduce clients to useful savings products that can be used for added protection for the family, to enable children to study abroad or for additional pension. During the ERGO days, we also introduced to our clients the benefits of the insurance products by ERGO Življenjska zavarovalnica d.d. On this occasion, we also calculated the clients’ retirement gap. We are also proud of the beginning of our business cooperation with the Medical Chamber of Slovenia. Under the partnership, we have prepared a special offer of selected banking services for doctors who are members of the Medical Chamber of Slovenia, which is divided into two packages. The first one is designed to meet the needs of physicians – private individuals and the second one is for doctors who have a private practice. We also prepared a loan for medical services for the clients of doctors with a private practice. The two packages of banking services were presented to doctors through various communication channels, including the Welcome package given to new members of the Medical Chamber, direct mail, which was sent to the addresses of all the members, brochures, advertisements and PR articles published in the ISIS journal, news articles published on the Chamber’s intranet and ZZS and via e-mail. We also organized two events to introduce the packages; one for doctors and the other for private practices. In the future, we plan to work even more closely with the Medical Chamber of Slovenia. As we are aware that the needs of small companies for banking services vary greatly, we designed three new banking packages for the segment of small businesses. Corporate clients and sole traders can now choose between the packages Podjetnik Aktivni, Podjetnik Dinamični and Podjetnik Napredni, which are adapted to the scale and complexity of services that they require. In collaboration with our business partners Domovanje.com, Amis d.o.o., PSD d.o.o., APO Vizija d.o.o., Datalab SI d.o.o., Tehinvest d.o.o. and Verlag Dashofer d.o.o. we also prepared a number of additional benefits both for new and existing business clients. In 2012, we introduced our existing clients to the so-called Open days, with the goal of approaching our clients more closely, getting to know their needs and offer them consultancy services in the field of finance. For business partners of the Corporate and Investment Banking division, we organized a series of events. The most attention-grabbing event for clients was the UniCredit Financial Days. A two day event was held under the slogan “Let’s work differently” and hosted the most reputable business partners and some of the most prominent representatives of the Slovenian economy. The first day was devoted primarily to financial directors, who were first given a the macro-economic overview of the commercial and banking sector and introduced to the key indicators of calculating the credit ratings of a company by the experts of UniCredit Bank and later, in the afternoon, they attended practical workshops. We touched upon the areas of personal finance and financial planning, ways of modifying the rating, insuring risks and learned how winners think during the game “Out of the box”. During next day’s event, to which we invited CEOs, some of our reputable business partners presented examples of their best practices of how to work differently and exchanged opinions at the round table about the current situation in Slovenia and the possibilities for helping our country get out of the crisis. Another opportunity to exchange experiences and business practices and socialize with colleagues was the Financial Markets Breakfast, which has become a spring tradition. The event is dedicated to developments in local and international financial markets, which have a significant impact on business results. The participants were acquainted with the macro-economic situation and wit the forecast for the development of the business climate and economic environment in the future. At the regional Financial Gatherings with UniCredit Bank, we presented the market situation and ways of financing working UniCredit Bank · Translation of 2012 Annual Report 149 Corporate Sustainability capital and export transactions, as well as the most effective cash management services. In 2012, we added a new savings product for companies to our offer, the Premium Deposit Account, which enables companies to deposit their excess cash in the form of a short-term non­specific purpose deposit that may be terminated at any time without prior notification to the Bank. The assets bear interest at a progressive rate depending on the amount of the respective account balances. The business package Modul, designed for medium and international companies, also offers various benefits. The package includes a number of free banking and professional services and enables companies to tailor the package to their specific needs. The exclusive corporate Azimut magazine, which is, in the first place, intended for managers and financial directors, and which is published quarterly for the fifth consecutive year, combines professional topics enabling easier financial and business decision-making; it also inspires and broadens horizons. In 2012, our long-standing and well-tuned friendship with the Slovenian Philharmonic was, once again, celebrated with a concert by the Orchestra of this respectable musical institution. On this occasion, we joined our business partners in listening to the sound of our country’s virtuosos who have given us an unforgettable musical experience. As in the previous years, in 2012, we approached our target segments through various communication channels and presented them interesting and tailor-made banking products. With our personal approach, clear brand positioning and modern marketing communication, we proved to be a truly client-oriented Bank. We are aware that life is full of ups and downs; therefore, we have been investing considerable efforts to understand consumers and help them realize their wishes, ambitions and goals. Media Relations We realize that good relations with the media are an important factor when building a good image and ensuring visibility of the Bank in the eye of the public. Media representatives are still who the public, including our existing and potential clients, truly trust. In our communications with them, we strive for professionalism, responsiveness and proactivity in terms of informing the public about issues that might be of interest to them. In 2012, we received 595 sets of questions from journalists and appeared in 3593 media reports. For the ninth year in a row, the APA and Bank Austria invited journalists to submit contributions to the special European Journalist Award “Writing for CEE”. Journalists from all over Europe, including Northern and Southern Europe, South Eastern Europe, Russia and the Commonwealth of Independent States, have been invited to submit their contributions on the topic of life in Europe and in European countries and of the hopes, concerns and dreams of Europe’s population, contributing to closer ties between countries and to overcoming prejudices. In 2011, the first prize in the competition was awarded for the first time to a Slovenian, Meta Krese, for her story about the Roma. Throughout the year, media were promptly updated on the events in the Bank, on new products, awards received, charity events etc. Journalists were invited to some events for clients, where we hosted the visible representatives of the Bank or UniCredit group analysts. In this way, we opened the door to first-hand information about the current situation in the financial markets. We remain responsible in our role as educator of the public on financial topics, also by inviting business journalists to Euromoney conferences, sponsored by the Group, which always organizes a well-attended press event on the occasion and presents analysis results of one of the most interesting segments of the economy. In the spring, we presented to the media our business results in 2011, but we also referenced the wider financial and economic environment and our performance relative to it. Among other things, we once again treated the representatives of the media to home­made desserts. Because of changes at the top levels of the Bank, media representatives were also invited to an informal breakfast midyear, during which new members of the Board introduced themselves to the media, gave them their welcome and expressed their willingness to cooperate in the future. The response of the media shows that we are headed in the right direction with our activities. We often offer extensive information on topics that the journalists are interested in and help them make their contributions more professional. We give them access to experts, local banks’ management boards and representatives of the Group. In this way, we create positive connections with this important segment of our society. Sponsorships and Donations We aim to be responsibly involved with the environment in which we operate, to co-create sustainable value and build long-term cooperation and partnerships with our clients, employees, the local community and investors. With its sponsorships and donations, the Bank participated in projects related to the field of culture and sport, helped socially disadvantaged children and young people and supported projects encouraging sustainable and environmentally conscious management. For many years now, we have been keeping the Bank’s employees engaged in our corporate social responsibility activities, with the goal of strengthening volunteering activities. We have supported the opening of the new Museum of Contemporary Art on Metelkova in Ljubljana and participated in the Managers’ Concert - an important donor event that represents an opportunity to help talented young musicians. For the eleventh consecutive year, we have donated to the Slovenian Philharmonic Orchestra; this time, we have enabled the Orchestra to perfect its sound via the purchase of a new violin and a concert bass drum. As a sponsor, we participated in the International Street Theatre Festival Ana Desetnica, which puts on free performances for children and adults that liven up the streets and squares of Ljubljana and many other towns across Slovenia. Our donation to the Neurological Clinic has enabled a specialist to obtain further training in a laboratory abroad. We sponsored the Managers Association of Slovenia, events organized by the American Chamber of Commerce (AmCham) and a meeting on the subject of corporate social responsibility and philanthropy in Central and Eastern Europe. As we recognize the importance of renewable energy, we supported the Congress of Energy Managers, which featured the participation of an expert from the UniCredit group on the subject of “Renewable Energy Sources -Today’s Investment for Future Sustainable Development”. The Bank’s donation helped with the implementation of the activities of the Association of Slovenian Financial Experts with a certificate issued by the CFA international institute. We sponsored the UniCredit Alumni -IEDC Bled award given to graduates from the Bled School of Management for outstanding career achievements and for their contribution to the development of the community and the economy. With our sponsorship, we also supported the 35th Rally Saturnus and UniCredit Pro Am Golf tournaments in Slovenia. As a sponsor, we helped the Safe Way Institute in the implementation of a prevention program to raise awareness about road safety among school children. In return, the Institute held a workshop on road safety for the Bank’s employees and for their children. The Bank’s donation enabled the non-profit association that runs the crisis hotline Call of Hope to provide professional training to their volunteers who respond to calls from people in need of assistance. We donated funds to the Red Cross that were used to provide humanitarian aids to victims of the devastating floods in Slovenia. For a number of years now, the Centre for Equal Opportunities for the Young Fridolin has been organizing the Young Roots Camp for adolescents from socially excluded environments, which the Bank supported once again in 2012, with a donation. The Bank’s sponsorships also helped the Deteljica Association of Adoptive Parents with the implementation of their activities. The Bank also participates to humanitarian projects and contributes indirectly, by collecting waste cartridges for the Red Noses and by collecting plastic bottle caps across the entire business network to assist in the purchase of wheelchairs and equipment for children and youth. UniCredit Banka Slovenija d.d. participated as a sponsor in the countrywide environmental project “Let’s Clean Slovenia”. On the day of the clean-up, over one hundred employees of the Bank and their families participated in the cleaning efforts in their communities. The Bank recognizes the importance of sustainable and environmentally conscious growth, which is why we decided to make a Christmas donation to support the program School Eco Garden, run by the non-governmental Institute for Sustainable Development, which is also part of the national initiative Slovenia is Reducing CO 2 Levels. Over 150 schools and kindergartens across Slovenia are already involved in the program of organic food production and sharing of knowledge about healthy nutrition and taking responsibility for one’s own health among pre-schoolers and schoolchildren. We are also actively involved in the humanitarian program Child Sponsorship in Slovenia and our donation has provided 14 children from socially disadvantaged families with a one-year sponsorship. The Bank’s employees have supported the Child Sponsorship in Slovenia program as well, with their own contributions. At the end of the year, we have collected non-perishable foods for families in difficult economic circumstances under the auspices of the Friends of Youth Association of Moste-Polje, to which the Bank added a donation for the purchase of food. Our employees and clients collected used books at the end of 2012, as well as board games and toys, which were donated to children under the auspices of the Association of Friends of Youth all over Slovenia, to local kindergartens and to the Centre for Social Work in Ljubljana. Despite having fewer resources available for sponsorship and donation activities, by participating in such activities, we proved that we are an exemplary member of society, as further confirmed by the Horus award for socially responsible activities, which we received for the third year in a row. UniCredit Bank · Translation of 2012 Annual Report 151 Report from the Supervisory Board Report from the Supervisory Board General In 2012, the Supervisory Board of UniCredit Banka Slovenija d.d. regularly monitored and oversaw the current business operations of the Bank, the financial results attained and the work of the Management Board, in accordance with its powers, authorizations and duties as set out in the Articles of Association of the Bank and in the Rules of Procedure of the Supervisory Board, as well as in the Companies Act and the Banking Act and respective executive regulations. At the Supervisory Board’s regular sessions, the Bank’s Management Board kept the members of the Supervisory Board informed of the following issues: all important business events in the Bank and other activities related to the Bank’s operating business; the economic and political environment; important changes of legislation that affected the Bank’s operating business; and achieved financial results as compared to the adopted financial plan of operations. The Management Board also regularly informed the Supervisory Board about the expected financial results until the end of the fiscal year and about end results. In 2012, there was a change in the structure of the Bank’s Supervisory Board. Subject to the resignation statement of Alessio Pomasan, his function as Member of the Supervisory Board ended on 30 November 2012. The Supervisory Board of the Bank is thus composed of five members, namely Gianni Franco Giacomo Papa (Chairman) Martin Klauzer (Deputy Chairman), Franco Andreetta, Heinz Karl Tschiltsch and Giuseppe Verrascina. Despite the specific ownership structure, whereby UniCredit Bank Austria AG is almost a 100-percent owner of the Bank and UniCredit Bank Austria AG’s majority owner is UniCredit S.p.A., two Supervisory Board members (Franco Andreetta and Giuseppe Verrascina) are not employed with the Group, but as external experts in the area of accounting and financial business contributed to a high-quality and transparent performance of the Supervisory Board in the year 2012. Moreover, the members are not personally, directly or indirectly, involved in the ownership