Poslovanje z nami je enostavno. UniCredit. Mi, sodelavci finanËne skupine UniCredit Group, se zavzemamo za ustvarjanje vrednosti za naše stranke. Kot vodilna evropska banka si prizadevamo za razvoj skupnosti, v kateri živimo, za svoje sodelavce pa želimo ustvariti prijazno delovno okolje. Stremimo k odliËnosti in si nenehno prizadevamo, da bi bilo poslovanje z nami enostavno. Te zaveze nam omogoËajo oblikovanje trajnostne vrednosti za naše deležnike. »asi se spreminjajo, a zaveze ostajajo. Iz leta 2009 smo prišli s prenovljenimi cilji in smernicami. Kar je bilo pomembno za nas prej, je danes še bolj pomembno. Gre za naše stranke. V skladu s takšno usmeritvijo smo v letu 2009 razvili novo poslanstvo, ki še bolj krepi naËela in prakse, za katere verjamemo, da so gonilne sile veËje osredotoËenosti na stranko. V novem poslanstvu izpostavljamo željo, da naj bo banËništvo za naše stranke kar se da enostavno. Ponudimo jim enostavne rešitve, ki naj jim bodo na zanesljiv in uËinkovit naËin podpora pri doseganju njihovih finanËnih ciljev. Temu reËemo ››banËništvo za aivljenje«, kar pomeni, da strankam zagotovimo veË kot zgolj finanËne storitve. Ponujamo jim podporo ob pravem Ëasu in v pravi obliki. Gre za to, da z neposrednim stikom s strankami tesno sodelujemo pri ocenjevanju njihovih konkretnih življenjskih potreb, nato pa uporabimo naše znanje, da jim ponudimo uËinkovito storitev z enostavnim poslovanjem brez zapletov. Verjamemo, da bo naša globoka zavezanost enostavnosti in transparentnosti še naprej prispevala k odliËnosti v vsem, kar poËnemo. Hkrati pa bo ohranjala in še zviševala zaupanje naših strank - zaupanje, o katerem priËajo primeri na naslednjih straneh. Letošnje poroËilo vsebuje fotografije in osebne zgodbe strank UniCredit Group iz vse Evrope, ki poudarjajo konkretno vlogo našega podjetja v njihovih življenjih. Vsak izmed posameznikov, ki predstavljajo temelj, na katerem gradimo našo skupno prihodnost, nam je zaupal primer, ko smo mu s svojim delovanjem poenostavili življenje. Andrej Slokar, univ.dipl.inž.kem.teh. Stranka podroËja poslovanja s podjetji - Slovenija Ko ste nam v letu globalne finanËne krize s pomoËjo vaše izvrstne ekipe finanËnikov omogoËili realizacijo ciljne naloge- investicijo v opremo za proizvodnjo sladoleda, ste nas dejansko povezali v skupni EU prostor. V vašem odnosu in kalibriranju je Ëutiti spoštovanje in odgovornost do gospodarstva in gospodarstvenikov. Hvala.« Z UniCredit je enostavno. Predstavitev Banke Nagovor predsednika nadzornega sveta Nagovor predsednika uprave Predstavitev UniCredit Banka Slovenija d.d. Organi upravljanja banke Organizacijska shema Poslovna mreža Dosežki in dogodki v letu 2009 Poslovno poroËilo Gospodarsko okolje v letu 2009 Poslanstvo, vizija in strategija FinanËni rezultati Poslovanje Banke na razliËnih segmentih Poslovanje s prebivalstvom in malimi podjetji Poslovanje s podjetji FinanËni trgi Podpora prodaji Zaledno poslovanje Izzivi leta 2010 Obvladovanje poslovnih tveganj Upravljanje s tveganji Informacijska podpora poslovanju Družbena odgovornost 1 Intruduction 116 4 Preface by the Chairman of the Supervisory Board 118 6 Statement by the Chairman of the Management Board 120 10 About UniCredit Banka Slovenija d.d. 124 11 Governing Bodies 125 12 Organisational Structure 126 13 Branch Network 127 14 Achievements and Events in 2009 128 19 Business Report 133 19 Economic Environment in 2009 133 21 Mission, Vision and Strategy 135 23 Financial Results 137 28 Bank’s Segment Performance Review 142 28 Retail and Small Business Banking 142 29 Corporate Banking 143 30 Markets 144 31 Sales Support 145 31 Back-Office 146 32 Challenges of the Year 2010 146 34 Managing Business Risks 148 34 Risk Management 148 34 Information Technology Support 148 37 Corporate Sustainability 151 PoroËilo nadzornega sveta 45 Report from the Supervisory Board 159 Izjava o odgovornosti 47 Statement of Responsibility 161 PoroËilo neodvisnega revizorja 49 Report of Auditors 163 RaËunovodski izkazi 52 Financial Statements 166 BanËna tveganja 94 Risk Report 206 Predstavitev Banke Zaupanje naših (z dokapitalizacijo tudi novih) vlagateljev bomo upraviËevali tudi v letu 2010, ko bosta naša najpomembnejša cilja poveËanje zadovoljstva strank in prihodkov. S svojim delom bomo potencialnim strankam dokazali, da smo pravi naslov za njihove finanËne želje. Spoštovani! UniCredit Banka Slovenija d.d. je kljub precej spremenjenim pogojem poslovanja in pravilom na trgu v letu 2009 uspešno uresniËevala zastavljeno strategijo na poti doseganja ciljev ter leto 2009 zakljuËila kot Ëetrta najveËja banka v Sloveniji. Gospodarska in finanËna kriza je od nas zahtevala spremembe naËina odzivanja navzven, do naših strank, pa tudi navznoter, do naših sodelavcev. Zavedamo se, da ni pomembno le, da o spremembah govorimo ali pišemo; naši deležniki morajo te spremembe dejansko obËutiti. Šele takrat je naš cilj dosežen. Tudi zato smo v letu 2009 ponovno merili zadovoljstvo strank z nami in z veseljem ugotavljali, da nas doseženi rezultati postavljajo ob bok najboljšim tako v slovenskem kot tudi v evropskem merilu. V Sloveniji smo z rezultatom 95 toËk ponovno obËutno presegli zadovoljstvo strank konkurenËnih bank, ki znaša v povpreËju 76 toËk, v evropskem merilu pa smo se uvrstili med 5 odstotkov najboljših bank. Rezultati so nam v ponos in predstavljajo motivacijo za še veËjo zavzetost za uresniËevanje ambicij naši deležnikov -naših strank, vlagateljev, lokalnih skupnosti, v katerih delujemo, dobaviteljev in seveda naših sodelavcev, ki dnevno udejanjajo naše poslanstvo, s katerim želimo postati najboljša banka v vseh pogledih. Od operativnega prehajamo v strateško razmišljanje in optimizacijo naših delovnih procesov. Želimo namreË v krajšem Ëasu naredili veË in bolje ter s tem še poveËati zadovoljstvo naših strank in biti na poti uresniËevanja njihovih ciljev finanËni svetovalec prve izbire. Nadaljevali bomo s prenašanjem znanja o finanËnih trgih, ki ga soustvarja 170 raziskovalnih analitikov v 15 državah, na poslovne partnerje kot tudi na naše obstojeËe in potencialne stranke. S tem želimo pokazati tudi, da nam je vredno zaupati in da naši finanËni nasveti temeljijo na skrbnih analizah in specializiranih znanjih. FinanËna skupina UniCredit Group -prisotna v 22 državah z 10.000 enotami in 170.000 sodelavci -je v letu 2009 dosegla poveËanje kapitala za 10 milijard evrov brez državne pomoËi, in s tem 8,39 % raven temeljnega kapitala Tier 1, kar za nas predstavlja velik uspeh. Pomeni namreË, da smo s svojim delom uspeli prepriËati dodatne vlagatelje, da nam z nakupom delnic Skupine zaupajo svoja sredstva. Zaupanje naših (z dokapitalizacijo tudi novih) vlagateljev bomo upraviËevali tudi v letu 2010, ko bosta naša najpomembnejša cilja poveËanje zadovoljstva strank in prihodkov. S svojim delom bomo potencialnim strankam dokazali, da smo pravi naslov za njihove finanËne želje. Z obstojeËimi strankami v segmentu poslovanja s prebivalstvom kot tudi s podjetji pa bomo gradili še tesnejše vezi. Navsezadnje pa želimo podpirati tudi realni sektor, in sicer predvsem s poveËanim obsegom kreditiranja. Kljub temu bo naša previdnost pri poslovanju ostala na podobni ravni kot doslej, saj s tem šËitimo naše obstojeËe stranke, hkrati pa se je taka politika v preteklosti vedno izkazala za pravilno. Zavedamo se, da si nismo zastavili enostavnih ciljev. Leto 2010 bo zato leto tranzicije, v katerem želimo poveËati tržni delež, poslovati stroškovno še bolj uËinkovito, pa vendar ne na raËun kakovosti naših storitev. V zaËetku leta 2010 smo oblikovali tudi novo poslanstvo, ki je nastalo iz veË razlogov. Zaradi negativnega vpliva, ki ga je imela finanËna kriza in z njo povezani dogodki na banËno industrijo, se želimo z novim poslanstvom še bolj zavezati našim kljuËnim vrednotam. Ni posla na svetu, v katerem si lahko uspešen, Ëe ima podjetje slab ugled! Kako ga torej poveËati, kako poveËati prepoznavnost družbe? Vsekakor to ni kratkoroËen projekt. Izhajati moramo iz potreb naših strank, zaËeti delati spremembe pri sebi, da bi lahko na koncu dosegli