structure nor are they in any business relationship with the Bank, thus avoiding any potential conflicts of interest. Nonetheless, the UniCredit group has all the adequate mechanisms to control and solve potential conflicts of interest, should they occur. In the year 2012, the Bank’s Supervisory Board met and adopted resolutions at five regular meetings. All members of the Supervisory Board were present at the first, third and fourth regular meeting, while the following members excused their absence: Gianni Franco Giacomo Papa at the second meeting and Giuseppe Verrascina at the fifth meeting. In line with legal provisions, its powers as set out in the Articles of Association and in accordance with the Bank’s need for efficient work, individual resolutions were also adopted at Supervisory Board correspondence sessions and subsequently presented and validated during the next regular meeting of the Supervisory Board. The Supervisory Board verified its activities on a regular basis and thus additionally contributed to the expertise and quality of its work. The Supervisory Board therefore deems its work in 2012 as professional and in line with the valid legislation and internal rules of the UniCredit group. Important Supervisory Board Decisions At its 50th regular meeting, on 6 March 2012, the Supervisory Board adopted the Annual Report of the Bank’s operations for 2011, proposed to the General Meeting of Shareholders of the Bank the nomination of an External Auditor on the basis of the Audit Committee proposal, provided its opinion on the Internal Audit unit’s Annual Report on internal audit for 2011, adopted the Resolution on the use of the net profit for 2011 and approved the Management Board’s proposal for the use of the accumulated profit for 2011. It was briefed about the Auditor’s report of the Authorised Auditing Company for 2011, to which it had no comments, and approved all other documents, on whereupon the General Meeting of Shareholders of the Bank made decisions on 25 April 2012. At the 51st regular meeting, which took place on 26 April 2012, the Supervisory Board appointed the new Management Board member, mag. Jana Benčina Henigman and the new Chairman of the Management Board, mag. Stefan Vavti, and accredited the Bank’s results for the first quarter. On 18 July 2012, at their 52nd regular meeting, the members of the Supervisory Board gave its consent to the compensation policy of the UniCredit group, valid also for the Bank, and approved the half-year results of the Bank. At its 53rd regular meeting on 16 October 2012, the Supervisory Board approved organizational changes of the Bank, the UniCredit group Governance Rules and UniCredit group Audit Rules, valid also for the Bank, and the Bank’s results for the third quarter. On 7 December 2012, at its 54th regular meeting, the Supervisory Board approved organizational changes of the Bank and the UniCredit group Governance Rules, valid also for the Bank. The Supervisory Board participated in the approval of all measures and activities required to implement the overall business policy of the parent banking groups. It also approved the development plan and the Bank’s basic business policies for 2012. The Supervisory Board also closely monitored the response of the Bank to the current development in the economy. Moreover, the Supervisory Board was regularly informed about the implementation of the plan of work of Internal Audit and its findings, as well as the inspections conducted by external institutions. Futhermore, the Supervisory Board was in particular briefed about the adopted legislation on the establishment of the State Finance Holding and the Bank Asset Management Company as a “bad bank” in order to increase the stability of banks in the Republic of Slovenia. Operations of the Supervisory Board The Audit Committee of the Bank’s Supervisory Board had five regular meetings in 2012 (consecutively numbered from 20 to 24). As an advisory body of the Supervisory Board, which consisted of Giuseppe Verrascina (Chaiman), Franco Andreetta (member) and Živko Bergant (independent external member), the Audit Committee’s operations include assessing, advisory and proposing functions, whereby it supports the Supervisory Board in the fulfilment of its duties and responsibilities regarding: the adequacy and effectiveness of the Bank’s internal control procedures, including the assessment and measurement of risks and risk management; the compliance with legislation, rules and policies governing the Bank’s operations; the adequacy of accounting standards used for the preparation of financial statements; the adequacy and independence of the external bank auditors and the assurance of an adequate employee structure within the Internal Audit unit. Use of Net Profit and Accumulated Profit for Fiscal Year 2012 In 2013, the Bank’s Management Board presented for discussion to the Supervisory Board the Resolution on the use of the net profit for the fiscal year 2012 in the amount of 1,072,791.77 euros and the draft Resolution on the use of the accumulated profit for the fiscal year 2012 in the amount of 536,395.89 euros. Given the adopted mid-term plan of the Bank and with a view to meeting the adequate capital adequacy requirements in times of crisis on capital markets, the Management Board proposed that the Bank’s net profit be allocated, in its entirety, to other Bank reserves instead of being distributed to the shareholders or other persons. The Bank’s Management Board also proposed that the Supervisory Board and the General Meeting of Shareholders adopt the proposed Resolution on the use of the net profit for the fiscal year 2012, in accordance with their powers. The adoption of such resolution will allow for the Bank’s stable future growth. The Supervisory Board adopted the Resolution on the use of the net profit for 2012, approved the Management Board’s proposal for the use of the accumulated profit for 2012, and recommended to adopt it in the proposed form at the General Meeting of Shareholders. Annual Report for 2012 The Bank’s Management Board prepared the Annual Report on the business operations of UniCredit Banka Slovenija d.d. in 2012 and presented it to the Supervisory Board for review within the legally prescribed deadline. Together with the Annual Report, the Supervisory Board also received the Audit Report on the review of the financial statements for the fiscal year 2012 and an additional Audit report on meeting the criteria for managing risks in the bank from the first paragraph of Article 211 of the Banking Act, both prepared by the certified auditing company KPMG Slovenija d.o.o., allowing the Supervisory Board to formulate a position on the Bank’s Audit Report. The Supervisory Board reviewed the Annual Report, submitted by the Bank’s Management Board. It established that the Annual Report was consistent with the reports and information on the Bank’s performance in 2012, as well as with the reports on the economic and political environment in which the Bank operated and which were presented to the Supervisory Board during the course of the fiscal year. Comparing the Annual Report with the audited financial statements for the fiscal year 2012, the Supervisory Board established that the financial results presented in the Annual Report were consistent with the Audit Report. Having examined the reports, findings and recommendations of the Internal Audit and external auditors, the Bank’s Management Board took these recommendations into consideration and carried out the activities necessary for their implementation or ensured their initiation. In the opinion of the Supervisory Board, both the Management Board and the Supervisory Board fulfilled all their legal requirements in the fiscal year 2012. Based on the regular monitoring of the Bank’s operations and the above mentioned reviews, the Supervisory Board approved the Annual Report on the Bank’s business operations in 2012. The Audit Report on the review of the financial statements for the fiscal year 2012, which was presented to the Supervisory Board along with the Annual Report, also includes the opinion of the certified auditor. The certified auditor issued an unqualified opinion. The Supervisory Board was briefed about the Bank’s Audit Report for 2012 and about an additional Audit report on meeting the criteria for risk management for 2012 and had no objections thereto. Gianni Franco Giacomo Papa Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. UniCredit Bank · Translation of 2012 Annual Report 153 Statement of Responsibility Statement of Responsibility The Management is responsible for preparing the financial statements for the financial year. These give a true and fair view of the state of affairs of UniCredit Banka Slovenija d.d. as of the end of the financial year and of the profit or loss and cash flow for that year. The financial statements are prepared on a going-concern basis. In preparing the financial statements in Annual Report for the year ended 31 December 2012, the Management has used appropriate accounting policies, consistently applied and supported them by reasonable and prudent judgments and estimates, and ensured that all accounting standards which they consider significant have been followed. The Management has the responsibility for ensuring that the Bank keeps accounting records which disclose with reasonable accuracy the Bank’s financial position and which enable the Management to ensure that the financial statements comply in all material respects with the regulations of the Government of the Republic of Slovenia, the Central Bank of Slovenia and the International Financial Reporting Standards as adopted by the EU. The Management also has a general responsibility to take such steps as are reasonably required to safeguard the assets of the Bank and to prevent and detect any fraud and other irregularities. On behalf of the Management Mag. Stefan Vavti Chairman of the Management Board Mag. Jana Benčina Henigman Mag. Damijan Dolinar, CFA Member of the Management Board Member of the Management Board Yilmaz Arisoy, MBA Chief Financial Officer Ljubljana, March 2013 r Report of Auditors reCharGInG Supporting enterprise with concrete actions UniCredit International I own a small business that produces equipment for recycling precious metals. After winning a bid for a project with the Indian government last year, we were in need of a qualified partner to manage our complex operations abroad. UniCredit believed in us and our work, providing us with the initial warranty request, a letter of credit and the loans we needed. Thanks to their support, we successfully completed the project. UniCredit Bank · Translation of 2012 Annual Report 155 Financial Statements Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Equity Statement of Cash Flow Summary of Accounting Policies Notes on the Financial Statements Risk Report 198 Statement of Financial Position EUR 1,000 Item Note 31/12/2012 31/12/2011 Audited Statement The amount of restatement among positions 31/12/2011 Cash and cash balances with the Central Bank 1 27,760 62,796 - 62,796 Financial assets held for trading 2, 3 44,428 67,988 - 67,988 Available-for-sale financial assets 2, 4 314,093 295,158 - 295,158 Derivatives - hedge accounting 2, 5 14,144 6,866 - 6,866 Loans and receivables 6 2,364,631 2,446,322 - 2,446,322 To banks 85,936 90,083 - 90,083 To customers 2,269,317 2,356,239 - 2,356,239 Other financial assets 9,378 - 4,772 4,772 Held-to-maturity financial assets 7 12,930 19,968 - 19,968 Property, plant and equipment 8 10,747 12,727 - 12,727 Intangible assets 9 19,236 17,317 - 17,317 Investments in subsidiaries, associates and joint ventures 10 253 - - - Tax assets 11 6,974 11,609 - 11,609 Current tax assets 1,381 73 - 73 Deferred tax assets 5,593 11,536 - 11,536 Other assets 12 171 4,885 (4,772) 113 TOTAL ASSETS 2,815,367 2,945,636 - 2,945,636 Deposits from central banks 13 251,823 - - - Financial liabilities held for trading 2,14 43,593 66,813 - 66,813 Derivatives - hedge accounting 2,15 66,027 60,587 - 60,587 Financial liabilities measured at amortised cost 16 2,196,155 2,556,194 - 2,556,194 Deposits from banks 576,933 1,178,074 - 1,178,074 Deposits from customers 1,227,789 957,016 (7,392) 949,624 Loans from banks 346,820 390,924 - 390,924 Subordinated liabilities 30,101 30,180 - 30,180 Other financial liabilities 14,512 - 17,655 17,655 Provisions 17 2,443 1,553 - 1,553 Tax liabilities 18 - 5,073 - 5,073 Current tax liabilities - 855 - 855 Deferred tax liabilities - 4,218 - 4,218 Other liabilities 19 3,703 14,528 (10,263) 4,265 TOTAL LIABILITIES 2,563,744 2,704,748 - 2,704,748 Share capital 20 20,384 20,384 - 20,384 Share premium 21 107,760 107,760 - 107,760 Fair value reserves 22 (18,737) (28,399) - (28,399) Retained earnings 23 141,679 133,773 - 133,773 Net profit for the year 24 537 7,370 - 7,370 TOTAL EQUITY 251,623 240,888 - 240,888 TOTAL LIABILITIES AND EQUITY 2,815,367 2,945,636 - 2,945,636 UniCredit Bank · Translation of 2012 Annual Report 159 Financial Statements Statement of Profit or Loss and Other Comprehensive Income Statement of Income EUR 1,000 Item Note 2012 2011 Interest income 25 107,637 128,106 Interest expense 26 (51,667) (68,190) Interest net income 55,970 59,916 Dividend income 27 1,824 2,428 Fee and commission income 28 26,477 25,971 Fee and commission expenses 29 (4,783) (5,115) Fee and commission net income 21,694 20,856 Realised gains and losses on financial assets and liabilities not measured at fair value through profit or loss 30 (3,963) 23 Gains and losses on financial assets and liabilities held for trading 31 1,560 (3,822) Fair value adjustments in hedge accounting 32 45 - Exchange gains / (losses) 33 (39) 4,170 Gains and losses on derecognition of assets other than held for sale 34 (116) (417) Other operating net income 35 302 (217) Administrative costs 36 (36,836) (36,347) Depreciation 37 (4,586) (5,239) Provisions 38 (917) 537 Impairment 39 (34,627) (23,864) Profit or loss from non-current assets held for sale 40 (1) (23) PROFIT BEFORE TAX 310 18,001 Tax expense 41 763 (3,260) NET PROFIT FOR THE FINANCIAL YEAR 1,073 14,741 Basic and diluted earning per share (EUR) 24 0.22 3.24 Statement of Other Comprehensive Income EUR 1,000 Item Note 2012 2011 Net profit / loss for the financial year, net of income tax 1,073 14,741 Other compehensive income, net of income tax 22 9,662 (20,902) Fair value changes from cash flow hedge (effective portion) 22 (2,298) (2,528) Gains / losses recognised in fair value reserves (2,298) (2,528) Fair value changes from financial instruments available-for-sale 22 15,222 (23,600) Gains / losses recognised in fair value reserves 5,861 (23,600) Fair value reserves transferred to profit or loss 9,361 - Income tax on other comprehensive income 22 (3,262) 5,226 TOTAL COMPREHENSIVE INCOME FOR THE YEAR, NET OF INCOME TAX 10,735 (6,161) 160 Translation of 2012 Annual Report · UniCredit Bank Financial Statements Statement of Cash Flows EUR 1,000 Item 2012 2011 A. CASH FLOWS FROM OPERATING ACTIVITIES a) Total profit or loss before tax 310 18,001 Depreciation 4,586 5,239 Impairments / (reversal of impairments) of financial assets at amortised cost 25,266 23,864 Impairments / (reversal of impairments) of available-for-sale financial assets 9,361 - Net (gains) / losses from exchange differences 39 (4,170) Net (gains) / losses from financial assets held to maturity (239) 1 Net (gains) / losses from sale of tangible assets and investment properties 107 74 Net (gains) / losses from sale of intangible fixed assets - 353 Other (gains) / losses from financing activities 3,673 29,418 Net unrealised gains in fair value reserves from financial assets available for sale (excluding effect of deferred tax) 13,362 (37,464) Net unrealised gains in fair value reserves from hedging of cash flows against risks (excluding effect of deferred tax) - (2,528) Other adjustments to total profit or loss before tax 752 (1,079) Cash flow from operating activities before changes in operating assets and liabilities 57,217 31,709 b) (Increases) / decreases in operating assets 51,547 27,172 Net (increase) / decrease in financial assets held for trading 718 3,898 Net (increase) / decrease in financial assets available for sale (13,066) 90,477 Net (increase) / decrease in loans and receivables 71,231 (66,044) Net (increase) / decrease in assets-derivatives, used for hedging (7,278) (1,999) Net (increase) / decrease in other assets (58) 840 c) (Increases) / decreases in operating liabilities (118,418) (68,069) Net increase / (decrease) in financial liabilities to central bank 251,823 - Net (increase) / decrease in financial liabilities held for trading 33 (2,150) Net increase / (decrease) in deposits, loans and receivables and debt securities measured at amortised cost (371,349) (54,815) Net (increase) / decrease in liability-derivatives 1,637 (4,483) Net increase / (decrease) in other liabilities (562) (6,621) d) Cash flow from operating activities (a+b+c) (9,654) (9,188) e) Income taxes (paid) refunded (2,802) 139 f) Net cash flow from operating activities (d+e) (12,456) (9,049) B. CASH FLOWS FROM INVESTING ACTIVITIES a) Receipts from investing activities 19,772 9,917 Receipts from the sale of tangible assets and investment properties 28 - Receipts from the sale of financial assets held to maturity 19,744 9,917 b) Cash payments on investing activities (17,377) (11,683) (Cash payments to acquire tangible assets and investment properties) (409) (5,897) (Cash payments to acquire intangible fixed assets) (4,247) (5,786) (Cash payment for the investment in subsidiaries, associates and joint ventures) (253) - (Cash payments to acquire held-to-maturity investments) (12,468) - c) Net cash flow from investing activities (a-b) 2,395 (1,766) C. CASH FLOWS FROM FINANCING ACTIVITIES a) Cash proceeds from financing activities - 50,001 Cash proceeds from issuing shares and other equity capital instruments - 50,001 b) Cash payments on financing activities - - c) Net cash flow from financing activities (a-b) - - D. Effects of change in exchange rates on cash and cash equivalents (653) (517) E. Net increase in cash and cash equivalents (Af+Bc+Cc) (10,061) 39,186 F. Opening balance of cash and cash equivalents 254,259 215,590 G. Closing balance of cash and cash equivalents (D+E+F) 243,545 254,259 162 Translation of 2012 Annual Report · UniCredit Bank Summary of Accounting Policies General Information UniCredit Banka Slovenija d.d. is a commercial bank incorporated in Slovenia. It provides a wide variety of financial services to corporate and individual customers. The Bank was registered as a joint-stock company on 24 January 1991. The Bank’s legal address is Šmartinska 140, Ljubljana, Slovenia. On 31 December 2012, the Bank was operating a total of 29 branches throughout Slovenia. The Bank is a subsidiary of UniCredit Bank Austria AG. The ultimate parent company of the Group is UniCredit S.p.A. with registered office in Rome, A. Specchi, 16, Italy. UniCredit Banka Slovenija d.d. has authorization to perform banking services pursuant to Article 7 of the Banking Act (Official Gazette of the Republic of Slovenia, No. 131/06; hereinafter referred to as: the ZBan-1). Banking services include accepting deposits from the public and granting loans for its own account. The Bank has an authorization to perform mutually recognized and additional financial services. The Bank may perform the following mutually recognized financial services, pursuant to Article 10 of the ZBan-1: • Accepting deposits; • Granting loans, including: -Consumer loans, -Mortgage loans, -Factoring (with or without recourse), -Financing of commercial transactions, including forfeiting; • Payment services; • Issuing and management of other payment instruments; • Issuing guarantees and other commitments; • Trading for own account or for account of customers in: -Money market instruments, -Foreign exchange, including currency exchange transactions, -Financial futures and options, -Exchange and interest-rate instruments, -Transferable securities; • Participation in the issuance of securities and services related to such issues; • Advice and services related to mergers and the purchase of undertakings; • Portfolio management and advice;  • Investment and ancillary investment services and operations. The Bank may perform the following additional financial services, pursuant to Article 11 of the ZBan-1: • Insurance brokerage in accordance with the law governing the insurance business; • Custodian services according to the law governing investment funds and management companies; • Provision of financial leasing and • Intermediation in the sale and buying-in of investment diamonds and in the sale of investment gold. These unconsolidated financial statements were approved for issue by the Management Board on 5 February 2013. Summary of Significant Accounting Policies The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to both years presented. STATEMENT OF COMPLIANCE These financial statements have been prepared in accordance with the International Financial Reporting Standards (IFRS) and interpretations approved by the International Accounting Standards Board (IASB) as adopted by the European Union. BASIS FOR MEASUREMENT These financial statements are prepared in accordance with IFRS, whereby basis for measurement is historical cost, except for measurement of financial assets held for trading, financial assets designated at fair value through profit or loss, available-for-sale financial assets and all derivatives, where basis for measurement is their fair value. USE OF ESTIMATES AND JUDGMENTS The preparation of financial statements requires the Management to make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in which the estimate is revised and in any future periods affected. (a) Determining Fair Values The Bank revalues on a daily basis its derivatives, trading assets as well as the available-for-sale portfolio to the fair value of the instrument. However, the determination of fair value for these financial instruments requires the use of valuation techniques in case there is no observable market price. For financial instruments which trade infrequently and have little price transparency, the fair value is less objective and requires a varying decree of judgment depending on different factors. The Bank uses the following methods for determining fair values: • Quoted market prices in an active market for identical instrument; • Valuation techniques based on observable inputs such as quoted market prices for similar instruments or valuation techniques where all significant inputs can be directly or indirectly observed from market data. UniCredit Bank · Translation of 2012 Annual Report 163 Summary of Accounting Policies According to the definition of the fair value, in line with IFRS 7, the Bank classifies financial assets in three levels, which are: • Level 1: Quoted price on open market for identical instrument is used as fair value. • Level 2: Fair value is determined using the valuation models, which are based primarily on market data. Level 2 includes also financial assets whose fair value is based on the quoted price for an identical instrument, but for which there is no active market. • Level 3: Fair value is determined using the valuation models, which are based primarily on unobservable inputs. An input qualifies as an observable input if it is directly observable as a market price or may be derived from an observable price. Examples of Level 3 inputs are historical volatility or interest rates for currencies and maturities for which there are no observable financial instruments. If the value of a financial instrument is based on non-observable inputs, the value of these inputs at the end of the reporting period may be selected from a range of reasonable possible alternatives. For the purpose of preparing the financial statements, the reasonable values selected for such nonobservable inputs are in line with prevailing market conditions and the Bank’s valuation verification approach. Levels of financial instruments measured at fair value are disclosed in Note 2, while annual changes of those instruments classified in level 3 are disclosed in Note 4. (b) Impairment Impairment of financial assets measured at amortized cost The impairment of a financial asset is the difference between the carrying amount and the recoverable amount. The recoverable amount is defined as the present value (discounted value) of estimated future cash flows with the application of the original effective interest rate. The effective interest rate is the interest rate that exactly discounts estimated future cash payments or receipts trough the expected lifetime of the financial asset, or when appropriate, a shorter period to the net carrying amount of the financial asset. The projected cash flows from the exercise of collateral (best-quality collateral, adequate collateral and real estate and movable property collateral) are taken into consideration in the calculation of the impairment of a financial asset or provision for contingency and commitment including off-balance sheet items. According to the Reporting criteria, 100 % impairment is made for those for which it is assessed that they will not be repaid and for those with a disputed legal basis. Corporate exposures lower than 100,000 euros are considered individually not significant and the amount of provisions can be assessed on the portfolio basis. Exposures of private individuals lower than 300,000 euros are considered individually not significant and the amount of provisions can be assessed on the portfolio basis. Impairment allowances on financial assets relating to customers that are individually significant, or to customers whose repayments significantly defer, are evaluated individually based upon best estimate of the present value of the cash flow that is expected to be received. In estimating these cash flows, the Bank makes judgments about the counterparty’s financial situation, past repayment discipline and repayment pattern. Collateral valuations are taken into account of the impairment calculation based on the Bank’s experiences and valuations if and when available. The Bank also uses different collateral factors in aspect of conservative approach to the value of available collateral. The Bank assesses the credit quality of the clients on a monthly basis and on that basis creates impairments; the procedure is covered by guidelines and is supported by IT solutions. Each impaired asset is assessed on its merits, and a workout strategy and estimate of cash flows considered recoverable are independently approved by the Credit Risk function. The Bank uses a collective assessment based on risk classes for customers who are not individually significant, or for customers, who are individually significant, but with no signs for individual impairment. Impairment allowances cover credit losses inherent in portfolios of loans and advances. When assessing the need for collective loss allowances, the Management considers factors such as credit quality, portfolio size and economic factors including analysis of past repayment discipline in those classes. Impairments for “Incurred but not reported” events are calculated on a monthly basis, based on portfolio quality and so-called loss detection period. IBNR (Incurred but not reported) are generic impairments. Corporate clients are classified internally into 26 rating classes (ranging from 1+ to 10) with assigned adequate probabilities of default. In 2012, UniCredit Banka Slovenija d.d. implemented Application and Behavioral scoring in the Retail segment, resulting in 11 rating classes with assigned adequate probabilities of default. Specific loan loss provisions for private individuals segment are monthly calculated on the portfolio basis. Parameters relevant for expected loss calculation are based on portfolio quality and are in line with standards. The need for possible impairment of Held-to-maturity financial assets is assessed if there is objective evidence of impairment, such as significant financial difficulty of the issuer, economic or legal reasons relating to the borrower’s financial difficulty, if it is becoming probable that the borrower will enter bankruptcy and if other data observed indicate that there is a measurable decrease in the estimated future cash flows. Impairment of available-for-sale financial assets If such objective evidence has been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows. A loss due to impairment is recognized when a significant or long-term decline in fair value occurs below the purchase value of those financial assets. The same objective evidence indicates the impairment of available-for-sale financial assets. The Bank uses as objective evidence of impairment of available-for-sale equity instruments as significant (40-percent decrease of fair value compared to its purchase value) or long lasting (in case that in the period of 9 months the Bank constantly shows loss in fair value reserves) decrease of fair value below its purchase value. Whenever the Bank on such basis determines that financial asset is impaired, the entire valuation loss of that instrument is recognized in the Statement of Income. More details can be found in the Risk report. CHANGES IN ACCOUNTING POLICIES In 2012, due to the change of the Statement of Financial Position scheme prescribed by the Bank of Slovenia, the Bank restated: • Other financial assets from the item Other assets to the item Loans; • Other financial liabilities from the item Other liabilities to the item Financial liabilities measured at amortized cost. Amounts of restatement are evident in the Statement of Financial Position, in the column Amount of restatement among items. More detailed disclosures about restated items are evident in Note 6, subtitle Other financial assets and in Note 16, subtitle Other financial liabilities. NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED The following new Standards and Interpretations are not yet effective for the annual period ending on 31 December 2012 and have not been applied in preparing these financial statements: • Amendments to IFRS 7 Disclosures - Offsetting Financial Assets and Financial Liabilities The Amendments contain new disclosure requirements for financial assets and liabilities that are: – Offset in the statement of financial position; or – Subject to master netting arrangements or similar agreements. The Bank does not expect the Amendments to have a significant impact on the financial statements since it does not apply extensive offsetting to its financial assets and financial liabilities. • IFRS 10 Consolidated Financial Statements and IAS 27 (2011) – Separate Financial Statements IFRS 10 provides a single model to be applied in the control analysis for all investees, including entities that currently are SPEs in the scope of SIC-12. IFRS 10 introduces new requirements to assess control that are different from the existing requirements in IAS 27 (2008). Under the new single control model, an investor controls an investee when: – It is exposed or has rights to variable returns from its involvements with the investee; – It has the ability to affect those returns through its power over that investee; and – There is a link between power and returns. The new Standard also includes the disclosure requirements and the requirements relating to the preparation of consolidated financial statements. These requirements are carried forward from IAS 27 (2008). The impact of the initial application of the amendment will depend on the specific facts and circumstances of the investees of the Group held at the date of initial application. Therefore, the Bank is not able to prepare an analysis of the impact this will have on the financial statements until the date of initial application. • IFRS 11 Joint Arrangements IFRS 11, Joint Arrangements, supersedes and replaces IAS 31, Interest in Joint Ventures. IFRS 11 does not introduce substantive changes to the overall definition of an arrangement subject to joint control, although the definition of control, and therefore indirectly of joint control, has changed due to IFRS 10. Under the new Standard, joint arrangements are divided into two types, each having its own accounting model defined as follows: – A joint operation is one whereby the jointly controlling parties, known as the joint operators, have rights to the assets, and obligations for the liabilities, relating to the arrangement. – A joint venture is one whereby the jointly controlling parties, known as joint ventures, have rights to the net assets of the arrangement. IFRS 11 effectively carves out from IAS 31Jointly controlled entities those cases in which, although there is a separate vehicle for the joint arrangement, separation is ineffective in certain ways. These arrangements are treated similarly to jointly controlled assets/ operations under IAS 31, and are now called joint operations. The remainder of IAS 31 jointly controlled entities, now called joint ventures, are stripped of the free choice of equity accounting or proportionate consolidation; they must now always use the equity method in its consolidated financial statements. The Bank does not expect IFRS 11 to have any impact on the financial statements since it is not a party to any joint arrangements. • IFRS 12 Disclosure of Interests in Other Entities IFRS 12 requires additional disclosures relating to significant judgments and assumptions made in determining the nature of interests in an entity or