pozitivno dojemanje in sprejemanje sprememb pri naših poslovnih partnerjih. Poslanstvo za nas ni samo izjava, temveË je tudi srednjeroËen naËrt aktivnosti za obdobje naslednjih treh do petih let. V preteklosti smo uspešnost poslovanja merili le s finanËnimi kazalci, v treh letih pa želimo poveËati tudi ali pa predvsem zadovoljstvo naših strank in ugled, ki ga Banka uživa pri njih. »e slednjega ne posedujemo, nimamo osnovnih pogojev za dosego naših finanËnih ciljev. Zavedamo se vrednosti živega kapitala, naših sodelavk in sodelavcev. Želimo biti dober delodajalec, zadržati najboljše in pridobiti še nove sodelavce, ki bodo s svojo zavzetostjo vzgled ne samo banËni industriji temveË tudi drugim storitvenim dejavnostim. Vemo namreË, da v storitvenih dejavnostih razlika nastaja predvsem v odnosih, ki jih zaposleni gradijo s strankami. OdliËnost želimo dosegati vsak dan, vsako minuto, z vsakim delËkom naše finanËne skupine. Pri tem bo ena od naših glavnih prioritet zagotavljanje preprostosti finanËnega poslovanja, hkrati z razumljivostjo in uporabnostjo naših nasvetov. Uspešnost udejanjanja našega novega poslanstva bomo merili. Preverjali bomo, ali gredo naše aktivnostmi v pravo smer in jih prilagajali, Ëe bo potrebno. Naše poslanstvo se mora odraziti v oprijemljivih dejstvih. Šele takrat bomo z rezultati lahko resniËno zadovoljni. Na koncu se želim v prvi vrsti zahvaliti našim poslovnim partnerjem, strankam in vlagateljem, ki so nam zaupali svoja sredstva. Zahvala gre tudi našim dobaviteljem, ker nas s strokovno pomoËjo podpirajo in nam pomagajo, da nenehno napredujemo na poti do veËjega zadovoljstva naših strank. Predvsem pa iskrena hvala vsem našim sodelavcem, ki se vsak dan v imenu Skupine borijo za pozornost in zaupanje obstojeËih ter novih strank. Lokalnim skupnostim, v katerih delujemo, pa obljubljamo, da bomo tudi v prihodnje znali prisluhniti njihovim potrebam ter da bomo del sredstev, ki jih pridobimo, vrnili v obliki donacij in sponzorstev tistim, ki jih najbolj potrebujejo. Federico Ghizzoni Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. Predstavitev Banke Kljub bistveno spremenjenim in oteženim pogojem poslovanja je UniCredit Banka Slovenija d.d., v primerjavi z ostalimi finanËnimi posredniki, zadovoljna z doseženimi rezultati. Spoštovane dame in gospodje, cenjeni poslovni partnerji! Dogajanje na domaËem kot tudi na svetovnem trgu je v letu 2009 zaznamovala gospodarska kriza, ki je bistveno spremenila pogoje gospodarjenja in imela moËan vpliv na dosežene rezultate. »e je bila v letu 2008 pomembna skrb posveËena visoki inflaciji in njenim vplivom na našo konkurenËnost na tujih trgih, je preteklo leto najbolj zaznamoval velik padec stopnje rasti bruto družbenega proizvoda (BDP), ki je zanihala s 3,5 odstotka leta 2008 na -7 odstotkov v letu 2009. Kje tiËijo kljuËni vzroki za takšen padec gospodarske rasti, rastoËo brezposelnost, visok proraËunski primanjkljaj in manjšo domaËo potrošnjo? • Slovensko gospodarstvo je zaradi svoje odprtosti v veliki meri odvisno od tujih trgov (predvsem tistih znotraj EU kot tudi od posameznih hitro rastoËih gospodarstev). Povpraševanje na teh trgih se je bistveno skrËilo, kar je botrovalo padcu slovenskega izvoza za približno 20 odstotkov in hkrati padcu uvoza za veË kot 23 odstotkov. PoslediËno je Slovenija zabeležila izravnan saldo plaËilne bilance, kar je pomemben dosežek, Ëe se le-ta primerja z letom poprej, ko je bil dosežen primanjkljaj na ravni približno 6 odstotkov BDP. • Zelo globok padec (za veË kot 20 odstotkov) beležijo naložbe v osnovna sredstva, ki so v zadnjih letih dosegale celo veË kot 30 odstotkov BDP in so bile ››generator« rasti slovenskega gospodarstva ter hkrati garant za visoko stopnjo zaposlenosti. Ob tej ugotovitvi moramo dodati, da je bila tako domaËa kot tudi tuja kreditna podpora naložbam na zelo visoki ravni. Z drugimi besedami, kreditna rast domaËega banËnega sistema na letni osnovi v višini 38 odstotkov je doživela vrhunec v letu 2007, vendar je še v letu 2008 presegala 20 odstotkov, medtem ko je v lanskem letu veË ali manj zastala. Prav v tem dejstvu se slovensko gospodarstvo bistveno razlikuje od konkurenËnih držav, v katerih ni bilo tako intenzivne kreditne rasti, Ëeprav je bila grosso modo povsod bistveno veËja od naËrtovane, vkljuËno v starih Ëlanicah Evropske monetarne unije. Želimo poudariti, da so konkurenËna gospodarstva približno enako odprta za mednarodno menjavo kot slovensko, pa kljub temu niso doživela tolikšnega padca BDP kot tudi ne same mednarodne menjave. Visoka kreditna rast, ki jo je Slovenija beležila vse od vstopa v EU leta 2004, je po eni strani botrovala hitri rasti razliËnih naložb, vzporedno pa je vplivala tudi na veËje domaËe povpraševanje in bistveno višjo cenovno rast nasproti ostalim Ëlanicam Evropske monetarne unije. • V takih razmerah se je priËelo krËiti tudi domaËe povpraševanje, ki beleži veË kot 4-odstotni padec, medtem ko je le javna potrošnja zabeležila rast, in sicer 3,2-odstotno. • Na trgu dela so se novi pogoji poslovanja odrazili v narašËajoËi stopnji brezposelnosti, ki je po kriterijih Mednarodne organizacije dela (ILO) v povpreËju dosegla raven 6 odstotkov in ima še vedno trend narašËanja. To dejstvo državo k sprejemanju dodatnih interventnih ukrepov in k socialnim pogajanjem med delodajalci in delojemalci z namenom oblikovati nove socialne dogovore. • Novi pogoji poslovanja pa so ob vseh negativnih imeli tudi en pozitiven vpliv, in sicer na cenovna gibanja. Le-ta so se ob zmanjšani gospodarski aktivnosti doma in v svetu umirjala, pri Ëemer je bila povpreËna inflacija prviË v samostojni državi pod 1 odstotkom, kajti stabilne cene veljajo za najbolj praviËno socialno politiko. V takšnih gospodarskih razmerah doma in v tujini je bil tudi domaËi banËni sistem sooËen s povsem drugaËnimi tržnimi pogoji in predpostavkami kot v zadnjih letih, ko je dosegal visoko kreditno rast in rast bilanËne vsote. Med najpomembnejšimi dejavniki, ki so vplivali na banËno poslovanje in na dosežene rezultate, naj omenimo predvsem naslednje: • Zaradi nezaupanja na finanËnih trgih se je t.i. ››funding« skrËil na minimum. Z drugimi besedami, dostop do tujih medbanËnih virov je bil omogoËen le ob garanciji države. Da bi se ohranilo zaupanje med varËevalci in banËnimi finanËnimi posredniki, je država prevzela 100-odstotno jamstvo za vse hranilne vloge fiziËnih oseb kot tudi malih in srednjih podjetij brez omejitve zgornjega zneska in s Ëasovno omejitvijo do konca leta 2010. Ta rešitev je prispevala k rastoËemu moralnemu tveganju na obeh straneh partnerstva, hkrati pa tudi k tekmovanju med bankami, katera bo ponudila višjo obrestno mero za razliËne vrste hranilnih vlog in si na ta naËin pridobila veË ››primarnih virov«, ki jih je v prvi vrsti uporabila za odplaËevanje zapadlih kreditnih linij, podrejeno pa tudi za dodatne kreditne vire. V tem dejstvu tiËi prvi vzrok za dražje kreditiranje podjetij in prebivalstva. • Gospodarska in finanËna kriza vpliva tudi na obstojeËa kreditna in ostala poslovna razmerja, tako med banko in kreditojemalci kot tudi med slednjimi in njihovimi pogodbenimi partnerji. Ob splošnem padcu povpraševanja na trgih prihaja tudi do zamud pri plaËilih, nelikvidnosti in celo do nesolventnosti. Na strani bank to poslediËno povzroËa oslabitev terjatev, oblikovanje dodatnih rezervacij in preoblikovanje že veljavnih pogodb tako z vidika Ëasovnega odplaËevanja kredita kot tudi drugih kreditnih pogojev. Lahko ugotovimo, da je bil pretežni del banËne aktivnosti in skrbi v letu 2009 usmerjen prav v tovrstno dejavnost, z namenom poiskati ustrezen modus vivendi za oba pogodbena partnerja. Tovrstne modifikacije kreditnih razmerij in slabitve terjatev v bankah so naslednji temeljni vzrok za višje marže oziroma skupne kreditne stroške. Predstavitev Banke Nagovor predsednika uprave • Recesija, ki s seboj prinaša padec gospodarske rasti, je na splošno poveËala kreditno tveganje, pri Ëemer so se analize oportunitetnih stroškov in koristi v zvezi z novimi naložbami dodatno zaostrile. Slednje pomeni, da obstaja manj interesa za naložbe in s tem tudi manj kreditnega povpraševanja. Torej, poveËano kreditno tveganje je nadaljnji vzrok za višje kreditne stroške. • Rast domaËega varËevanja v obliki razliËnih depozitov je bila v letu 2009 za polovico nižja kot leto poprej (približno 5-odstotna), kar je na eni strani posledica nižjih dohodkov prebivalstva kot tudi slabših rezultatov pri poslovanju gospodarskih subjektov. • Država je na veË naËinov reševala nastalo situacijo v gospodarstvu in banËništvu. Naj omenimo le nekatere izmed aktivnosti: sprejela je državno jamstvo za vse depozite z veljavnostjo do konca leta 2010; sprejela je posebno ››garancijsko shemo«, ki naj bi pospeševala veËjo kreditno aktivnost; sama se je zadolžila na evro trgu za 4 milijarde evrov in del tega denarja je namenila v banke, z namenom izboljšati njihovo likvidnost, hkrati pa je s tovrstnim zadolževanjem sama ustvarjala ››benchmark« za kreditne stroške tudi nasproti ostalim udeležencem na trgu. IzhajajoË iz navedenih predpostavk, v katerih je delovalo slovensko gospodarstvo in banËni sektor, lahko ugotovimo, da je v letu 2009 UniCredit Banka Slovenija d.d. s svojimi rezultati dosegla in v nekaterih primerih celo presegla zastavljene cilje. To potrjujejo tudi naslednji pokazatelji: • BilanËna vsota je zrasla za 13 odstotkov, kar je v primerjavi z letom poprej bistveno manj, saj je bila leta 2008 zabeležena celo 36-odstotna rast. Z drugimi besedami, bilanËna vsota je dosegla raven 3,2 milijarde evrov in uvršËa Banko na Ëetrto mesto v Sloveniji. V okviru strukture premoženjske bilance je razvidno, da je Banka poveËala financiranje ostalih bank in v bistveno manjši meri podjetij (le z 2-odstotno rastjo), medtem ko je kreditiranje prebivalstva beležilo 14-odstotno rast. • Leta 2009 je operativni dobiËek na enakem nivoju kot prej.nje leto in je dosegel 64,54 milijonov evrov, medtem ko je bil v letu 2008 doseaen rezultat na ravni 64,3 milijone evrov. • DobiËek Banke pred obdavËitvijo se je veË kot prepolovil in dosegel 11,2 milijonov evrov, na eni strani zaradi bistveno skrËenega obsega kreditiranja vseh vrst subjektov v primerjavi z zadnjimi leti, predvsem pa zaradi oslabitev in rezervacij, ki so znašale 17,0 milijonov evrov, kar je približno dvakrat toliko kot leto poprej (7,0 milijonov evrov). Iz takšnih rezultatov izhaja, da je znašal operativni dobiËek1 Banke v letu 2009 dobrih 26,9 milijonov 1 Operativni dobiËek je enak dobiËku pred obdavËit vijo, poveË an za oslabit ve in rezer vacije. evrov v primerjavi z letom 2008, ko je le-ta znašal 30,4 milijonov evrov. To pomeni, da je bil padec operativnega dobiËka le slabih 12 odstotkov, in sicer kljub velikemu padcu rasti bilanËne vsote kot tudi celotnega kreditiranja. • V okviru tako ustvarjenega dobiËka imajo najveËji delež Ëiste obresti, ki so znašale 40,7 milijonov evrov in so bile za 10 odstotkov nižje kot leto poprej, medtem ko so bili neobrestni prihodki na ravni 25,4 milijonov evrov približno 16 odstotkov višji kot leta 2008. • RazliËni ukrepi, ki jih je Banka sprejela na podroËju racionalizacije, so prispevali k zmanjšanju administrativnih stroškov brez amortizacije za 4 odstotke ali natanËneje iz 33,0 milijonov evrov v letu 2008 so se znižali na 31,8 milijonov evrov v letu 2009. Stroški za plaËe so ostali praktiËno na enaki ravni, in sicer 18,7 milijonov evrov v obeh letih. Celotni stroški poslovanja so padli za 1 odstotek in dosegli znesek 36,2 milijona evrov, medtem ko so v letu 2008 znašali 36,6 milijonov evrov. Pri tem so na rast stroškov najbolj vplivale naložbe v širitev poslovne mreže v drugi polovici leta 2008 v obliki dodatne amortizacije kot tudi stroški z nadgraditvijo informacijskega sistema. Kljub bistveno spremenjenim in oteženim pogojem poslovanja je UniCredit Banka Slovenija d.d., v primerjavi z ostalimi finanËnimi posredniki, zadovoljna z doseženimi rezultati. Tekmeci na trgu so namreË že v letu 2008 zabeležili 34-odstotni padec dobiËka, medtem ko je UniCredit Banka Slovenija d.d. še vedno dosegla 20­odstotno rast. Za dosežene rezultate gre zahvala najprej vsem našim partnerjem, ki so nam izkazali zaupanje, saj skupaj z njimi Banka dosega prvo mesto na podroËju poslovanja z izvedenimi finanËnimi instrumenti (skoraj 50 odstotkov slovenskega trga), zaseda prvo mesto pri poslovanju na Ljubljanski borzi in ima enega najvišjih deležev tudi pri skrbniških poslih. Prav omenjene kategorije naših aktivnosti so bistveno vplivale na rast neobrestnih prihodkov, ki je bila kljub krizi visoko pozitivna. Nadaljnja zahvala gre našim lastnikom, finanËni skupini UniCredit Group, ki je z dodatnim kapitalom izboljšala našo kapitalsko ustreznost. Slednja je dosegla skoraj 10 odstotkov, s Ëimer je bila omogoËena organska rast Banke. Zahvala gre vsem Ëlanom nadzornega sveta kot tudi Ëlanom kontrolnega odbora za vrsto nasvetov in priporoËil, ki jih je Banka uporabila pri razliËnih dnevnih aktivnostih. Ker sta po veË kot desetih letih svoje delo v Banki zakljuËila dva Ëlana uprave - dr. Heribert Fernau in mag. Stefan Vavti - gre beseda zahvale tudi njima za uspešno sodelovanje v upravi kot tudi z ostalimi Ëlani kolektiva in s Ëlani razliËnih banËnih teles. Cenjene sodelavke in sodelavci, dovolite mi, da se v imenu celotne uprave Banke na koncu zahvalim tudi vsem vam. Z nesebiËnim delom, znanjem in prizadevnostjo ste dokazali, da je kriza lahko tudi dodatna priložnost za krepitev zaupanja z obstojeËimi in vrsto novih partnerjev ter da je na koncu prav to ob kakovosti naših storitev temeljno jamstvo za doseganje dobrih rezultatov. Vi ste ››živ kapital« Banke, ki ima posebno vrednost in predstavlja temeljni kamen za prihodnjo rast in prosperiteto naše Banke kot tudi celotne finanËne skupine UniCredit Group. Vsem iskrena hvala za zaupanje, ki ga bomo krepili tudi v prihodnje, kajti samo z njim bomo dosegali rezultate v zadovoljstvo naših partnerjev, lastnikov in nas samih. Dr. France Arhar Predsednik uprave UniCredit Banka Slovenija d.d. Ljubljana, marec 2010 Predstavitev Banke Sedež: Šmartinska 140 1000 Ljubljana Slovenija Telefon: 00 386 1 5876 600 BrezplaËna telefonska številka: 080 88 00 Faks: 00 386 1 5876 684 Povezava: www.unicreditbank.si Elektronska pošta: info@unicreditgroup.si Osnovna dejavnost: drugo denarno posredništvo Šifra dejavnosti: K/64.190 Leto ustanovitve: 1991 Predsednik nadzornega sveta: Federico Ghizzoni Registrirana: pri Okrožnem sodišËu v Ljubljani št.reg.vl. 1/10521/00 Osnovni kapital: 16.258.321,26 EUR MatiËna številka: 5446546 Identifikacijska številka: SI59622806 Poravnalni raËun pri Banki Slovenije: 01000-0002900092 Swift: BACXSI22 Nadzorni svet »lan Funkcija Datum nastopa Datum prenehanja funkcije Federico Ghizzoni Predsednik nadzornega sveta 25. april 2007 n.a. Herbert Hangel Namestnik predsednika nadzornega sveta 25. april 2007 n.a. Martin Klauzer »lan nadzornega sveta 24. april 2007 n.a. Wolfgang Edelmüller »lan nadzornega sveta 24. april 2007 n.a. Helmut Haller »lan nadzornega sveta 24. april 2007 9. februar 2009 Franco Andreetta »lan nadzornega sveta 9. februar 2009 n.a. Giuseppe Verrascina »lan nadzornega sveta 9. februar 2009 n.a. Uprava »lan Funkcija Datum nastopa Datum prenehanja funkcije Dr. France Arhar Predsednik uprave 2. junij 2006 n.a. Dr. Heribert Fernau »lan uprave 15. januar 2007 30. november 2009 Mag. Stefan Vavti »lan uprave 15. januar 2007 30. september 2009 Janko Medja, MBA »lan uprave 16. september 2008 n.a. Francesco Vercesi »lan uprave 20. oktober 2009 n.a. Predstavitev Banke C69ODGC>HK:I EddWaVÓZcZXoV egZegZÓZkVc_Z egVc_VYZcVg_V! [^cVcX^gVc_V iZgdg^obV ^c^okV_Vc_Z dbZ_ZkVac^] j`gZedk Ig\dkVc_Z EdhadkVc_Z hhgZYc_Z kZa^`^b^edY_Zi_^ AZ\ZcYV ´aVcJegVkZ .iVWcVhaj¬WV 9 k o V DYYZaZ` EdhadkcVZcdiV EdhadkcVZcdiV$Edhadkc^YZa =Zg^WZg i;ZgcVj"ÓaVcjegVkZ Yd(%#&&#'%%.!dY&#&'#Yd(&#&'#'%%._Z W^aVoVedYgZ_ZcZdg\Vc^oVX^_h`ZZcdiZeg^hid_cV XZadicVjegVkV HiZ[VcKVki^"ÓaVcjegVkZ Yd(%#.