arrangement, interests in subsidiaries, joint arrangements and associates and unconsolidated structured entities. The Bank does not expect the new Standard will have a material impact on the financial statements. • IFRS 13 Fair Value Measurement UniCredit Bank · Translation of 2012 Annual Report 165 Summary of Accounting Policies IFRS 13 replaces the fair value measurement guidance contained in individual IFRSs with a single source of fair value measurement guidance. It defines fair value, establishes a framework for measuring fair value and sets out disclosure requirements for fair value measurements. IFRS 13 explains ‘how’ to measure fair value when it is required or permitted by other IFRSs. The standard does not introduce new requirements to measure assets or liabilities at fair value, nor does it eliminate the practicability exceptions to fair value measurements that currently exist in certain standards. The standard contains an extensive disclosure framework that provides additional disclosures to existing requirements to provide information that enables financial statement users to assess the methods and inputs used to develop fair value measurements and, for recurring fair value measurements that use significant unobservable inputs, the effect of the measurements on profit or loss or other comprehensive income. The Bank does not expect IFRS 13 to have a material impact on the financial statements since the Management considers the methods and assumptions currently used to measure the fair value of assets to be consistent with IFRS 13. • Amendments to IAS 1 Presentation of Financial Statements: Presentation of Items of Other Comprehensive Income The amendments require that the Bank presents separately the items of other comprehensive income that may be reclassified to profit or loss in the future from those that would never be reclassified to profit or loss. If items of other comprehensive income are presented before related tax effects, then the aggregated tax amount should be allocated between these sections. The amendments are not relevant to the entity’s financial statements. All items of its comprehensive income may be reclassified to profit or loss, the tax is already presented allocated. • Amendments to IAS 12: Deferred Tax: Recovery of Underlying Assets The amendments introduce a rebuttable presumption that the carrying value of investment property measured using the fair value model would be recovered entirely by sale. Management’s intention would not be relevant unless the investment property is depreciable and held within a business model whose objective is to consume substantially all of the asset’s economic benefits over the life of the asset. This is the only instance in which the presumption can be rebutted. The amendments are not relevant to the Bank’s financial statements, since the Bank does not have any investment properties measured using the fair value model in IAS 40. • IAS 19 (2011) Employee Benefits The amendment requires actuarial gains and losses to be recognized immediately in other comprehensive income. The amendment removes the corridor method previously applicable to recognizing actuarial gains and losses, and eliminates the ability for entities to recognize all changes in the defined benefit obligation and in plan assets in profit or loss, which currently is allowed under the requirements of IAS 19. The amendment also requires the expected return on plan assets recognized in profit or loss to be calculated based on rate used to discount the defined benefit obligation. The Bank does not expect the amendments to have a significant impact on the financial statements. • IAS 27 (2011) Separate Financial Statements IAS 27 (2011) carries forward the existing accounting and disclosure requirements of IAS 27 (2008) for separate financial statements, with some minor clarifications. As well, the existing requirements of IAS 28 (2008) and IAS 31 for separate financial statements have been incorporated into IAS 27 (2011). The Standard no longer addresses the principle of control and requirements relating to the preparation of consolidated financial statements, which have been incorporated into IFRS 10, Consolidated Financial Statements. The Bank does not expect IAS 27 (2011) to have a material impact on the financial statements, since it does not results in a change in the Bank‘s accounting policy. • IAS 28 (2011) Investments in Associates and Joint Ventures There are limited amendments made to IAS 28 (2008): – Associates and joint ventures held for sale. IFRS 5, Non-current Assets Held for Sale and Discontinued Operations applies to an investment, or a portion of an investment, in an associate or a joint venture that meets the criteria to be classified as held for sale. For any retained portion of the investment that has not been classified as held for sale, the equity method is applied until disposal of the portion held for sale. After disposal, any retained interest is accounted for using the equity method if the retained interest continues to be an associate or a joint venture. – Changes in interests held in associates and joint ventures. Previously, IAS 28 (2008) and IAS 31 specified that the cessation of significant influence or joint control triggered re-measurement of any retained stake in all cases, even if significant influence was succeeded by joint control. IAS 28 (2011) now requires that in such scenarios the retained interest in the investment is not re-measured. The Bank does not expect the amendments to Standard to have a material impact on the financial statements since it does not have any investments in associates or joint ventures that will be impacted by the amendments. • Amendments to IAS 32 – Offsetting Financial Assets and Financial Summary of Accounting Policies measured at fair value through profit or loss. (b) Loans and Receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market, other than: • Those that the Bank intends to sell immediately or in the short term, which are classified as held for trading, and those that the Bank upon initial recognition designates as at fair value through profit or loss; • Those that the Bank upon initial recognition designates as available-for-sale; or • Those for which the holder may not recover substantially all of its initial investment, other than because of credit deterioration. Loans and receivables are reported at amortized cost. The Bank recognizes loans and receivables on the settlement date or when it becomes a part of contractual provisions in a financial instrument and derecognizes them on the settlement date or when the contractual rights to the cash flows from the financial asset expire. In the chapter Use of estimates and judgments it is defined how the Bank impairs them. Interest income on impaired loans and receivables is impaired in the same percentage as the principle. Loans and receivables include also the item Other financial assets, these are receivables for fees outside the scope of calculation of the amortized cost of financial assets, accrued revenue for banking products, receivables for sold financial assets, trade receivables and receivables in the settlement of business relationships. (c) Held-to-maturity Investments Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that the Bank has the positive intention and ability to hold to maturity. Held-to-maturity investments are measured at amortized cost. In the chapter Use of estimates and judgments it is defined how the Bank impairs them. (d) Available-for-sale Financial Assets Available-for-sale financial assets are those non-derivative financial assets that are designated as available for sale or are not classified as loans and receivables, held-to-maturity investments or financial assets at fair value through profit or loss. This portfolio includes both equity and debt securities. Subsequent to their initial recognition, available-for-sale financial assets are re-measured at their fair value. As the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond the fair value of the securities is determined with the fair value model which separates the interest rate risk and the credit spread for a particular security. The credit spread gets updated regularly according to the benchmark and frequency agreed for the single name. The Bank assessed fair value of non-quoted equity instruments by using appropriate models. A fair value change on an available-for-sale financial asset is recognized directly in the Statement of Other Comprehensive Income, except for impairment losses and foreign exchange gains and losses, until the financial asset is derecognized, at which time the cumulative gain or loss previously recognized in equity is recognized in Statement of Income. However, interest calculated are accrued daily using the effective interest method and are recognized in Statement of Income. Dividends on an available-for-sale equity instrument are recognized in Statement of Income when the Bank’s right to receive payment is established. In the chapter Use of estimates and judgments it is defined how the Bank impairs them. DERIVATIVE FINANCIAL INSTRUMENTS In the normal course of business, the Bank is a party to contracts for derivative financial instruments, which represent a very low initial investment compared to the notional value of the contract. The derivative financial instruments used include interest rate, currency and commodity forward, swap, and option contracts. These financial instruments are used by the Bank to hedge interest rate risk and currency exposures associated with its transactions in financial markets, to open its positions actively and to sell those instruments to the customers. Derivative financial instruments are recognized at their fair value. Fair values are obtained from quoted market prices, discounted cash flow models and options pricing models as appropriate. Changes in the fair value of derivative financial instruments that do not qualify for hedge accounting are recognized in the “Gains and losses on financial assets and liabilities held for trading” as they arise. All derivatives are carried as assets when the fair value is positive and as liabilities when the fair value is negative. Fair value of currency derivatives is their market price in the front-end system Wall Street, fair value of interest derivatives is market price in the front-end system OPUS. Fair value of equity and commodity derivatives is provided by Bayerische Hypo- und Vereinsbank AG, Munich. HEDGING INSTRUMENTS a) Fair Value Hedge In the year 2012, the Bank had not implemented fair value hedging. b) Cash Flow Hedge Summary of Accounting Policies as a result of a past event and when it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of obligation. Provisions are recognized for the following: • Potential losses relevant to the risks resulting from off-balance­sheet items; • Jubilee awards and severance payments; • Pending or threatened litigation; • Other events, where the possibility of the outflow of the financial assets is very high. STATEMENT OF CASH FLOWS For the purpose of the Statement of Cash Flows, cash is defined as cash in hand and current accounts with banks, including the compulsory minimum reserve with the Bank of Slovenia. Cash equivalents are short-term, highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. The Bank prepares the Statement of Cash Flows using the indirect method. To present cash flows in its operation, the Bank complements the total profit or loss before tax with the effect of the following non-cash positions: depreciation, impairment, gains and losses from exchange differences, gains and losses from financial assets held to maturity, gains and losses from sale of tangible and intangible assets, from financing activities, net unrealized gains in fair value reserves from financial assets available for sale and from hedging of cash flows against risks. In accordance with the Decision on books of account and annual reports of banks and savings banks, the Bank uses the direct method to present cash flows in investing and cash flows in financing, regardless of the fact that it prepares the statement of cash flows using the indirect method. EMPLOYEE BENEFITS The Bank provides its employees with jubilee awards and severance payments. The employees are entitled to claim jubilee awards in circumstances where they have been employed by the Bank for a defined period of time. The employees are entitled to receive severance payments if they are employed by the Bank until their retirement age and were employed by the Bank for a minimum defined period. Benefits are calculated only for full-time employees. Valuations of these obligations are carried out by independent qualified actuaries using projected unit credit method. The actuarial parameter and assumptions included in the calculation of the obligation are: • Discount rate determined by reference to market yields as of the balance sheet date on corporate bonds for the Euro-zone; • Estimated future salary increases; • Mortality rates - Slovenian mortality table 2000-2002; • Fluctuation (termination without payment) depending on the Bank’s past experience in service time; • Retirement age: 65 years notwithstanding the gender in the calculation for 2012 (59 years for women and 61 years for men for 2011); • The Bank’s most recent employee data (the length of employment with the Bank, age, gender, average salary); • Average monthly salary in the Republic of Slovenia. These obligations are measured at present value of future cash outflows. The gains and losses are recognized in the Statement of Income. The Bank additionally provides short-term benefits to its employees such as contributions to retirement pension insurance and recognizes the costs of these contributions as incurred. SHARE-BASED PAYMENT In accordance with IFRS 2, the Group established a medium/long­term share options and performance shares program, granting equity instruments by UniCredit Italiano S.p.A. The program was established in order to encourage affiliation and motivation of selected managers and employees to achieve strategic goals of the Group. Share-based payment transactions are equity-settled. In compliance with the IFRS, the subsidiaries, whose employees have been granted equity instruments by the parent company, must pay the latter for the allocation granted to their employees. Fair value calculation criteria for equity-settled Stock Options: The fair value has been measured by applying the Hull-White model. The model is based on trinominal tree price distribution using the Boyl’s algorithm and estimates the early exercise probability on the basis of a deterministic model connected to reaching a Market Share Value equals to an exercise price-multiple and probability beneficiary’s early exit after the end of the vesting period. Fair value calculation criteria for Stocks: Fair value was determined based on the market price of the share, adjusted for the present value of the dividends, entitled from the grant, to the settlement date. Vesting periods for stocks are one year, vesting periods for stock options are four years. Granted stocks expire within five months after the end of vesting period, whereas stock options expire in six to ten years after the end of vesting period. SHAREHOLDERS’ EQUITY Shareholders’ equity is composed of paid-in share capital, share premium, fair value reserves (fair value reserves from financial assets available-for-sale and fair value reserves from cash flow hedge), reserves from profit, retained earnings and net profit for the year. Only net profit of the year is payable. EARNINGS PER SHARE The Bank presents earnings per share data for its ordinary (par value) shares. Earning per share is calculated by dividing the Bank’s profit or loss by the average number of shares outstanding during the period. The Bank has no preference shares or convertible bonds. Therefore, diluted earnings per share equal to basic earnings per share. FINANCIAL COMMITMENTS AND CONTINGENCIES Off-balance-sheet commitments from guarantees, both financial and service, represent irrevocable obligations that the Bank will make payments in the event a customer cannot fulfil its obligations vis-a­vis third parties. They are measured in accordance with IAS 37 until criteria for recognition in the Statement of Financial Position is met. A documentary letter of credit is an irrevocable undertaking of the issuing bank acting at the request of a customer (buyer) to make payment to the beneficiary (seller) or to pay or accept bills of exchange drawn by the beneficiary against stipulated documents, provided all terms and conditions of the letter of credit are complied with. The documentary letters of credit are collateralized depending on the creditworthiness of the