#'%%.!dY'%#&%#'%%.YVa_ZedYgdÓ_Z ed`g^kVcdk^ÓaVcjegVkZ!;gVcXZhXdKZgXZh^ PE Ljubljana BTC PE Maribor Šmartinska 140, SI - 1000 Ljubljana Svetozarevska 6, SI - 2000 Maribor Tel.: 01 5876 719 Tel.: 02 2285 320 PE Ljubljana Celovška PE Murska Sobota Celovška 150, SI - 1000 Ljubljana Trg zmage 5, SI - 9000 Murska Sobota Tel.: 01 5000 546 Tel.: 02 5341 440 PE Ljubljana Rudnik PE Nova Gorica JurËkova cesta 231, SI - 1000 Ljubljana Tolminskih puntarjev 2b, SI - 5000 Nova Gorica Tel.: 01 2836 000 Tel.: 05 3383 130 PE Ljubljana Tržaška PE Novo mesto Tržaška 19, SI - 1000 Ljubljana Glavni trg 20, SI - 8000 Novo mesto Tel.: 01 2410 364 Tel.: 07 3737 400 PE Ljubljana Wolfova PE Ptuj Wolfova 1, SI - 1000 Ljubljana Ulica heroja Lacka 1, SI - 2250 Ptuj Tel.: 01 5876 472 Tel.: 02 7980 340 PE Celje PE Radovljica AškerËeva 14, SI - 3000 Celje Gorenjska cesta 24, SI - 4240 Radovljica Tel.: 03 4252 479 Tel.: 04 5971 630 PE Kamnik PE Sežana Ljubljanska cesta 4b, SI - 1240 Kamnik Partizanska 37a, SI - 6210 Sežana Tel.: 01 8396 500 Tel.: 05 7314 580 PE Koper PE Slovenska Bistrica Pristaniška 12, SI - 6000 Koper Trg svobode 21, SI - 2310 Slovenska Bistrica Tel.: 05 6101 010 Tel.: 02 8051 970 PE Kranj PE Trbovlje Na skali 1, SI - 4000 Kranj Ulica 1. junija 2, SI - 1420 Trbovlje Tel.: 04 2018 170 Tel.: 03 5612 560 PE Logatec PE Velenje Tržaška cesta 32, SI - 1370 Logatec Šaleška 20a, SI - 3320 Velenje Tel.: 01 7591 940 Tel.: 03 8987 300 Predstavitev Banke JANUAR Preverili zadovoljstvo naših sodelavcev Raziskava o zadovoljstvu sodelavcev že tradicionalno poteka vsako leto v celotni finanËni skupini UniCredit Group. ZaËeli smo z zbiranjem mnenj sodelavcev o njihovem poËutju v Banki in z zbiranjem idej za izboljšanje poslovanja in organizacijske klime. Na podlagi rezultatov smo pripravili akcijski naËrt in ga tekom leta uresniËevali. Dva od skladov Pioneer Investments prejela nagrado Na izboru Naj skladi - Zlati V 2009, ki ga prireja revija Kapital, je Pioneer Investments prejel dve nagradi Zlati V za vzajemna sklada PI Euro Government Bond kot najboljši vzajemni sklad leta 2008 v kategoriji 1 leto - Evropski obvezniški sklad ter PI Dollar Bond kot najboljši vzajemni sklad v kategoriji 1 leto - Globalni obvezniški sklad. Sodelovali pri izdaji državne obveznice Republika Slovenija je uspešno prodala referenËno triletno državno obveznico. Sindikat bank, ki so ga vodile JP Morgan, Societe Generale in UniCredit Banka Slovenija d.d., sodelovale pa so še Abanka d.d., BNP Paribas, Dresdner Kleinwort, Deutsche Bank, NLB in RBS, je na evropskem trgu uspešno plasiral državno obveznico. Višina zbranih naroËil vlagateljev je veË kot dvakrat presegla ponujeno koliËino obveznice. FEBRUAR Uradno odprli poslovne enote v Logatcu, Slovenski Bistrici, Radovljici in v Ljubljani na Rudniku1. Odprtje in uspešen zaËetek poslovanja novih poslovnih enot v Logatcu, Slovenski Bistrici, Radovljici in v Ljubljani na Rudniku smo proslavili na uradni otvoritvi, kjer smo nadaljevali z ustaljeno prakso in s sredstvi pomagali lokalnim neprofitnim organizacijam. Donacije v skupni višini 4.000 evrov smo v Logatcu namenili osnovni šoli, SmuËarsko skakalnemu klubu in Zavodu za vzgojo in izobraževanje, v Radovljici smo sredstva v enaki višini donirali rokometni šoli ter Osnovni šoli A. T. Linharta. Prav tako smo sredstva podarili ob otvoritvi poslovne enote v Ljubljani na Rudniku lokalni Osnovni šoli Minke Namestnik-Sonje, obmoËnemu združenju RdeËega križa pa smo donirali sredstva ob sveËani otvoritvi poslovne enote v Slovenski Bistrici. Dva izmed sodelavcev naše Banke med finalisti nateËaja Skupine ››Naša zavzetost je naša prednost!« Strokovna žirija finanËne skupine UniCredit Group je med veË kot tristo prejetimi predlogi sodelavcev iz 22 držav, kjer je potekal nateËaj ››Naša zavzetost je naša prednost«, izbrala prispevka dveh 1 Vse poslovne enote so bile odpr te že leta 2008. Uradno ot voritev tradicionalno izpeljemo mesec dni ali veË po uradnem z aËetku delovanja enote. naših sodelavcev. Med 30 izbranih finalistov sta se uvrstila Urška Kolar - Štuklek in Efren Maldonado. Slike in sporoËila finalistov o tem, kaj zanje pomeni vrednota ››zavzetost«, so bili objavljeni v letnih poroËilih, ki so jih o svojem poslovanju v letu 2008 pripravile banke, Ëlanice finanËne skupine UniCredit Group. Ponudili ugoden stanovanjski kredit za dva Od zaËetka leta do konca marca 2009 je v Banki potekala posebna akcija za stanovanjske kredite. Ob lastništvu oziroma ob otvoritvi dveh banËnih paketov so lahko stranke dobile stanovanjski kredit brez stroškov odobritve. ZaËeli z dogodkom ››Zajtrk z upravo« Februarja smo izbrane sodelavke in sodelavce prviË povabili na ››Zajtrk z upravo«, ki je bil samo ena od aktivnosti, ki smo si jih za izboljšanje interne klime zastavili na podlagi preverjanja zadovoljstva sodelavcev. Na dogodku, ki smo ga tekom leta ponovili še veËkrat, so sodelavci, ki sicer nimajo veliko priložnosti za sreËanja z vodstvom Banke, lahko delili mnenja o svojem poËutju v Banki, o delu in predlogih za izboljšanje s Ëlani uprave. MAREC Uradno odprli poslovno enoto v Kamniku Ob uradni otvoritvi poslovne enote v Kamniku smo donacijo namenili Centru za izobraževanje, rehabilitacijo in usposabljanje Kamnik ter enoti SneguljËica VVZ Antona Medveda Kamnik. Otvoritve se je udeležila tudi Petra MajdiË, ki ji UniCredit Banka Slovenija d.d. že dve leti pomaga s sponzorskimi sredstvi. Vse otvoritve novih poslovnih enot je spremljala tudi posebna ponudba za stranke. Na tiskovni konferenci predstavili uspešno poslovanje v letu 2008 UniCredit Banka Slovenija d.d. je bila v zadnjih letih med najhitreje rastoËimi bankami v Sloveniji in je od leta 2003 veË kot podvojila bilanËno vsoto. V primerjavi z letom poprej pa je poveËala bilanËno vsoto za skoraj 36 %; na veË kot 2,89 milijarde evrov ob koncu leta 2008. To nas uvršËa na Ëetrto mesto na slovenskem trgu po tržnem deležu. Rezultate našega uspešnega poslovanja smo predstavili javnosti na novinarski konferenci isti dan kot finanËna skupina UniCredit Group. BrezplaËni dvigi na bankomatih in brezplaËna spletna banka ZaËeli smo z akcijo Preizkusite nas, v okviru katere smo novim strankam med drugim ponudili brezplaËno spletno banko in pol leta brezplaËen paket Master Plus. Vodstvo banke preaivelo dan v poslovnih enotah ››Dan v poslovni enoti« je že drugo leto zapored potekal v vseh poslovnih enotah UniCredit Banka Slovenija d.d. Vodje divizij in menedžerji s sedeža Banke so preživeli dan v poslovnih enotah po vsej Sloveniji. Ob tej priložnosti so se pogovarjali s sodelavci iz mreže ter prisluhnili mnenju in idejam strank za nadaljnji razvoj banËnih storitev. ZaËetek zbiranja zamaškov plastenk S svojimi aktivnostmi želimo pomagati okolju, v katerem delujemo. Sodelavce in stranke smo povabili k zbiranju plastiËnih zamaškov, da bi na tak naËin pomagali pri nakupu invalidskega voziËka deklici iz socialno šibke družine. Naši akciji se je kasneje pridružilo kar nekaj šol, vrtcev in gostinskih lokalov. Prejeli nagrado za prepriËljivo oglasno sporoËilo Na 18. slovenskem oglaševalskem festivalu (SOF) smo prejeli zlato nagrado za televizijski spot ››Morda potrebujete veËje stanovanje«. Izvedli serijo predavanj za Ëlane lokalnih obrtno-podjetniških zbornic Dogajanje na mednarodnih in lokalnih finanËnih trgih pomembno vpliva na poslovne rezultate podjetij. Strokovna sreËanja so bila organizirana v devetih mestih in so bila hkrati priložnost za obogatitev ter nadgradnjo poznavanja financ in trenutne situacije na trgu, saj so Ëlani lokalnih obrtnih zbornic svoje izkušnje in vprašanja lahko delili s finanËnimi strokovnjaki iz UniCredit Banka Slovenija d.d. Uspešna vkljuËitev v nov plaËilni sistem (SEPA IKP) za domaËa plaËila S 4. marcem 2009 se je UniCredit Banka Slovenija d.d. vkljuËila v novo vzpostavljeni plaËilni sistem SEPA IKP, ki omogoËa procesiranje domaËih plaËil malih vrednosti v skladu s SEPA standardi. Z uporabo SEPA pravil in standardov Banka strankam ponuja bolj uËinkovito in standardizirano izvajanje domaËega plaËilnega prometa. APRIL Z varnostnim SMS sporoËilom strankam omogoËili še bolj varno kartiËno poslovanje Od aprila 2009 dalje lahko stranke UniCredit Banka Slovenija d.d. prejemajo obvestila o svojih kartiËnih transakcijah. Ponudili smo jim tri razliËne pakete storitev; stranka lahko med drugim doloËi tudi višino transakcij, o katerih želi biti obvešËena z varnostnim SMS sporoËilom. Da bi se stranke o prednostih storitve lahko prepriËale že pred nakupom, smo jim ponudili enomeseËno brezplaËno poskusno obdobje. Depozit z do 5-odstotno letno obrestno mero Pripravili smo ponudbo privlaËnih obrestnih mer za depozite. Stranke, ki zamenjajo banko in prenesejo poslovanje na UniCredit Banka Slovenija d.d., lahko pridobijo 5-odstotno fiksno letno obrestno mero za sklenitev depozita za dve leti. »e bo stranka v Ëasu vezave sredstva potrebovala, lahko pridobi nadomestna sredstva po posebej ugodnih pogojih. Razpis štipendij za magistrski program New Europe Master FinanËna skupina UniCredit Group in fundacija Cassamarca sta predstavili program New Europe Master s poudarkom na banËništvu in podjetništvu ter priložnost za 3-meseËno pripravništvo v Skupini. Štipendija v višini do 22.000 evrov je bila namenjena izbranim diplomantom (diploma ali magisterij) in mladim strokovnjakom iz držav srednje in vzhodne Evrope, v katerih je Skupina prisotna s svojimi Ëlanicami. SkupšËina delniËarjev potrdila razvojni naËrt Na skupšËini delniËarjev Banke so se med drugim dogovorili o uporabi bilanËnega dobiËka ter temeljih poslovne politike in naËrtu razvoja Banke za leto 2009. Sprejeto je bilo letno poroËilo notranje revizije o notranjem revidiranju, bilanËni dobiËek poslovnega leta 2008 pa je bil v celoti razporejen v druge rezerve iz dobiËka. Zajtrk finanËnih trgov Stranke in novinarje smo povabili na predavanje dr. Philipa Gisdakisa, ki je govoril o naslednjih temah: ekonomski razvoj in pregled s poudarkom na Evropi, analiza glavnih valut (EUR, USD, CHF), analiza delnic, pregled obrestne mere za evro, analiza surovin; neplemenite kovine, plemenite kovine, nafta. Že veËkrat dobro obiskan in med našimi strankami dobro poznan poslovni zajtrk je odprl dr. France Arhar, predsednik uprave UniCredit Banka Slovenija d.d. MAJ Novinarska nagrada “Pisanje za SVE” v evropskem “super­letu” Slovenske novinarje smo povabili k oddaji prispevkov v okviru projekta, ki ga organizira naša sestrska banka. Bank Austria in Avstrijska tiskovna agencija (APA )sta namreË tudi v letu 2009 nadaljevali uspešno sodelovanje pri podeljevanju priznanj novinarjem za njihova odliËna dela. Že šestiË je bila podeljena denarna nagrada v višini 5.000 evrov. ››Minibus veselja« bo mladim zagotovo prinesel veliko pozitivnih izkušenj Z novoletno donacijo ob koncu leta 2008 smo namesto nakupa novoletnih daril pripomogli k oživitvi projekta uliËne vzgoje otrok. Na slavnostni otvoritvi ››Minibusa veselja« na Fešti na Fužinah se je mobilni center prviË pripeljal med mlade. Minibus veselja je že v letu 2009 obiskal številne slovenske kraje.2 Skupina UniCredit Group je postala glavni pokrovitelj mednarodnih gostovanj gledališËa La Scala FinanËna skupina UniCredit Group je postala ponosni glavni partner mednarodne turneje gledališËa La Scala za obdobje od 2009. do 2 Informacije in slikovna gradiva o krajih, ki jih je Minibus veselja že obisk al in namerava obisk ati, lahko najdete na: ht tp: //skala.donbosko.si/ Predstavitev Banke Dosežki in dogodki v letu 2009 2013. leta. S podporo tega emblema odliËnosti je Skupina okrepila tudi svojo zavezanost glasbi kot univerzalnemu jeziku, ki povezuje ljudi. Sponzorstvo obenem sovpada tudi z mednarodnim profilom Skupine. Z depozitom strankam pomagali tudi do ugodnega kredita KonkurenËne obrestne mere za depozite smo ponudili tudi pravnim osebam. »e bi podjetje potrebovalo sredstva v Ëasu vezave, mu bomo zagotovili nadomestna sredstva v enaki višini pod zelo ugodnimi pogoji brez dodatnih stroškov. Banka Slovenije prižgala zeleno luË za nadaljevanje aktivnosti za uporabo naprednega pristopa (F-IRB) za izraËun kapitalske zahteve za kreditno tveganje za segment poslovanja s podjetji V Ëasu od 20. aprila do 22. maja je Banka Slovenije izvedla revizijo aktivnosti v zvezi z uvedbo naprednega pristopa za izraËun kapitalske zahteve. Ob zakljuËku pregleda so predstavniki Banke Slovenije sporoËili, da se moramo vsi v Banki zavedati, da je integriranost koncepta kapitalske zahteve naprednega pristopa IRB v vse procese v Banki izrednega pomena za dobro delovanje in poslovanje, trenutna raven te integriranosti v Banki pa je bila ocenjena kot zadovoljiva. JUNIJ Organizirali sreËanje gospodarstvenikov Na grad Jable smo povabili najvidnejše slovenske gospodarstvenike. Med drugim smo tam ugotovili, da bo za nadaljnji razvoj konkurenËnosti slovenskega gospodarstva kljuËno nastajanje novih poslovnih modelov za premošËanje kriznih razmer ter kot priprava na izkorišËanje priložnosti v Ëasu gospodarske rasti. Dogovori med socialnimi partnerji morajo biti fleksibilni, hitrejši in bolj uËinkoviti. Prva naloga vlade je, da doseže pozitivno družbeno in gospodarsko klimo ter ustrezne pogoje za dolgoroËno konkurenËno gospodarstvo. Z Last minute potrošniškim kreditom smo pomagali izpolniti poËitniške želje Strankam smo ponudili potrošniški kredit, ki ga je odlikoval hiter postopek odobritve ter poljubno razpolaganje s sredstvi za poËitnice ali veËje nakupe. Zbirali smo za potres v Abruzzih Sodelavci iz UniCredit Banka Slovenija d.d. smo se pridružili pobudi Skupine in z donacijami pomagali pri obnovi stanovanjskih objektov žrtev potresa v Abruzzih. Novinarjem smo ponudili možnost za sreËanje s predsednikom nadzornega sveta Ob obisku Federicca Ghizzonija v Banki smo prviË organizirali tudi sreËanje s predstavniki sedme sile. JULIJ Strankam, ki so izgubile zaposlitev, smo omogoËili brezplaËno vodenje raËuna Ena od neprijetnih posledic finanËne krize je nedvomno tudi izguba zaposlitve. Strankam, ki so se znašle v tej nezavidljivi situaciji, smo stopili naproti s pobudo, s katero smo jih pozvali, da v poslovno enoto, kjer so odprli raËun, najkasneje do konca novembra prinesejo potrdilo o svojem statusu. S tem so si lahko zagotovile brezplaËno vodenje transakcijskega raËuna za obdobje do ponovne zaposlitve oziroma do 31. decembra 2010. Skupina UniCredit Group postala sponzor UEFA Champions League za naslednje tri sezone FinanËna skupina UniCredit Group je postala ponosni partner UEFA Champions League do leta 2012. UEFA Champions League sodi med najbolj popularna mednarodna nogometna tekmovanja na klubski ravni, ki jih navdušeno spremlja vsak drugi evropski državljan. SreËanje s plesalci La Scala Balet Del mednarodne turneje, ki jo je podprla finanËna skupina UniCredit Group, je bilo tudi gostovanje La Scala Balet na Ljubljanskem poletnem festivalu. Pred predstavo smo novinarje, ki pokrivajo podroËje kulture, povabili na tiskovno konferenco, kjer so se nam pridružili najboljši plesalci predstave. Po predstavi so se baletniki udeležili tudi sprejema, ki smo ga pripravili za poslovne partnerje. Trenta zadonela tudi v 2009 VeË kot 150 talentiranih študentk in študentov glasbe iz držav srednje in vzhodne Evrope se je prijavilo na razpis, 23 od njih pa jih je uspešno opravilo vse preizkuse in bilo sprejetih na izobraževanje v Trenti. Bank Austria, Ëlanica finanËne skupine UniCredit Group, je že deseto leto zapored v sodelovanju z Dunajskimi filharmoniki omogoËila izvedbo Mednarodnega glasbenega foruma v Trenti, kjer so nadarjene študentke in študente na mojstrskih teËajih za violino, violo in violonËelo ter teËaju komorne glasbe približali zvenu enega najboljših orkestrov na svetu. Desetdnevno intenzivno delavnico v slovenskem nacionalnem parku v Trenti so tudi tokrat vodili profesorji in najboljši godalci Dunajskih filharmonikov, najboljši udeleženci pa so se jeseni javnosti predstavili tudi na koncertu v znamenitem dunajskem Musikvereinu. Najboljši med njimi bodo dobili možnost angažmaja v orkestru. Doslej je namreË kar nekaj udeležencev Mednarodnega glasbenega foruma v Trenti dobilo mesto v orkestru Dunajskih filharmonikov, veliko drugih udeležencev pa igra v najboljših evropskih orkestrih. Tradicionalni zakljuËni koncert solistov je konec julija ponovno zadonel v Domu Trenta. AVGUST Z naložbenim življenjskim zavarovanjem Trio