customer and on the same basis as guarantees or loans. The primary purpose of unused credit facilities (loan commitments) is to ensure that funds are available to a customer as required. Commitments to grant loans issued by the Bank represent issued loan commitments and the unused part of approved overdraft loans. The risk associated with off-balance-sheet financial commitments and contingent liabilities is assessed similarly as for loans to customers taking into account the financial position and activities of the entity to which the Bank issued the guarantee and taking into account the collateral obtained. INTEREST INCOME AND EXPENSE Interest income and expense are recognized in the Statement of Income using the effective interest method. FEE AND COMMISSION INCOME AND EXPENSE Fees and commissions are in principle recognized upon completion of the underlying transaction. Fees and commissions charged for longer periods are being accrued. TAXATION Taxes are calculated in accordance with the Corporate Income Tax regulations. Generally, the taxable profit is based on the profit or loss recognized in the Statement of Income prepared pursuant to the IFRS. It is adjusted for tax purposes as follows from the tax regulations. Tax expense (tax income) comprises current tax expense (current tax income) and deferred tax expense (deferred tax income). The current corporate income tax rate is 18 % (20 % for 2011). For deferred taxes 17 %, 16 % or 15 % (20 % for 2011) was used, which is the corporate income tax for 2013, 2014 and 2015. The Bank uses an adequate rate in accordance with probability of when the tax is realized. Deferred taxes are provided for temporary differences arising between the tax bases of assets and liabilities and their carrying amount in Statement of Financial Position. Deferred tax liabilities are the amounts of income taxes payable in future periods in respect of taxable temporary differences. Deferred tax assets are the amounts of income taxes recoverable in future periods in respect of deductible temporary differences, the carry-forward of unused tax losses and the carry-forward of unused tax credits. The Bank is subject to various indirect operating taxes. These are included as a component of administrative expenses. FIDUCIARY ACTIVITIES AND AGENCY SERVICES Assets managed by the Bank in its capacity as a nominee, trustee or agent are not assets of the Bank and are accordingly not part of the Bank’s financial statements. Fee income, which the Bank earns by providing these services, is recognized as Fee from agency services and commission operations in the Bank’s Statement of Income. REGULATORY REQUIREMENTS The Bank is subject to the regulatory requirements of the Bank of Slovenia. These regulations include limits and other restrictions pertaining to minimum capital adequacy requirements, the classification of loans and off-balance-sheet commitments and provisioning to cover credit risk, liquidity, interest rate, and foreign currency position. Notes on fiduciary activities and agency services are also required by the Bank of Slovenia, not by IFRS. As of 31 December 2012, the Bank was in compliance with all regulatory requirements. RELATED PARTIES Related parties are those counterparties that represent: • Enterprises that directly, or indirectly through one or more intermediaries, control, or are controlled by, or are under common control by, the reporting enterprise; • Key management personnel, that is, those persons having the authority and responsibility for planning, directing and controlling the activities of the Bank; • Close members of the families of such individuals, who include that person’s children and spouse or domestic partner, children of that person’s spouse or domestic partner; and dependants of that person or that person’s spouse or domestic partner; • Enterprises in which a substantial interest in the voting power is owned directly or indirectly by any person described above or over which such a person is able to exercise a significant influence. This includes enterprises owned by directors or major shareholders of the Bank and enterprises that have a member of key management in common with the Bank. In considering each possible related-party relationship, attention is directed to the substance of the relationship and not merely the legal form. Notes on the Statement of Financial UniCredit Bank · Translation of 2012 Annual Report 171 Financial Statements Notes on the Financial Statements Note 8: Property, plant and equipment EUR 1,000 Leasehold Computer 2012 Other Work in Total improvements hardware equipment progress Cost Opening Balance 12,575 5,233 6,423 726 24,957 Additions - - - 433 433 Transfer from work in progress - 442 236 (678) - Disposals (357) (405) (176) - (938) Closing Balance 12,218 5,270 6,483 481 24,452 Depreciation Opening Balance 5,519 3,488 3,223 - 12,230 Depreciation for the year 1,008 488 762 - 2,258 Disposals (241) (403) (139) - (783) Closing Balance 6,286 3,573 3,846 - 13,705 Net Book Value Opening Balance 7,056 1,745 3,200 726 12,727 Closing Balance 5,932 1,697 2,637 481 10,747 EUR 1,000 Leasehold Computer 2011 Other Work in Total improvements hardware equipment progress Cost Opening Balance 9,642 4,264 5,671 170 19,747 Additions 2,933 - - 3,007 5,940 Transfer from work in progress - 1,243 1,208 (2,451) - Disposals - (274) (456) - (730) Closing Balance 12,575 5,233 6,423 726 24,957 Depreciation Opening Balance 4,657 3,193 2,902 - 10,752 Depreciation for the year 862 567 662 - 2,091 Disposals - (272) (341) - (613) Closing Balance 5,519 3,488 3,223 - 12,230 Net Book Value Opening Balance 4,985 1,071 2,769 170 8,995 Closing Balance 7,056 1,745 3,200 726 12,727 The Bank has no contractual commitments for the acquisition of property, plant and equipment. The Bank cannot sell the leasehold improvements and has no other contractual commitments related to them. As the Bank does not have any borrowing costs related to property, plant and equipment, it did not capitalize them. 178 Translation of 2012 Annual Report · UniCredit Bank Financial Statements Notes on the Financial Statements Deposits from customers EUR 1,000 31/12/2012 31/12/2011 On Demand 669,800 382,535 Corporates 375,915 211,507 Financial institutions 80,047 10,993 Public sector 72,053 34,379 Private customers 120,777 108,547 Non-residents 21,008 17,109 Short-term Deposits 322,337 391,767 Corporates 20,865 175,299 Financial institutions 1 74,566 Public sector 183,226 51,220 Private customers 111,078 87,019 Non-residents 7,167 3,663 Long-term Deposits 235,652 175,322 Corporates 20,855 21,381 Financial institutions 5,505 5,283 Public sector 3,606 1,719 Private customers 195,929 139,396 Non-residents 9,757 7,543 Total 1,227,789 949,624 Deposits from corporates also include deposits from sole traders. Subordinated liabilities EUR 1,000 31/12/2012 31/12/2011 Subordinated liabilities to banks 30,101 30,180 Total 30,101 30,180 In 2008, the Bank signed a subordinated loan facility agreement for ten years in the amount of 20,000 thousand euros with loan interest rate EURIBOR + 1.1 %. In 2009, the Bank signed an additional subordinated loan facility agreement for 10,000 thousand euros with loan interest rate EURIBOR + 3 %. Both facility amounts were signed with UniCredit Bank Austria AG, Vienna and are fully drawn. Other financial liabilities EUR 1,000 31/12/2012 31/12/2011 Assets for cross-border payment transfers 4,614 7,393 Liabilities for fees 266 285 Liabilities arising from settlement of transactions 1,796 1,559 Liabilities to suppliers 1,026 2,168 Accrued expenses 3,405 3,910 Other financial liabilities 3,405 2,340 Total 14,512 17,655 182 Translation of 2012 Annual Report · UniCredit Bank Note 36: Administrative costs EUR 1,000 2012 2011 Staff costs 23,928 22,756 Other administrative costs 12,908 13,591 Total 36,836 36,347 Staff costs EUR 1,000 2012 2011 Gross salaries 17,087 16,563 Contributions for social security 1,326 1,262 Contributions for pension insurance 1,620 1,538 Other contributions levied on gross salaries 157 77 Allowance for transport to work and for meals 1,333 1,267 Variable salaries 955 965 Other staff costs 1,450 1,084 Total 23,928 22,756 In 2012, the decrease of expenses for unused holidays in the amount of 30 thousand euros (in 2011: the increase of expenses in the amount of 110 thousand euros) was included in other staff costs. On 31 December 2012, the accrued expenses for equity settled share based payment in accordance with IFRS 2 (recognized in the Statement of Financial Position) amounted to 6 thousand euros (117 thousand euros on 31 December 2011). The decrease of expense for equity settled share based payment amounts to 82 thousand euros (expense in the amount of 26 thousand euros in 2011). Shares and share options 2012 Number of shares / share options Average exercised price 2011 Number of shares / share options Average exercised price Opening Balance Shares 35,315 1.87 18,789 3.42 Share options 132,733 0.74 92,245 0.94 Granted in the Year Shares - - 30,857 1.71 Share options - - 60,889 0.61 Forfeited in the Year Shares 34,803 0.78 14,331 3.56 Stock options 105,192 0.38 - - Exercised in the Year Share options 21,144 1.33 20,400 1.27 Expired in the Year - - - - Closing Balance Shares 512 7.38 35,315 1.87 Share options 6,397 0.40 132,733 0.74 Exercisable at 31 December - - - - UniCredit Bank · Translation of 2012 Annual Report 189 Financial Statements Notes on the Financial Statements Note 45: Agency services EUR 1,000 31/12/2012 31/12/2011 Claims of Settlement and Transaction Accounts for Client Assets 5,511,323 1,194,837 From financial instruments 5,511,238 1,194,791 To the Central Securities Clearing Corporation or to bank’s clearing account for sold financial instruments 85 46 Clients’ Cash 7,370 4,761 On settlement account for clients’ funds 6,763 3,955 On banks’ transaction accounts 607 806 Assets Total 5,518,693 1,199,598 Liabilities of Settlement Account or Transaction Accounts for Clients’ Funds 5,518,693 1,199,598 To clients from cash and financial instruments 5,517,264 1,199,019 To the Central Securities Clearing Corporation or to Bank’s clearing account for purchased financial instruments 1,428 577 To the bank or the bank’s settlement account for commissions, expenses, etc. 1 2 Liabilities Total 5,518,693 1,199,598 Off-balance-sheet Items 5,511,238 1,194,791 Clients’ Financial Instruments, Itemised by Services 5,511,238 1,194,791 Reception, intermediary, and execution of orders 1,429 579 Managing financial instruments 7,755 7,329 Custodian services 5,502,054 1,186,883 Income and expenses from fees related to investment services and businesses EUR 1,000 2012 2011 Income from Fees and Commission Related to Investment and Subsidiary Investment Services and Businesses for Clients 5,071 6,438 Reception, intermediary, and execution of orders 270 589 Management of financial instruments 131 183 Initial public offering and subsequent sales without obligation to buy 93 974 Custodian and related services 4,577 4,692 Expenses from Fees and Commission Related to Investment and Auxiliary Investments Services and Businesses for Clients 934 1,552 Fees related to the Central Securities Clearing Corporation and to similar organizations 216 725 Fees related to the stock exchange and similar organizations 718 827 194 Translation of 2012 Annual Report · UniCredit Bank Note 46: Related parties The Bank is a subsidiary of UniCredit Bank Austria AG Vienna, incorporated in Austria, which owns 99.99 % of the Bank’s shares. The remaining shares are owned by the Slovenian legal entities and private individuals. The ultimate parent of the Group is UniCredit S.p.A., Italy. The Bank enters into a number of banking transactions with other members of the UniCredit group, which includes granted and received loans and deposits, buying and selling foreign currency as well as derivatives. The volumes of related-party transactions and related income and expenses are stated as follows: Statement of Financial Position EUR 1,000 31/12/2012 31/12/2011 Loans 96,157 89,272 Management Board 337 139 Key management personnel 201 167 Close members of the family of key management personnel - 2 Parent company 73,078 62,848 Other companies within the UniCredit group 22,541 26,116 Derivatives 14,804 11,232 Other companies within the UniCredit group 14,804 11,232 Other Assets - 8 Parent company - 7 Other companies within the UniCredit group - 1 Total Assets 110,961 100,512 Financial Liabilities Measured at Amortised Cost 867,692 1,481,369 Management Board 128 579 Key management personnel 140 13 Close members of the family of key management personnel 138 17 Parent company 861,574 1,476,867 Other companies within the UniCredit group 5,713 3,893 Derivatives 108,722 121,022 Other companies within the UniCredit group 108,722 121,022 Other Liabilities 1,585 2,654 Parent company 506 621 Other companies within the UniCredit group 1,080 2,033 Total Liabilities 978,000 1,605,045 Loans to banks within the Group include demand deposits, time deposits and loans to banks. They are unsecured and carry partially variable and partially fixed interest rates. UniCredit Bank · Translation of 2012 Annual Report 195 Financial Statements Notes on the Financial Statements Statement of Income EUR 1,000 2012 2011 Interest Income 1,828 4,429 Management Board 5 3 Key management personnel 3 4 Parent company 115 372 Other companies within the UniCredit group 1,706 4,050 Interest Expense 27,221 40,238 Management Board 8 15 Close members of the family of key management personnel 2 1 Parent company 18,848 28,701 Other companies within the UniCredit group 8,363 11,521 Fee and Commission Income 1,684 1,731 Parent company 877 732 Other companies within the UniCredit group 808 999 Fee and Commission Expenses 727 1,699 Parent company 707 844 Other companies within the UniCredit group 19 855 Gains and Losses on Financial Assets and Liabilities Held for Trading 14,659 31,115 Parent company (5) - Other companies within the UniCredit group 14,664 31,115 Other Operating Income 1,321 514 Parent company 1,163 475 Other companies within the UniCredit group 158 39 Administrative Costs 2,544 2,283 Parent company - 17 Other companies within the UniCredit group 2,544 2,266 Accrued Costs for Unused Holidays (3) 1 Management Board (3) (2) Key management personnel - 3 Provisions for Severance and Jubilee Salaries (25) 10 Management Board (11) 5 Key management personnel (14) 5 196 Translation of 2012 Annual Report · UniCredit Bank Risk Report Overall Risk Management In line with the UniCredit group perspective, UniCredit Banka Slovenija d.d. identifies, measures, monitors, and/or manages the following categories of risk: • Credit risk; • Market risk (foreign exchange, interest rate, equity trading and commodity risk); • Liquidity risk; • Operational risk; • Business risk; • Reputational risk; • Strategic risk; • Capital risk; • Real estate risk; • Risks arising from the Bank’s shareholdings and equity interests. The Bank manages its risks as well as its capital in a coordinated manner at all relevant levels within its organization. Furthermore, the risk management framework is part of the UniCredit group’s CEE risk management practice and of course supports the UniCredit group’s efforts to establish uniform Group-wide risk management and control procedures. All risk management activities of UniCredit Banka Slovenija d.d. are conducted by the Risk Management division, which is independent from the business units and reports directly to the Chief Risk Officer, who is member of the Management Board. There are three types of committees on the high level, which are central to the risk function: the Assets and Liabilities Committee (ALCO), the Credit Committee and the Operational Risk Committee. ASSET AND LIABILITY COMMITTEE (ALCO) The ALCO, as the overall risk management committee for UniCredit Banka Slovenija d.d., determines the risk management principles in the overall bank risk policy and validates on a regular basis the Bank’s risk map. It approves the establishment of limits for all relevant risks and the risk control procedures. ALCO is responsible for the management of the balance-sheet structural positions, controls liquidity and interest rate risk, is informed about loan portfolio and deals with cross-divisional risk management issues arising between sales units and the overall bank management. The ALCO also deals with all issues relating to overall bank risk and capital management. It has an overview of capital adequacy, development of regulatory capital and ratios, economic capital, capital allocation and available financial resources. CREDIT COMMITTE For the approval of customer credit exposures, the Bank uses a credit committee. The approval authority is defined by the (potential) exposure amount of the client or the group of clients and its / their rating. In line with the legislation, the Supervisory Board confirms the decisions, when large exposures occur. In credit committees, representatives of the Risk Management and Sales divisions are present as well as the CEO. Credit committee sessions are held usually weekly. Based on the client ratings, the Bank distinguishes between regular and restructuring committee. Procedures are prescribed and written down in guidelines and working instructions. Lower exposures and exposures toward private individual clients are organized in the Bank via individual approval rights delegated by the Credit Committee of the Bank. OPERATIONAL RISK COMMITTEE (OPRISK COMMITTEE) The OpRisk Committee is responsible for effective oversight over operational risk exposure. The OpRisk Committee shall have an overall understanding of the operational risk control framework and of how operational risk affects the company. The OpRisk Committee is also responsible for verifying that the operational risk measurement and control system is closely integrated in the day-to-day risk management process of the Bank. The OpRisk Committee meets at least four times per year. RISK TAKING In the state-of-the-art banking business set-up, client business has to be treated free of interest rate, foreign exchange, and liquidity risk. As a consequence, it is necessary to determine a clear pricing basis for customer loans and deposits, in order to enable a clear separation of client business benefit from the internal funds management function of the Bank. The market and liquidity risks are transferred via a market-based fund transfer pricing system to the risk taking units. Within the Bank, the Asset and Liabilities Management unit has the responsibility to manage market and liquidity risk and it reports directly to the CFO. The ALM unit is accountable for optimizing the Bank’s overall maturity structure and the return on it. PORTFOLIO ANALYSIS As of the end of December 2012, the Bank’s on-balance outstanding portfolio toward non-banking claims decreased by 52 million euros or by 2 % in comparison to the end of year 2011. In the non-banking sector, major growth of volumes was recorded in the energy sector, which grew by 70 million euros or by 101 %. The Bank faced major decrease in the food and beverages sector, which decreased by 35 % in comparison to the end of year 2012. The total Bank’s on-balance outstanding credit portfolio including banking and non-banking claims decreased by 40 million euros or by 1.5 % compared to the end of the previous year. Portfolio segmentation as of 31 December 2012 Forestry Travel 1 % 1 % 9 % Portfolio segmentation as of 31 December 2011 33 % Media, Paper 1 % Banks Real Estate 2 % 4 % Shipping 0 % Agriculture, Forestry 2 % Transport, Tourism Travel 1 % 2 % Textiles 6 % 0 % UniCredit Bank · Translation of 2012 Annual Report 201 Risk Report IMPAIRMENT AND PROVISIONING POLICIES The Bank has a defined procedure and internal policy for portfolio monitoring and impairments. Internal policy on impairments is in line with the Bank of Slovenia decree. Impairments of on-balance-sheet assets and off-balance-sheet assets are conducted according to the IFRS standards. The Bank uses two approaches and methodologies for impairments – individual and portfolio approach. Corporate exposures lower than 100,000 euros are considered individually not significant and the amount of provisions can be assessed on portfolio basis. Exposures of private individuals lower than 300,000 euros are considered individually not significant and the amount of provisions can be assessed on portfolio basis. Impairment allowances on financial assets relating to customers that are individually significant, or to customers whose repayments significantly defer, are evaluated individually based upon best estimate of the present value of the cash flow that is expected to be received. In estimating these cash flows, the Bank makes judgments about the counterparty’s financial situation, past repayment discipline and repayment pattern. The Bank assessses the credit quality of the clients on a monthly basis and on that basis creates impairments; the procedure is covered by guidelines and is supported by IT solutions. For other clients, the Bank sets impairments using individual approach (on a client or transaction level) by taking into consideration the following: • In estimating these cash flows, the Bank makes judgments about the counterparty’s financial situation, past repayment discipline and repayment pattern; • Bankruptcy or any other legal proceedings that can result in loss for the Bank; • Information that might have impact on received repayments to the Bank. The impairment of a financial asset is the difference between the carrying amount and the recoverable amount. The recoverable amount is defined as the present value (discounted value) of estimated future cash flows with the application of the original effective interest rate. The effective interest rate is the interest rate that exactly discounts estimated future cash payments or receipts trough the expected lifetime of the financial asset, or when appropriate, a shorter period to the net carrying amount of the financial asset. The projected cash flows from the exercise of collateral (best-quality collateral, adequate collateral and real estate and movable property collateral) are taken into consideration in the calculation of the impairment of a financial asset or provision for contingency and commitment including off-balance sheet items. In 2012, UniCredit Banka Slovenija d.d. implemented the Application and Behavioral scoring in Retail segment, resulting in 26 rating classes with assigned adequate probabilities of default. Specific loan loss provisions for private individuals segment are monthly calculated on the portfolio basis. Parameters relevant for expected loss calculation are based on portfolio quality and are in line with standards. The Bank uses a collective assessment based on risk classes for customers who are not individually significant, or for customers, who are individually significant, but with no signs for individual impairment. Impairment allowances cover credit losses inherent in portfolios of loans and advances. When assessing the need for collective loss allowances, the Management considers factors such as credit quality, portfolio size and economic factors including analysis of past repayment discipline in those classes. Impairments for “Incurred but not reported” events are calculated on a monthly basis, based on portfolio quality and so-called loss detection period. IBNR (Incurred but not reported) are generic impairments. The Bank regularly monitors the portfolio development and the coverage ratio, which is regularly reported to the senior management and to the Management Board. The Bank also performs monitoring on a single client level, for those clients whose payments are overdue. To identify which department is dealing with a specific client, the Bank has adopted three statuses, namely: • The “Watch Loan” status means that the client is still performing, but may be endangered according to different warning signals criteria. In such cases, specific action plans are required by the Credit Underwriting unit and set up and executed by the business units. • The “Restructuring” status: In such a case, the Bank attempts to restructure the exposure towards the client with the aim to bring the client back to the normal performing status, whereby any potential losses are to be minimized. This activity is led by the Restructuring and Workout unit and assisted by the business units. • The “Work-out” status: This status means that the contract with the client is cancelled and the Restructuring and Workout unit is responsible for recovery via legal execution possibilities. Financial Statements Risk Report For the purposes of credit risk management, UniCredit Banka Slovenija d.d. has been using a counterparty credit risk model based on the simulation approach. The exposure of any individual counterparty is evaluated by running a path simulation of its portfolio based on the individual products contained therein. The future present value of the whole portfolio is calculated based on market volatility, correlations between specific risk factors, future cash flows and stress considerations. The simulation calculations are performed for all major types of transactions, e. g. forward foreign exchange transactions, currency options, interest rate instruments, equity / bond-related instruments, credit derivatives and commodity derivatives. The Bank applies a confidence interval of 97.5 %. Counterparty risk exposures for financial derivatives of UniCredit Banka Slovenija d.d. by rating class EUR 1,000 Rating class Counterparty risk exposure 31/12/2012 31/12/2011 1 8,569 118,891 2 36,803 6,667 3 7,166 755 4 19,239 30,946 5 262 368 6 8,021 20,183 7 8,044 5,929 8 6,910 16,182 Non-performing 4,283 8,805 Total 99,297 208,725 In 2012, the counterparty credit risk exposure decreased by 52 % compared to 2011; major part of the decrease can be contributed to the terminated and matured financial derivatives. Market Risk UniCredit Banka Slovenija d.d. takes on exposures to market risk, which is the risk that fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risks arise from open positions in interest rate, currency, credit spread, commodity and equity products. All of these are exposed to general and specific market movements and changes in the level of volatility of market rates or prices such as interest rates, credit spreads, foreign exchange rates, commodity and equity prices. 206 Translation of 2012 Annual Report · UniCredit Bank The table below shows the exposure to market risks EUR 1,000 Content 31/12/2012 31/12/2011 Assets Cash and cash balances with central banks 27,760 62,796 Financial assets held for trading 44,428 67,988 Available-for-sale financial assets 314,093 295,158 Derivatives - hedge accounting 14,144 6,866 Loans and receivables 2,364,631 2,451,094 Held-to-maturity financial assets 12,930 19,968 Investments in subsidiaries, associates and joint ventures 253 17,317 Total 2,785,384 2,932,909 Liabilities Deposits from central banks 251,823 - Financial liabilities held for trading 43,593 66,813 Derivatives - hedge accounting 66,027 60,587 Financial liabilities measured at amortised cost 2,196,155 2,566,457 Provisions 2,443 1,553 Total 2,563,744 2,704,748 MARKET RISK MANAGEMENT TECHNIQUES Market risk management includes all activities related to the Bank’s treasury operations and management of the balance sheet structure. Risk positions are aggregated at least daily, analyzed by the independent market risk management unit and compared with the risk limits set by the ALCO committee. Cash flow hedge is used by the Bank for managing interest rate risk in accordance with IFRS. At UniCredit Banka Slovenija d.d., market risk management includes ongoing reporting on the risk position, definition of risk limits and limit utilization as well as the daily presentation of results of treasury operations. The ALCO sets the risk limits for the Bank’s market risk activities at least once a year in close cooperation with the respective units at UniCredit Bank Austria AG, Vienna. The entire set of rules for treasury operations and market risk management is laid down in the Financial Markets Rulebook and is divided into three parts (General Part, Specific Part and Unit Parts). To sum up, two sets of limits are defined: • Global Market Risk limits: these are intended to establish a boundary to the economic capital absorption and to the economic loss accepted for activities under trading activities regime. These limits have to be consistent with the assigned budget of revenues and the defined risk taking capacity. Global Market Risk limits are the following: – Loss Warning Level, which is defined as the 60 days rolling period accumulated economic Profit & Loss of a risk taker; – Combined Stress Test Warning Level, which represents a potential loss in value of a portfolio calculated on the basis of a distressed scenario; – Value at Risk (VaR), which represents the potential loss in value of a portfolio over a defined period for a given confidence interval; • Granular Market Risk limits: those exist independently of, but act in concert with the Global Market Risk limits; in order to control more effectively and more specifically different risk types, these limits are generally granular sensitivity or stress-related limits. Sensitivities limits represent the change in the market value of a financial instrument due to moves of the relevant market risk factors. Only authorized risk-takers are permitted to enter into risk positions. Limits and warning levels are monitored by the local Market Risk function. Breaches are reported, upon occurrence, to the relevant bodies. Consequently, the escalation process is activated in line with the procedures set in the Policy, to establish the most appropriate course of action to restore exposure within the approved limits. Limit breaches are reported both to the local ALCO. UniCredit Banka Slovenija d.d. uses the standardized approach for calculating capital requirements related to trading positions and thus for regulatory reporting of capital requirement for market risk. However, VaR is used for the internal management of market risk. VaR represents the estimated loss that will arise on a specific portfolio over a specified period of time (holding period) from an adverse market movement UniCredit Bank · Translation of 2012 Annual Report 207 Balance sheet positions in different currencies as of 31 December 2012 EUR 1,000 Content EUR CHF USD Other Total Cash and cash balances with the Central Bank 26,100 676 365 619 27,760 Financial assets held for trading 44,225 32 171 - 44,428 Available-for-sale financial assets 314,093 - - - 314,093 Derivatives - hedge accounting 14,190 -46 - - 14,144 Loans and receivables 1,984,010 365,404 12,750 2,467 2,364,631 To banks 58,447 12,295 12,727 2,467 85,936 To customers 1,917,682 351,635 - - 2,269,317 Other financial assets 7,880 1,474 24 - 9,378 Held-to-maturity financial assets 12,930 - - - 12,930 Property, plant and equipment 10,747 - - - 10,747 Intangible assets 19,236 - - - 19,236 Investments in subsidiaries, associates and joint ventures 253 - - - 253 Tax assets 6,974 - - - 6,974 Current tax assets 1,381 - - - 1,381 Deferred tax assets 5,593 - - - 5,593 Other assets 163 - 8 - 171 TOTAL ASSETS 2,432,920 366,066 13,294 3,087 2,815,367 Deposits from central banks 251,823 - - - 251,823 Financial liabilities held for trading 43,225 230 139 - 43,593 Derivatives - hedge accounting 65,848 179 - - 66,027 Financial liabilities measured at amortized cost 2,001,599 168,482 21,912 4,161 2,196,155 Deposits from banks 547,899 29,013 16 5 576,933 Deposits from customers 1,195,944 6,139 21,571 4,136 1,227,789 Loans from banks 213,947 132,873 - - 346,820 Subordinated liabilities 30,101 - - - 30,101 Other financial liabilities 13,708 458 326 20 14,512 Provisions 2,443 - - - 2,443 Tax liabilities - - - - - Current tax liabilities - - - - - Deferred tax liabilities - - - - - Other liabilities 3,699 1 2 1 3,703 TOTAL LIABILITIES 2,368,637 168,892 22,053 4,162 2,563,744 Share capital 20,384 - - - 20,384 Share premium 107,760 - - - 107,760 Fair value reserves -18,733 (4) - - (18,737) Retained earnings 141,679 - - - 141,679 Net profit for the year 537 - - - 537 TOTAL EQUITY 251,627 (4) - - 251,623 TOTAL LIABILITIES AND EQUITY 2,620,264 168,887 22,053 4,162 2,815,367 UniCredit Bank · Translation of 2012 Annual Report 211 Financial Statements Risk Report Balance sheet positions in different currencies as of 31 December 2011 EUR 1,000 Content EUR CHF USD Other Total Cash and cash balances with the Central Bank 61,566 399 326 505 62,796 Financial assets held for trading 67,501 77 411 - 67,988 Available-for-sale financial assets 295,158 - - - 295,158 Derivatives - hedge accounting 6,866 - - - 6,866 Loans and receivables 1,999,641 429,145 20,993 1,314 2,451,094 To banks 36,552 31,367 20,850 1,314 90,083 To customers 1,958,883 397,243 113 - 2,356,239 Other financial assets 4,207 535 30 - 4,772 Held-to-maturity financial assets 19,968 - - - 19,968 Property, plant and equipment 12,727 - - - 12,727 Intangible assets 17,317 - - - 17,317 Investments in subsidiaries, associates and joint ventures - - - - - Tax assets 11,609 - - - 11,609 Current tax assets 73 - - - 73 Deferred tax assets 11,536 - - - 11,536 Other assets 103 - 10 - 113 TOTAL ASSETS 2,492,456 429,621 21,740 1,819 2,945,636 Deposits from central banks - - - - - Financial liabilities held for trading 66,006 445 361 - 66,813 Derivatives - hedge accounting 60,437 150 - - 60,587 Financial liabilities measured at amortized cost 2,344,801 