Garant ponudili varno in dolgoroËno plemenitenje prihrankov Strankam smo s produktom Trio Garant ponudi trikratno zašËito: 100-odstotna zašËita vplaËanih sredstev, 100-odstotno pokritje inflacije evrskega obmoËja ter 10-odstotni donos na vplaËana sredstva. Zagotovili smo jim zavarovalno kritje za primer smrti v višini 110 % vplaËanih sredstev z jamstvom zavarovalnice ter udeležbo na potencialnem donosu, ki je vezan na poslovanje najveËjih evropskih podjetij ter na vrednost zlatega indeksa. Interno sreËanje v nogometnem duhu Drugi rojstni dan našega novega imena smo praznovali ob Podpeškem jezeru, kjer smo se pomerili v malce drugaËnih nogometnih igrah in roËnem nogometu. Najboljšim ekipam in igralcem smo podelili Zlate kopaËke, izbrali smo UniCredit Ronalda, eno Zlato kopaËko pa smo podelili tudi Ëlanu uprave, Stefanu Vavtiju, za posebne dosežke pri promociji nogometa znotraj Banke. Tradicionalni interni dogodek smo tako povezali s sponzorstvom UEFA Champions League. SEPTEMBER Sodelovali pri izdaji 15-letne državne obveznice Republika Slovenija je bankam HSBC, RBS, SGCIB in UniCredit Banka Slovenija d.d. podelila mandat za vodenje sindikata, ki je organiziral novo referenËno izdajo obveznic Republike Slovenije. V eni uri so skupna naroËila presegla 3,9 milijarde evrov, kar je pokazalo izredno velik interes vlagateljev. Organizatorji so donos znižali na 80 baziËnih toËk nad obrestno zamenjavo, obseg izdaje pa na 1,5 milijarde evrov. Predstavili akcijski depozit s fiksno obrestno mero ZaËeli smo ponujati posebej ugoden depozit s 4,4-odstotno letno obrestno mero za 30-meseËno vezavo sredstev v evrih, ki je nespremenljiva celotno obdobje vezave in nudi zašËito pred trendom padanja obrestnih mer. K temu smo dodali možnost periodiËnega izplaËila obresti (meseËno, Ëetrtletno, polletno, letno) in dostop do nadomestnih sredstev tudi pred iztekom vezave. Zmagovalna zgodba Dneva Listine o vrednotah prihaja iz Murske Sobote Na Dan Listine o vrednotah smo namenili uro Ëasa našim vrednotam in se pogovarjali o tem, kako vsak posameznik doživlja vrednote Banke, katera se nam zdi najpomembnejša in pri kateri bi se morali izboljšati. Pogovori so se tokrat vrteli okrog dogodkov, skozi katere smo strankam izkazali zaupanje, spoštovanje, vzajemnost, odgovornost ali kjer smo delovali transparentno. Preteklo leto sta bili najbolj izpostavljeni vrednoti zaupanje in spoštovanje, kar je ne nazadnje tudi odraz trenutnega dogajanja na trgu. Sodelavci so zgodbe zapisali in z njimi sodelovali na internem nateËaju. Izdaja dovoljenja za uporabo naprednega pristopa za izraËun kapitalske zahteve za operativno tveganje S 1. septembrom 2009 je bilo za UniCredit Banka Slovenija d.d. izdano dovoljenje za uporabo naprednega pristopa za izraËun kapitalske zahteve za operativno tveganje. Posledica tega ni samo manjša kapitalska zahteva za operativna tveganja, ampak predvsem implementacija visokih standardov upravljanja z operativnim tveganjem. OKTOBER Spremembe v upravi Stefan Vavti, prej Ëlan uprave UniCredit Banka Slovenija d.d., odgovoren za prodajno mrežo in podporo prodaji, je odšel na novo delovno mesto znotraj finanËne skupine UniCredit Group. Sprejel je izziv, pri katerem bo kot vodja privatnega banËništva Skupine pristojen za razvoj tega segmenta v državah srednje in vzhodne Evrope (SVE), kjer je Skupina prisotna. V upravi Banke ga je nadomestil Francesco Vercesi. Zmagovalni potrošniški kredit z ugodno obrestno mero v Ëasu UEFA Champions League UniCredit Banka Slovenija d.d. je ponudila Zmagovalni potrošniški kredit, ki ga odlikuje ugodna obrestna mera, ki je do konca maja 2010 še dodatno znižana. V okviru akcije je bil možen najem kredita tudi do višine 20.000 evrov z možnostjo odplaËila do 10 let. Raziskava Euromoney: UniCredit Banka Slovenija d.d. je vodilni ponudnik banËnih storitev na podroËju upravljanja z denarnimi sredstvi Euromoney, ugledna mednarodna finanËna revija, je na podlagi izvedene raziskave razglasila UniCredit Banka Slovenija d.d. za vodilnega ponudnika banËnih storitev na podroËju upravljanja z denarnimi sredstvi. Dan umetnosti v 22 državah Drugo oktobrsko soboto so bila vrata Slovenskega etnografskega muzeja vsem sodelavcem finanËne skupine UniCredit Group široko odprta za ogled treh razstav. Obiskovalci so si lahko ogledali stalno razstavo z naslovom Med naravo in kulturo, ki predstavlja zakladnico slovenske in zunaj evropske dedišËine vsakdana in praznika z veË kot 3.000 razstavljenimi predmeti. V vsaki državi, kjer so prisotne Ëlanice skupine UniCredit Group, so sodelavci tako lahko na Dan umetnosti obiskali vsaj enega izmed izbranih muzejev. NOVEMBER Naložbeni dvojËek Strankam s presežnimi sredstvi smo ponudili akcijske obrestne mere za depozite v evrih z roËnostjo 6, 12 ali 24 mesecev. Zmagovalno kombinacijo sta v sklopu akcije predstavljala depozit in ERGO naložbeno življenjsko zavarovanje. Razpršitev sredstev je tako prinesla potencialno bolj varno plemenitenje prihrankov tudi v negotovih Ëasih. Predstavitev Banke Dosežki in dogodki v letu 2009 Uveljavitev Zakona o plaËilnih storitvah in sistemih S 1. novembrom 2009 je stopil v veljavo nov Zakon o plaËilnih storitvah in sistemih, ki je v slovenski prostor prenesel evropsko direktivo o plaËilnih storitvah. Banka je uspešno prilagodila pogoje poslovanja novim zahtevam ter strankam zagotovila še veËjo transparentnost in kakovost storitev. DECEMBER Ponovno spremembe v upravi Z decembrom je s svojim delom na položaju Ëlana uprave UniCredit Banka Slovenija d.d. formalno zakljuËil dr. Heribert Fernau. Dolžnosti, vezane na opravljanje njegove funkcije, so se namreË uradno iztekle. Do nadaljnjega ostaja uprava UniCredit Banka Slovenija d.d. triËlanska. Otrokom bomo poiskali nadomestne babice in dedke Tudi konec leta 2009 smo namesto nakupa novoletnih daril sredstva namenili otrokom iz socialno šibkih družin. Z donacijo jim bomo omogoËili letovanje, na katerem si bo vsak od otrok lahko izbral svojega nadomestnega dedka ali babico, ki bo z otrokom ohranil stik in ga bodril tudi v prihodnosti. Aktivnosti, ki jih izvajamo skupaj z Zvezo prijateljev mladine, so se zaËele že v decembru. Takrat smo v vseh enotah v Sloveniji zbirali igraËe in pripomoËke za ustvarjanje, da bi z njimi prinesli nasmeh na usta otrokom ob prehodu v novo koledarsko leto. Kreativni otroci naših sodelavk in sodelavcev V decembru smo z otroci naših sodelavk in sodelavcev uživali v kreativnosti ob izdelovanju vošËilnic pod mentorstvom prostovoljk Zveze prijateljev mladine. Predstavniki Zveze, ki jim letos namenjamo našo novoletno donacijo, so se z veseljem odzvali na naš predlog za pripravo tovrstne delavnice. Poslovno poroËilo Recesija, ki se je zaËela v zadnjem Ëetrtletju leta 2008, je presegla še tako Ërnoglede napovedi. Gospodarska rast Slovenije, ki je še v letu 2007 znašala kar 6,8 % na letni ravni, je v letu 2008 padla na 3,5 % predvsem zaradi zadnjega Ëetrtletja, ko smo v Sloveniji prviË v Ëasu trajanja te recesije zabeležili negativno rast (-0,8 %) bruto domaËega proizvoda (BDP) na letni osnovi. Napovedi gospodarske rasti v Republiki Sloveniji za leto 2009, ki so bile še jeseni leta 2008 pozitivne, pa so se januarja zaËele hitro obraËati v negativno smer. V prvem Ëetrtletju leta 2009 smo tako zabeležili -8,2-odstotni padec rasti na letni ravni, v drugem Ëetrtletju je bil ta že -9,2-odstotni in v tretjem -8,3-odstotni. Zadnja ocena Urada za makroekonomske analize in razvoj (UMAR) glede gospodarske rasti v Sloveniji za leto 2009 v celoti je sedaj -7,3 %, skromne pa so tudi napovedi za prihodnja leta. UMAR namreË napoveduje gospodarsko rast v višini 0,9 % v letu 2010 in 2,5-odstotno rast v letu 2011. Takšne napovedi ne prinašajo bistvenega olajšanja, saj so napovedane stopnje rasti blizu napovedi povpreËne rasti za obmoËje Evropske ekonomske in monetarne unije (EMU). V Sloveniji smo namreË v preteklih letih beležili bistveno višjo gospodarsko rast kot v obmoËju EMU in smo imeli za cilj 2 odstotni toËki višjo rast kot v Evropski uniji (EU). BanËni sektor je že v letu 2008 beležil obËuten padec rasti kreditiranja nebanËnega sektorja in s tem nakazoval zastoj ekonomije. Rast teh posojil je ob koncu leta 2007 znašala kar 40 %, v 2008 pa smo beležili konstanten padec stopenj rasti v tem segmentu (oktobra 2008 je padla že na 23 %), novembra 2009 pa je znašala le še 1,4 %. Pri posojilih prebivalstvu je bila stopnja rasti v letu 2009 podobna tisti iz leta 2008, pri Ëemer pa je že ta bila veË ko pol manjša kot v letu 2007. Stanovanjska posojila so v letu 2009 do novembra zrasla za 15,8 %, medtem ko je ostal znesek potrošniških posojil praktiËno nespremenjen. Bilanca banËnega sektorja se je glede na leto 2007 bistveno spremenila predvsem v izbiri naložb bank, kjer se je izrazito poveËala stopnja rasti naložb v vrednostne papirje in bistveno zmanjšala rast kreditne aktivnosti bank nebanËnemu sektorju. BilanËna vsota banËnega sektorja je od zaËetka leta 2009 do konca novembra 2009 znašala 6,8 %, višina dobiËka pred obdavËitvijo pa je za kar 41 % nižja kot leta 2008. Predpostavke UMAR in napovedi izbranih mednarodnih ustanov za gospodarsko rast v letih 2009 in 2010 EMU (3,9) (4,2) (4) (3,9) 0,4 0,3 0,9 0,9 NemËija (4,8) (5,3) (4,9) (4,8) 0,9 0,8 1,4 2 ZDA (2,8) (2,7) (2,5) (2,5) 0,9 1,5 2,5 1,8 Velika Britanija (4,7) (4,4) (4,7) (4,6) (0,3) 0,9 1,2 1,3 Vir: UMAR jesenska napoved (September 2009), UniCredit Group Friday notes Opomba: IMF- Mednarodni denarni sklad; OECD- Organizacija za ekonomsko sodelovanje in razvoj Letna stopnja inflacije je sledila trendu gospodarske rasti. Od sredine leta 2008 se je meseËna stopnja inflacije zniževala in julija 2009 na medletni ravni dosegla negativno stopnjo. Po tem je sledil preobrat, saj se je novembra 2009 inflacija, merjena po HICP, obËutno poveËala. Na medletni ravni je znašala že 1,8 %, decembra pa celo 2,1 %, kar je predvsem posledica gibanja cen energentov. Za leto 2010 priËakujemo nadaljnjo rast cen. UMAR v svoji jesenski napovedi predvideva, da bo v letu 2010 medletna inflacija konec leta narasla na 2,0 %, pri Ëemer bo povpreËna stopnja inflacije v tem letu 1,5 %. V letu 2011 naj bi se po tej napovedi konec leta inflacija dvignila na 2,7 % na medletni ravni. Operativni stroški sektorja so bili do novembra 2009 nižji kot v enakem obdobju lani, medletna rast stroškov dela pa ni presegla enega odstotka. Donosnost banËnega sistema je s 6,3 % znašala le nekaj veË kot polovico predlanske v enakem obdobju. Lokalni borzni trg (indeks SBI20) je v letu 2009 zabeležil 11,41-odstotno rast, ki pa je bistveno zaostajala za rastjo na veËjih svetovnih trgih (DAX: 19,5 %; DOW: 15,6 %; FTSE: 18,5 %). Promet na borzi je glede na leto 2008 upadel za 29,7 %. Kljub obËutni korekciji teËajev v letu 2008 ostaja P/E razmerje na ravni 23,6 relativno visoko, pri Ëemer je pomembno dejstvo, da so kotirajoËa slovenska podjetja imela v povpreËju veËji upad Ëistega dobiËka kot njihovi evropski tekmeci. Delež tujih vlagateljev na Ljubljanski borzi vrednostnih papirjev je v letu 2009 znašal 7,4 %. Poslovno poroËilo Gospodarsko okolje v letu 2009 Makroekonomski kazalci za Slovenijo v obdobju od 2004 do 2009 4,3 4,3 5,9 6,8 3,5 3,2 2,3 2,8 5,6 2,1 (2,2) (1,4) (1,2) 0,5 (1,8) 6,3 6,5 6 4,5 4,4 Vir: StatistiËni urad RS *ocena UMAR Gospodarska slika leta 2009 in napovedi za leto 2010 dajejo le malo prostora za izrazit optimizem glede razvoja banËnega trga. Omejevanje stroškov, poËasna rast in nizke stopnje dobiËkov bodo tudi v prihodnje zaznamovali banËni sektor in gospodarstvo nasploh. V takšnem okolju bo v bankah bolj kot kdaj koli prej poudarek na kakovostni oceni in upravljanju tveganj. Ni namreË nobenega dvoma, da bo gospodarstvo za ponovno doseganje rasti potrebovalo veËjo podporo in dejavnost banËnega sektorja. (7,8) 1,8 (5,9) 5,7* Naša zavzetost je naša prednost V finanËni skupini UniCredit Group je naše najmoËnejše orodje prav trdna in neomajna zavzetost - za naše stranke, za naše zaposlene, za naše vlagatelje, za lokalne skupnosti, v katerih poslujemo, pa tudi zavzetost za spoštovanje naših temeljnih vrednot, spoštovanje kulture, doseganje visoke kakovosti v vsem, kar poËnemo, in zavzetost za trajnosten uspeh našega podjetja. V okviru finanËne skupine UniCredit Group to zavzetost uresniËujemo vsakodnevno, skozi prizadevanja in znanje naših 170.000 zaposlenih v 22 državah, ki skupaj tvorijo najveËjo banËno mrežo v Srednji in Jugovzhodni Evropi. 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 privlaËen delodajalec za lokalno okolje. Poslanstvo in vizija Naše poslanstvo je oblikovati nov naËin poslovanja v banËništvu skozi prizadevanje, da našim strankam ponudimo inovativne rešitve. Naša vizija je osredotoËati se na ljudi kot posameznike, kar bomo dosegli s prizadevanjem, da poveËamo njihov potencial ter jim pomagati uresniËiti njihove naËrte in ideje. Trdno verjamemo, da ima vsak posameznik pravico in odgovornost oblikovati svojo lastno prihodnost. FinanËna znanja zaposlenih v Banki lahko pomagajo posameznikom in podjetjem pri oblikovanju njihove prihodnosti kot tudi pri doseganju polnega potenciala. Banka si prizadeva dosegati dobiËkonosno in trajnostno rast na naËin, ki prinaša koristi družbi kot tudi vsem našim deležnikom. Vrednote Skupek vrednot, ki si jih delimo vsi zaposleni v finanËni skupini UniCredit Group, temelji na poštenosti kot pogoju trajnosti, kar omogoËa, da dobiËek preoblikujemo v vrednoto za vse naše deležnike. Znotraj finanËne skupine UniCredit Group delujemo po naslednjih vrednotah, ki izhajajo iz naše Listine o vrednotah: • Poštenost - imamo enoten visok standard za vse, kar poËnemo; le-ta se uporablja za vse enako in brez diskriminacije. • Zaupanje - ljudje si delimo skupen kodeks vrednot, ki je podlaga vsemu, kar poËnemo. Le-ta je trden temelj našega ugleda in gradi zaupanje v podjetje, ki je kljuËnega pomena za dobiËkonosno, 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 poËnemo, vedno pošteno, relevantno in odkrito. • Vzajemnost - aktivno si prizadevamo pomagati posameznikom okoli sebe, pri Ëemer verjamemo, da bomo tudi sami deležni enake pomoËi. • Svoboda delovanja - gojimo kulturo odprtosti, ki našim ljudem omogoËa uresniËevanja 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. Upravljanje na osnovi vrednot ter preglednost rezultatov Celotno upravljanje in delovanje Banke temelji na upoštevanju naštetih vrednot. V skladu z usmeritvijo finanËne skupine UniCredit Group je Banka vzpostavila sistem ekonomske dodane vrednosti (EVA- Economic value added) kot glavno merilo uspešnosti poslovanja. EVA meri prispevek dobiËka nad stroški kapitala in se ne uporablja le na ravni celotne Banke paË pa tudi pri posameznih odloËitvah 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 dobiËkonosnosti kot gonilne sile vrednosti. Banka si zato prizadeva vlagati kapital v tiste poslovne segmente, produkte in storitve, kjer je mogoËe doseËi najvišjo dodano vrednost. Preglednost oblikovanja vrednosti in/ali upadanja vrednosti je kljuËnega pomena za trajnostne rezultate. Divizijski poslovni model Poslovni model finanËne skupine UniCredit Group temelji na specializaciji za doloËene segmente strank. Za poslovne dejavnosti, kot so investicijsko banËništvo, trgovanje, mednarodno poslovanje s podjetji ali upravljanje sredstev, je oËitno, da so potrebe strank, storitveni modeli ali tržni segmenti medsebojno bolj podobni izven meja države kot pa znotraj domaËe tržne aktivnosti. Kljub temu verjamemo, da enako velja tudi za poslovanje s prebivalstvom v okolju industrializiranega banËništva, vendar ob hkratnem upoštevanju lokalnih tržnih posebnosti. 