200,238 19,867 1,551 2,566,457 Deposits from banks 1,117,830 59,287 796 161 1,178,074 Deposits from customers 922,203 8,415 17,646 1,360 949,624 Loans from banks 258,904 132,020 - - 390,924 Subordinated liabilities 30,180 - - - 30,180 Other financial liabilities 15,685 516 1,424 30 17,655 Provisions 1,553 - - - 1,553 Tax liabilities 5,073 - - - 5,073 Current tax liabilities 855 - - - 855 Deferred tax liabilities 4,218 - - - 4,218 Other liabilities 4,261 1 2 2 4,265 TOTAL LIABILITIES 2,482,132 200,834 20,230 1,553 2,704,748 Share capital 20,384 - - - 20,384 Share premium 107,760 - - - 107,760 Fair value reserves (28,399) - - - (28,399) Retained earnings 133,773 - - - 133,773 Net profit for the year 7,370 - - - 7,370 TOTAL EQUITY 240,888 - - - 240,888 TOTAL LIABILITIES AND EQUITY 2,723,020 200,834 20,230 1,553 2,945,636 212 Translation of 2012 Annual Report · UniCredit Bank FINANCIAL DERIVATIVES Following international recommendations, the Bank classifies its derivatives transactions into interest rate contracts, foreign exchange contracts, securities related transactions and credit and other derivatives based on the underlying financial instrument. In all the categories, a distinction is made between over-the-counter (OTC) and exchange traded products. Most of the derivatives portfolio is composed of the OTC derivatives only a minor part represent bond futures as an exchange traded product. During the year, the Bank actively used this instrument for interest rate position management purposes. This is evident from the tables below showing a breakdown of all derivatives transactions by the remaining time to maturity. UniCredit Banka Slovenija d.d. is a business partner in plain-vanilla and structured transactions for corporate customers and promptly closes risk positions which could lead to an excess of the available market risk limits. UniCredit Banka Slovenija d.d. also uses derivatives to optimize its balance sheet structure. For portfolio management and risk management purposes, contracts are valued at current prices using recognized and tested models. Market values show the contract values as of the balance sheet date where positive market values of OTC contracts indicate the current default risk arising from the relevant activity. Notional volume of derivative transactions as of 31 December 2012 EUR 1,000 Derivative instrument types / Underlying Notional Trading book Bank book Positive market value Trading book Bank book Negative market value Trading book Bank book 1. Debt securities and interest rate indexes 1,001,312 1,617,247 19,326 13,956 18,537 28,751 a) Options 318,135 - 311 - 311 - b) Swaps 683,177 1,617,247 19,016 13,956 18,227 28,751 c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 2. Equity instruments and stock indexes 746 - 18 - 18 a) Options 746 - 18 - 18 - b) Swaps -- -- -- c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 3. Gold and currencies 384,679 212,256 24,777 188 24,896 37,276 a) Options 185,789 - 11,876 - 11,876 - b) Swaps 146,582 212,256 12,012 188 12,208 37,276 c) Forwards 52,308 - 889 - 812 - d) Futures -- -- -- e) Others -- -- -- 4. Commodities 3,391 - 171 - 139 5. Other underlyings -- -- - Total 1,390,128 1,829,503 44,292 14,144 43,590 66,027 UniCredit Bank · Translation of 2012 Annual Report 213 Financial Statements Risk Report Notional volume of derivative transactions as of 31 December 2011 EUR 1,000 Derivative instrument types / Underlying Notional Trading book Bank book Positive market value Trading book Bank book Negative market value Trading book Bank book 1. Debt securities and interest rate indexes 1,208,337 1,734,169 20,263 6,770 19,541 22,629 a) Options 444,713 - 1,200 - 1,200 - b) Swaps 763,624 1,734,169 19,063 6,770 18,341 22,629 c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 2. Equity instruments and stock indexes 738 - 14 - 14 - a) Options 738 - 14 - 14 - b) Swaps -- -- -- c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 3. Gold and currencies 726,780 219,221 46,475 96 46,155 37,957 a) Options 307,145 - 17,292 - 17,292 - b) Swaps 290,102 219,221 25,511 96 25,511 37,957 c) Forwards 129,533 - 3,672 - 3,352 - d) Futures -- -- -- e) Others -- -- -- 4. Commodities 12,532 - 411 - 361 - 5. Other underlyings -- -- -- Total 1,948,387 1,953,390 67,163 6,866 66,072 60,587 Liquidity Risk Liquidity risk is the risk that the Bank is unable to meet on time its payment obligations associated with its financial liabilities when they fall due or to replace funds when they are withdrawn. The consequence may be the failure to meet obligations to repay depositors and fulfill commitments to lend. This type of risk is inherent in the banking operations and can be triggered by institution-specific events like a rating downgrade or market-wide events such as system outage or capital and money market disruptions. UniCredit Banka Slovenija d.d. considers liquidity risk as a central risk in banking business and manages it in a comprehensive and structured manner. Procedures, responsibilities and reporting lines in this area have been laid down in the liquidity policy and include a contingency plan in the event of a liquidity crisis. The two main components of the Bank’s liquidity risk management are short-term liquidity and structural liquidity management. Both include scenario analysis and stress testing aspects in addition to regular position monitoring and management activities. SHORT-TERM LIQUIDITY Under the short-term component of liquidity risk management, the Bank understands aspects of intraday liquidity and day-to-day funding needs of the Bank. The first focuses on ensuring access to sufficient intraday liquidity to meet any obligations the Bank may have to clearing and settlement systems and includes monitoring of major currency payment flows and payment system collateral in real time. 214 Translation of 2012 Annual Report · UniCredit Bank The day-to-day funding is managed by active participation in the interbank market in line with the arising funding needs and developments identified in the monthly funding plan. Daily monitoring of short-term liquidity gaps ensures that on any day and over any future time period there is a limited amount of refinancing required. For the purpose of short-term liquidity management, volume limits are in place and monitored on a daily basis at UniCredit Banka Slovenija d.d. for maturities of up to three months, which limit all Treasury transactions and the securities portfolio of the Bank. Volume limits are also established for open maturities in various currencies to keep down the risk of a need for follow-up funding in the event that foreign currency markets dry up. STRUCTURAL LIQUIDITY Structural liquidity management is a complement to the interbank market focused short-term liquidity framework and focuses on medium-term as well as long-term liquidity management. It covers an extended time horizon from overnight maturities up to the final maturities of the Bank’s long-term assets and liabilities and takes account of maturity, currency and concentration aspects. Excessive structural mismatches are avoided by currency level monitoring which also confines the Bank’s sensitivity to swap market disruptions. STRESS TESTING To ensure business continuity during periods of severely adverse developments, the Bank runs liquidity stress tests for a combined scenario. This scenario is defined as combining a general negative development in the market environment (market crisis) and a name-driven crisis specific for UniCredit Bank Slovenija d.d.. The defined time frame for the stress test is one month. Furthermore, the result of the combined scenario is also an important metrics when defining the Bank’s risk appetite. The stress testing results are regularly presented and discussed on ALCO. By securing an appropriate level of funding resources the Bank ensures that its potential refinancing capacities at all times exceed the funding needs projected within defined scenario. FUNDING PLAN The Funding Plan is prepared on a yearly basis in order to maintain a good balance between assets and liabilities. It is based on the analysis of assets and liabilities and their effects on the short-term and structural liquidity position of the bank. As such, the Funding Plan plays a fundamental role in the overall liquidity management. The timely execution of the Funding Plan is being monitored on a continuous basis as part of the monitoring process of development of asset and liabilities. CONTINGENCY LIQUIDITY POLICY Liquidity crisis is a high impact, low probability event. If the liquidity crisis was to occur, it is essential for the Bank to act on time to minimize potentially disruptive consequences of the crisis. Contingency liquidity policy has an objective of ensuring the availability of effective organizational model in order to manage the negative effects of liquidity crisis situation. It governs the management of potential liquidity shocks to the Bank whenever they may arise. A fundamental part of the Contingency Liquidity Policy is the Contingency Funding Plan. Such plan consists of a set of potential but specific management actions together with a description of liquidity instruments at disposal in a crisis situation. Each instrument is to be presented together with its size and potential timing of execution, in order to improve the Bank’s liquidity position during crisis period. YEAR-END ASSESSMENT OF LIQUIDITY Despite difficult situation on global and local markets, the Bank has maintained a strong liquidity profile throughout 2012. The main source of funding besides the primary funding sources remains the liquidity centre at UniCredit Bank Austria AG, Vienna where the Bank refinances at the market liquidity. The Bank manages the maturity mismatches by maintaining an adequate liquidity reserve in the form of ECB eligible loans and securities. UniCredit Bank · Translation of 2012 Annual Report 215 Financial Statements Risk Report Balance sheet, due to maturity on 31 December 2012 EUR 1,000 Content Total On demand Up to 1 month 1 - 3 months 3 - 12 months 1 - 5 years Over 5 years Cash and cash balances with central banks 27,760 27,760 - - - - - Financial assets held for trading 44,428 - 994 1,248 5,113 35,347 1,726 Available-for-sale financial assets 314,093 - 8,797 24,524 9,726 161,375 109,671 Derivatives - hedge accounting 14,144 - 723 2 1,654 4,118 7,647 Loans and receivables 2,364,631 74,934 145,438 83,877 494,606 812,991 752,785 To banks 85,936 74,934 4,901 493 1,360 4,248 - To customers 2,269,317 - 131,200 83,384 493,236 808,712 752,785 Other financial assets 9,378 - 9,337 - 10 31 - Held-to-maturity financial assets 12,930 - - 428 - 5,909 6,593 Property, plant and equipment 10,747 - - - - - 10,747 Intangible assets 19,236 - - - - - 19,236 Investments in subsidiaries, associates and joint ventures 253 - - - - - 253 Tax assets 6,974 - - - 1,381 5,593 - Current tax assets 1,381 - - - 1,381 - - Deferred tax assets 5,593 - - - - 5,593 - Other assets 171 - 80 18 44 2 27 Total assets (1) 2,815,367 102,694 156,032 110,097 512,524 1,025,335 908,685 Deposits from central banks 251,823 - - - - 251,823 - Financial liabilities held for trading 43,593 - 841 1,182 5,147 34,704 1,719 Derivatives - hedge accounting 66,027 - - 37 5,189 30,862 29,939 Financial liabilities measured at amortized cost 2,196,155 671,525 130,460 286,131 416,074 507,796 184,169 Time deposits to banks 576,933 1,782 60,744 32,887 220,439 128,224 132,857 Time deposits to customers 1,227,789 669,743 58,097 252,238 185,160 60,389 2,162 Loans from banks 346,820 - 27 284 8,176 319,183 19,150 Subordinated liabilities 30,101 - 101 - - - 30,000 Other financial liabilities 14,512 - 11,491 722 2,299 - - Provisions 2,443 - 356 10 442 1,577 58 Tax liabilities - - - - - - - Current tax liabilities - - - - - - - Deferred tax liabilities - - - - - - - Other liabilities 3,703 - 53 85 1,447 1,412 706 Share capital 20,384 - - - - - 20,384 Share premium 107,760 - - - - - 107,760 Fair value reserves (18,737) - - - - - (18,737) Retained earnings 141,679 - - - - - 141,679 Net profit for the year 537 - - - - - 537 Total liabilities and equity (2) 2,815,367 671,525 131,710 287,445 428,299 828,174 468,214 Inconsistency (1)-(2) - (568,831) 24,322 (177,348) 84,225 197,161 440,471 216 Translation of 2012 Annual Report · UniCredit Bank Balance sheet, due to maturity on 31 December 2011 EUR 1,000 Content Total On demand Up to 1 month 1 - 3 months 3 - 12 months 1 - 5 years Over 5 years Cash and cash balances with central banks 62,796 27,796 35,000 - - - - Financial assets held for trading 67,988 - 4,511 1,286 5,757 46,586 9,848 Available-for-sale financial assets 295,158 - 498 4,543 1,574 170,222 118,321 Derivatives - hedge accounting 6,866 - 552 913 103 2,963 2,335 Loans and receivables 2,451,094 69,376 145,199 112,659 475,792 870,223 777,845 To banks 90,083 69,376 735 890 9,574 9,508 - To customers 2,356,239 - 139,769 111,766 466,211 860,648 777,845 Other financial assets 4,772 - 4,695 3 7 67 - Held-to-maturity financial assets 19,968 - - 4 19,964 - - Property, plant and equipment 12,727 - - - - - 12,727 Intangible assets 17,317 - - - - - 17,317 Investments in subsidiaries, associates and joint ventures - - - - - - - Tax assets 11,609 - - - 73 11,536 - Current tax assets 73 - - - 73 - - Deferred tax assets 11,536 - - - - 11,536 - Other assets 113 - 55 11 10 3 34 Total assets (1) 2,945,636 97,172 185,815 119,416 503,273 1,101,533 938,427 Deposits from central banks - - - - - - - Financial liabilities held for trading 66,813 - 4,094 1,279 5,729 45,916 9,795 Derivatives - hedge accounting 60,587 - 423 432 4,344 26,549 28,839 Financial liabilities measured at amortized cost 2,566,457 413,637 477,143 556,470 335,405 689,192 94,610 Time deposits to banks 1,178,074 23,708 165,093 444,676 216,519 273,792 54,286 Time deposits to customers 949,624 382,536 264,216 108,910 113,567 79,589 806 Loans from banks 390,924 - 40,884 614 4,097 335,811 9,518 Subordinated liabilities 30,180 - 180 - - - 30,000 Other financial liabilities 17,655 7,393 6,770 2,270 1,222 - - Provisions 1,553 - 119 4 102 394 934 Tax liabilities 5,073 - - - 855 4,218 - Current tax liabilities 855 - - - 855 - - Deferred tax liabilities 4,218 - - - - 4,218 - Other liabilities 4,265 - 1,754 88 525 1,822 76 Share capital 20,384 - - - - - 20,384 Share premium 107,760 - - - - - 107,760 Fair value reserves (28,399) - - - - - (28,399) Retained earnings 133,773 - - - - - 133,773 Net profit for the year 7,370 - - - - - 7,370 Total liabilities and equity (2) 2,945,636 413,637 483,533 558,273 346,960 768,091 375,142 Inconsistency (1)-(2) - -316,465 -297,718 -438,857 156,313 333,442 563,285 UniCredit Bank · Translation of 2012 Annual Report 217 Risk Report Operational Risk OPERATIONAL RISK FRAMEWORK Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with a bank’s processes, personnel, technology and infrastructure, and from external factors other than credit, market and liquidity risk. Operational risk also includes legal risk, but it excludes strategic and reputation risk. To monitor, mitigate and control the operational risk, the Bank has established a consistent, value-added framework for assessing and managing operational risk and the overall effectiveness of internal control environment. The Bank focuses on proactive identification and mitigation of operational risk and related incidents. The goal is to keep operational risk at appropriate levels, in light of the Bank’s financial strength, the characteristics of its businesses, the markets in which it operates, and the competitive and regulatory environment to which it is subject. Key themes are transparency of information, escalation of key issues and accountability for issue resolution. The Bank’s approach to operational risk management is intended to mitigate such losses by supplementing traditional control-based approaches to operational risk with risk measures, tools and disciplines that are risk-specific, consistently applied and utilized. Spread of culture that is aware of operational risk is an essential tool to mitigate the risk and reduce the actual losses. OPERATIONAL RISK GOVERNANCE SYSTEM The Management Board of UniCredit Banka Slovenija d.d. has the ultimate responsibility for the effective control over the operational risk exposure. The Management Board in coordination with the senior management is also responsible for verifying that the operational risk measurement and control system is closely integrated in the day-to-day risk management process. At UniCredit Banka Slovenija d.d., the entity responsible for taking decisions on operational risk topics is the Operational Risk Committee (OpRisk Committee). Within the Committee, the risk exposure, the mitigation actions, the measuring and control methodologies and all analyses done on operational risk are reported and discussed. The Committee is responsible for proposing interventions according to risks/ scenarios reported results, recommending insurance policies where applicable. Based on operational risk reporting, operational risk control procedures and limits are proposed and monitored. At the UniCredit group level, Operational Risk Committee in Vienna is held on a quarterly basis, where all legal entities take part. The Operational Forum is organized on a yearly basis with the common goal to get insight on important topics related to operational risk and to get involved in vital discussions together with establishment of contacts within the OpRisk Management of the UniCredit group. The Management Board is regularly updated on operational risk issues, notified on operational risk cases, operational risk changes as well as relevant breaches of policies. The Operational Risk unit is independently organized and incorporated within the Risk Management division, working in close cooperation with the operational risk managers from business divisions and staff functions. The Operational Risk team ensures regular control of operational risk and is responsible for the identification, assessment, monitoring and mitigation/control of operational risk. The Team is also involved in the new product implementation process. Operational risk managers are responsible for taking measures to reduce, prevent, or take out insurance against risks. The regular Manager’s Day workshop is organized by the Operational Risk unit in order to discuss important topics with the operational risk managers and maintain the level of knowledge and awareness related to the management of operational risk. OPERATIONAL RISK MEASUREMENT SYSTEM The operational risk governance system of UniCredit Banka Slovenija d.d. enables timely identification, management and mitigation of risk exposure, defining a system of responsibilities and controls of the involved structures. UniCredit Banka Slovenija d.d. has been using the Advanced Measurement Approach (AMA) for measuring and calculating capital requirement for operational risk since September 2009. An enhanced version of the risk capital model for operational risk has been developed at the Group level and implemented also in our Bank. It uses a combination of internal and external loss data to support statistical modeling of capital requirement estimates, which are then adjusted to reflect qualitative data regarding the operational risk and control environment. The Bank’s operational risk framework is supported by the Application for Risk Gauging Online (ARGO), a Group internally designed operational risk software tool. ARGO integrates the individual components of the operational risk management framework into a unified, web-based tool. ARGO enhances the capture, reporting and analysis of operational risk data by enabling risk identification, measurement, monitoring, reporting and analysis to be done in an integrated manner, thereby enabling efficiencies in the Bank’s monitoring and management of its operational risk. A network of independent functions and teams is involved in managing and controlling risks, providing the Management Board with sufficient information on the risk situation and enabling the Management Board to manage risk. As a new body in 2012, the Permanent Workgroup concept (PWG) was set up within the Operational Risk Committee, which provides timely monitoring of risk mitigation actions and escalating any criticalities to the appropriate level of management. The purpose of quarterly reports prepared by the Permanent Workgroup is to enable management to maintain operational risk at appropriate levels within each line of business, to escalate issues and to monitor regularly mitigation actions. The main four elements of Operational Management and Measurement System are: internal and external loss data collection and analysis, scenario analysis and business environment and internal control factors (KRIs). Internal Loss Data Collection Internal loss data has been collected since 2002 and has helped to: • Spread the awareness of operational risk throughout the Bank; • Build experience in the operational risk concept and tools; • Achieve a deeper understanding of the embedded risk in the business process. Internal Loss Data are collected and processed in close coordination and cooperation with other departments and units. The minimum threshold at which an event is recorded is 100 euros of actual loss or 10,000 euros of potential loss. Any losses below these thresholds are not collected. The operational risk events are allocated in line with operational risk standards to the following seven categories: • Internal fraud; • External fraud; • Employment practices and workplace safety; • Clients, products and business practices; • Damage to physical assets; • Business disruption and system failures; • Execution, delivery and process. Operational risk losses get regularly reconciled with the Bank’s Profit and Loss Statement in order to ensure completeness of the collected operational risk losses. Share of net operational risk loss by event type categories in 2012 Execution, delivery and process management 8.3 % UniCredit Bank · Translation of 2012 Annual Report 219 Risk Report Share of net operational risk loss by event type categories in 2011 External Fraud 4.2 % The Bank has to consider the fact that it always takes numerous measures to manage and reduce operational risk. Implementation of mitigation measures is constantly monitored and new measures are proposed. Key Risk Indicators (KRI) Risk indicators are numerical variables whose trend is linked to the processes’ operational risk exposure. Risk indicators are ratios or data reflecting the operational risk profile: the value of an indicator should be correlated to changes in risk levels. Monitoring operational risk using indicators will give the Operational Risk Team, process owners and persons directly in charge of the risk management early warning signals. The selection process of indicators involves the Operational Risk Management function and process owners and is based on internal loss data, external events, scenario analysis, experts’ suggestion of processes and internal audit, business environment and internal control factors. Scenario Analysis The goal of scenario analysis is to assess the Bank’s operational risk exposure to high impact and low probability events. The scenarios are defined by analyzing internal losses, external events deemed relevant, key operational risk indicators’ trend, processes, products and event types. The experience of process managers and operational risk managers as well as suggestions from internal audit and the senior management is taken into consideration. Results, in terms of worst case scenarios, critical processes, mitigation proposals or impacts on capital at risk are described in specific scenario reports. Internal Validation The Bank uses internal validation process and supporting architecture as a dynamic risk management tool. The main objective of the internal validation is to assess the overall soundness and the effectiveness of the Operational Risk Management System as well as the compliance to the Group standards and the Supervisory requirements for using the AMA. The goal of the internal validation process is to identify the key operational risks specific to our environment and assess the degree to which it maintains appropriate controls. Action plans are developed for control issues identified, and business units are held accountable for tracking and resolving these issues on a timely basis. Legal and Compliance Risks Banks are highly regulated financial institutions and constantly supervised by competent authorities as they bring and bear systemic risk. Legal and compliance risks represent risks of loss of earnings arising from violations or non-compliance with laws, by-laws, rules, regulations, agreements, prescribed practices, or ethical standards. The Bank faces the legal methodology risk, which is the risk that the methods adopted and steps taken to protect the Bank’s assets against claims by others or to protect against liability to pay damages or compensation to others are inadequate. In addition, the Bank is subject to operational legal risk which arises, in the course of the conduct of the Bank’s commercial operations, that it incurs obligations or liabilities that were not foreseen, or are greater than were foreseen or that its rights and claims prove to be fewer, or of a lower value, than had been expected. The Bank is exposed also to the compliance risks, such as the risks of law sanctions, measures of supervisory authorities, monetary losses or reputational risks, which the Bank shall bear as a consequence of unintentional or intentional (non)compliance with laws, external or internal regulations, standards, codes, etc. Our objective is to identify, manage, monitor and mitigate legal and compliance risks throughout the Bank. We seek to actively mitigate these risks by identifying them, setting adequate standards and procedures for their management as well as ensuring compliance through proactive monitoring. The legal and compliance risk policy is implemented through identification and ongoing review of areas where legal risk is found to be present, through allocation of responsibility for the development of procedures for management and mitigation of these risks and through establishing of procedures to monitor compliance, taking into account the required minimum standards. Legal and compliance risks cannot be entirely eliminated or avoided and they are hardly predictable. UniCredit Banka Slovenija d.d. is involved in a very few legal proceedings, which are still pending. Business Risk Business risk is defined as adverse, unexpected change in business volume and / or margins that cannot be attributed to other risk types, resulting in fluctuations of revenues and costs, not considering extraordinary items. The changes in business volume result from unexpected development of market trend, unexpected customer behavior or new market participants / products. The calculation of business risk is based on an earnings-at-risk model using historical time series of revenues and costs. Business risk measurement thus measures the influence of external factors on decline in profits and effect on market value. As part of the general income and cost management, the operational management of business risk is the responsibility of individual business units. Risk Arising from the Bank’s Shareholders and Equity Interests UniCredit Banka Slovenija d.d. is not actively making long-term investments in shares on its own account for the purpose of realizing short-term trading or long-term substantial value increases. The shareholdings of the Bank are either closely related to the Bank’s business (SWIFT, Bankart, etc.) or the result of restructuring attempts (out of loans and reverse repo transaction). Real Estate Risk UniCredit Banka Slovenija d.d. has no exposure to real estate financing and does not invest in real estate itself. UniCredit Bank · Translation of 2012 Annual Report 221 Risk Report Information According to Pillar 3 In line with the regulation on the Pillar 3 and the fact that UniCredit Banka Slovenija d.d. is consolidated into the UniCredit group, the Bank has to disclose the following information on capital management, available funds and capital requirements for different risk categories. Capital Management Within the Internal Capital Adequacy Assessment Process (ICAAP), UniCredit Banka Slovenija d.d. focuses on the economic view of matching the economic capital (capital demand) with the risk-taking capacity (shareholder’s equity) in line with the Pillar II of the Basel accord. The economic capital is calculated retrospectively on a quarterly basis but it is also monitored within the yearly planning process. As both capital demand and capital supply evolve over time, the Bank ensures that on the one side capital demand - mainly driven by business plans and by risk-profile forecasts in combination with macro-economic scenarios - does not exceed capital supply and on the other side the capital supply - mainly influenced by planned capital transactions and expected profits - is kept at a level to cover the calculated risks at all times. Economic capital is intended to reflect the Bank’s specific risk profile in a comprehensive and consistent way. With the exception of liquidity risk, economic capital is calculated using uniform value-at-risk methods across all types of risk which were mentioned in this risk report. A specific factor taken into account in the required risk capital is business risk, which reflects the influence of external factors such as consumer behavior or competitive situation on the market value of business divisions or subsidiaries. Unexpected losses over a period of one year are calculated with a confidence level of 99.97 %. The overall responsibility for identification of risks and assessment of risk level is with the ALCO. Besides the economic view, the Bank has to comply with the regulatory requirements set by the Basel II and the Slovenian legislation. Here, the regulatory capital for credit risk, market risk and operational risk accounts for the capital demand, while balance-sheet capital (Tier 1, Tier 2 and Tier 3) constitutes the capital supply side. Capital adequacy is monitored continuously by the Bank’s Management and filed with the Bank of Slovenia on a quarterly basis. The Bank of Slovenia requires each bank to maintain a ratio of total regulatory capital to the risk weighted asset (the capital adequacy ratio) at or above the internationally agreed minimum of 8 %. The structure of the regulatory capital, capital requirements and capital adequacy ratio for 2012 and 2011 is presented in the table below. The capital adequacy ratio increased from 10.95 % at the end of 2011 to 13.45 % at the end of 2012. The Tier 1 ratio increased from 10.21 % at the end of 2011 to 12.22 % at the end of 2012. During the observed period, the Bank was constantly in line with the regulatory capital requirements and at the same time even increased the security of its business. Own funds and capital requirement ID EUR 1,000 Content 31/12/2012 31/12/2011 1 TOTAL OWN FUNDS FOR SOLVENCY PURPOSES 259,893 241,973 1.1 ORIGINAL OWN FUNDS 242,615 239,194 1.1.1.1 Paid up capital 20,384 20,384 1.1.1.3 Share premium 107,760 107,760 1.1.2.1 Reserves 141,679 133,773 1.1.2.6 Valuation differences eligible as original own funds (7,972) (5,406) 1.1.5 (-) Other deductions from Original Own Funds (19,236) (17,317) 1.1.5.1 (-) Intangible assets (19,236) (17,317) 1.1.5.4 (-) Other country specific deductions to Original Own Funds - - 1.2 ADDITIONAL OWN FUNDS 30,000 30,000 1.2.2.3 Subordinated loan capital 30,000 30,000 1.3 (-) DEDUCTIONS FROM ORIGINAL AND ADDITIONAL OWN FUNDS (12,722) (27,221) 1.3.8 (-) IRB Provision shortfall (12,722) (27,221) 1.4 TOTAL ORIGINAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 236,254 225,583 1.5 TOTAL ADDITIONAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 23,639 16,389 2 CAPITAL REQUIREMENTS 154,613 176,779 2.1 TOTAL CAPITAL REQUIREMENTS FOR CREDIT, COUNTERPARTY CREDIT, DILUTION AND DELIVERY RISKS 144,056 166,941 2.1.1 Standardised approach (SA) 59,685 64,525 2.1.1.1a SA exposure classes excluding securitization positions - - 2.1.1.1b IRB exposure classes excluding securitization positions 59,685 64,525 2.1.1.1b.01 Central governments and central banks 253 181 2.1.1.1b.02 Institutions 3,211 4,369 2.1.1.1b.03 Corporates 8,951 8,913 2.1.1.1b.04 Retail 45,628 48,949 2.1.1.1b.06 Other non-credit obligation assets 1,642 2,113 2.1.2 Internal ratings based Approach (IRB) 84,371 102,416 2.1.2.1 IRB approaches when neither own estimates of LGD nor Conversion Factors are used 75,540 91,389 2.1.2.1.02 Institutions 4,447 2,740 2.1.2.1.03 Corporates 71,093 88,649 2.1.2.3 Equity IRB 8,831 11,027 2.2 SETTLEMENT RISK - - 2.3 TOTAL CAPITAL REQUIREMENTS FOR POSITION, FOREIGN EXCHANGE AND COMMODITY RISKS 155 134 2.4 TOTAL CAPITAL REQUIREMENTS FOR OPERATIONAL RISKS (OpR ) 10,402 9,704 2.4.3 OpR Advanced measurement approaches 10,402 9,704 2.6 OTHER AND TRANSITIONAL CAPITAL REQUIREMENTS - - 3.2 Surplus (+) / Deficit (-) of own funds 105,280 65,194 3.2.a Solvency ratio (%) 13.45 % 10.95 % Tier 1 ratio 12.22 % 10.21 % Mag. Stefan Vavti Mag. Jana Benčina Henigman Mag. Damijan Dolinar, CFA Chairman of the Management Board Member of the Management Board Member of the Management Board Chief Financial Officer UniCredit Bank · Translation of 2012 Annual Report 223 Izdajatelj / Publisher: UniCredit Banka Slovenija d.d. Šmartinska 140 SI - 1000 Ljubljana Slovenija Printed on certified recycled chlorine-free paper. www.unicreditbank.si