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 Ëlanstva v Skupini doseËi Poslovno poroËilo Poslanstvo, vizija in strategija ekonomijo obsega na strani prihodkov kot tudi na stroškovni strani in pri dobiËku. PoslediËno tudi organiziranost Banke sledi standardom Skupine in omogoËa prenos znanj in dobrih praks. Naša konkurenËna 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 podroËju trgovanja in investicijskega banËništva so naša konkurenËna prednost kompetence in povezovanje z oddelkom trgovanja in investicijskega banËništva znotraj finanËne skupine UniCredit Group. Pri upravljanju s sredstvi si pomagamo z znanjem podjetja Pioneer Investments, ki je eden vodilnih igralcev v globalnem merilu. Globalna divizija banËnih storitev v okviru finanËne skupine UniCredit Group nam zagotavlja podporo pri ohranjanju stroškovne uËinkovitosti in pri odkrivanju sinergij skozi harmonizacijo informacijske tehnologije, nabavo na ravni Skupine in naËrtovanje procesov. Trajnostni uspeh V UniCredit Banka Slovenija d.d. smo prepriËani, da je mogoËe finanËne cilje doseËi le s trajnostnim razvojem ob upoštevanju naslednjih naËel: • Prizadevamo si graditi dolgoroËne odnose s strankami in v našem sistemu nagrajevanja upoštevati zadovoljstvo strank. • Raznolikost: želimo uporabiti najrazliËnejše talente naših zaposlenih, ne glede na njihovo starost, spol, versko opredelitev, zdravje ali spolno usmeritev. • Družbena odgovornost: želimo biti predan in koristen Ëlan lokalnih skupnosti, kar uresniËujemo tudi z našimi sponzorskimi dejavnostmi. • Ekološka trajnost: pri poslovanju dajemo velik pomen ekološki trajnosti. Spodbujamo in podpiramo zavedanje o medsebojni odvisnosti okoljevarstvenih tematik in banËništva. • Izobraževanja, spodbude in sistem nagrajevanja so namenjeni temu, da naši zaposleni uberejo podjetniško pot in pri tem ustvarjajo ravnotežje med delom in prostim Ëasom. Poslovno poroËilo Splošen pregled poslovanja OPERATIVNI PRIHODKI Leto 2009 je bilo predvsem leto, ki je vseskozi prinašalo veliko mešanih obËutkov zaradi negotovosti ob vse bolj zaostrujoËi se finanËni krizi. Temu primerno se je prilagodila tudi Banka, ki se je v takšnih razmerah znašla na novi preizkušnji. Po eni strani 2009 2008 smo izboljševali stroškovno uËinkovitost, po drugi strani pa smo 0,13 zaradi poslabšanja gospodarskih razmer in poslediËnega slabšanja kreditnega portfelja oblikovali dodatne slabitve. Nizka likvidnost banËnega sektorja in nezaupanje med bankami sta prispevala k podražitvi in omejitvam financiranja. Država se je medtem veËkrat aktivno vpletla in z izdajami obveznic skušala stabilizirati slovenski banËni sektor, ki je medtem bistveno zmanjšal svojo pripravljenost na prevzemanje novih tveganj. Vpliv nižjih obrestnih mer je ob tem pritiskal na nižje neto obrestne prihodke. Ne glede na takšno makroekonomsko okolje in težave, s katerimi se je sreËala banËna industrija v letu 2009, je bilo poslovanje UniCredit Banka Slovenija d.d. uspešno. Banka je sicer prviË po petih letih zmanjšala operativni dobiËek1. Le-ta je leta 2009 znašal 26,86 milijonov evrov, kar pomeni zmanjšanje za 3,54 milijone evrov oziroma za 11,6 %. Leta 2009 je operativni dobiËek na enakem nivoju kot prej.nje leto in je dosegel 64,54 milijonov evrov, vendar je Banka še vedno dosegala dobre rezultate na vseh poslovnih podroËjih. Skladno s priËakovanji se je razvijala donosnost osnovne dejavnosti poslovanja s strankami. Zaradi splošnih gospodarskih razmer in prilagajanja konkurenci, ki je vodila zelo ostro cenovno politiko pri depozitih, je Banka upad prihodka na obrestnih prihodkih uspešno nadomestila z veËjimi neobrestnimi prihodki. Skladno z naËeli upravljanja in optimiziranja dodane vrednosti se je Banka osredotoËila na strukturno izboljšanje rezultatov. Tako kot tudi že v prejšnjih letih se je Banka osredotoËila na posle, za katere ni potrebno zagotavljati veliko kapitala, kot so denimo banËne storitve in poslovanje s strankami. Pri odobravanju novih kreditov je Banka poskušala doseËi minimalno maržo, ki krije vse stroškovne dejavnike in hkrati zagotovi zahtevani donos na kapital. Oblikovanje vrednosti se meri po ekonomski dodani vrednosti (EVA). V vrednosti EVA se upošteva tudi trgovalni rezultat, ki je imel leta 2009 pozitiven uËinek na vrednost. Izkaz poslovnega izida za leto 2009 »iste obresti so se v primerjavi s preteklim letom zmanjšale z 45,16 milijonov evrov na 40,67 milijonov evrov, kar pomeni 9,9 % upad. 1 Operativni dobiËek je enak dobiËku pred obdavËit vijo, poveËan za oslabit ve in rezer va­cije. Zneski v mio EUR 0,26 OSTALI NETO REALIZIRANI DOBI»KI IZ FINAN»NIH SREDSTEV, KI NISO MERJENE PO POŠTENI VREDNOSTI SKOZI IPI TRGOVALNI REZULTAT »ISTE OPRAVNINE (PROVIZIJE) »ISTE OBRESTI Poslovno poroËilo FinanËni rezultati Postavka vkljuËuje tudi prihodek od dividend, ki je v letu 2009 znašal 1,64 milijonov evrov, v letu 2008 pa 0,04 milijona evrov. V letu 2009 so bili glavni razlog za nižje obrestne prihodke predvsem nižje obrestne mere na trgu. Kljub dejstvu, da so bile marže pri kreditih prebivalstvu pod velikim cenovnim konkurenËnim pritiskom in v znamenju poveËanih stroškov likvidnosti, je Banka poveËala prihodek od marž pri kreditih zaradi spremenjenih pogojev poslovanja. Marže na kreditih podjetjem so v letu 2009 še naprej raste in so prevzele poveËane stroške likvidnosti, ki jih je Banka plaËevala. Prihodek iz naslova marž pri depozitih se je zaradi zaostrenih konkurenËnih razmer in boja bank za sredstva zmanjšal in obËutno prispeval k nižjim Ëistim obrestim. »iste provizije so v letu 2009 zrasle za 1,4 % in dosegle 17,02 milijonov evrov (leta 2008, ki je bilo rekordno leto, 16,78 milijonov evrov). Razlog za takšno zvišanje so rešitve ››po meri« ter prizadevanja Banke za inovacije, kar je poslediËno prineslo privlaËne produkte in konkurenËne storitve. Provizije iz naslova poslov z vrednostnimi papirji in skrbniških poslov so se kljub gospodarski krizi poveËale za 9,14 % in so tako znašale 3,53 milijonov evrov. Provizije od kreditnih poslov so se s 4,84 milijona evrov v letu 2008 poveËale na 6,28 milijonov evrov v letu 2009. Poleg poveËanega obsega poslovanja in prestrukturiranja obstojeËih poslov je eden od razlogov za pozitiven razvoj tudi dejstvo, da so se v banËnem sektorju provizije za odobravanje kreditov poveËale in temu ustrezno se je prilagodila tudi Banka. Provizije od plaËilnega prometa v državi in s tujino so bile v skladu s priËakovanji Banke na podobni ravni kot leto poprej. Tako so te provizije v letu 2009 znašale 5,11 milijona evrov, medtem ko so bile v letu 2008 na ravni 5,04 milijonov evrov. Realizirani dobiËki iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida, so znašali 1,36 milijona evrov, kar v primerjavi z letom 2008 pomeni zmanjšanje za 0,24 milijona evrov. Znotraj te pozicije Banka izkazuje rezultat prodaje kapitalskih naložb in obveznic, razpoložljivih za prodajo kot tudi odpise vrednosti kreditov, pripoznanih po metodi veljavnih obresti in o njihovih poplaËilih. Rezultat prodaje finanËnih sredstev, razpoložljivih za prodajo, je dosegel v letu 2009 vrednost 1,43 milijona evrov (2008: 1,32 milijona evrov) in se nanaša predvsem na prodajo delnic, ODHODKI 2009 2008 Zneski v mio EUR pridobljenih iz unovËevanja zavarovanj kreditov. Trgovalne dejavnosti divizije FinanËni trgi za raËun Banke se odražajo v izkazu poslovnega izida v pozicijah ››dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju«, ››dobiËki/izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida« in ››Ëisti dobiËki/izgube iz teËajnih razlik«. To vkljuËuje tako dobiËek iz trgovalne dejavnosti za raËun Banke kot tudi dobiËke, ustvarjene iz poslovanja z izvedenimi DAVEK AMORTIZACIJA OSTALI ADMINISTRATIVNI STRO©KI STRO©KI DELA OSLABITVE IN REZERVACIJE finanËnimi instrumenti za stranke, kar lahko razumemo kot maržo brez tveganja. Trgovalni rezultat se je v letu 2009 obËutno izboljšal in dosegel 5,75 milijona evrov (v letu 2008 je le-ta znašal 0,81 milijonov evrov). Strma rast je posledica zmanjševanja kreditnih razponov za vse razrede sredstev na obvezniškem trgu. Pozicioniranje na krivulji donosnosti je imelo tako za posledico znatne dobiËke iz trgovanja z obrestnimi merami. K skupnemu trgovalnemu rezultatu so pozitivno prispevali tudi posli menjave valut kot tudi prodaja izvedenih finanËnih instrumentov strankam. Znotraj pozicije ››dobiËki in izgube iz odprave pripoznanja sredstev brez kratkoroËnih sredstev v posesti za prodajo« Banka poroËa o dobiËkih in izgubah iz odprave pripoznanja nepremiËnin, opreme in neopredmetenih sredstev. Za leto 2009 Banka za pozicijo poroËa o izgubi v višini -0,37 milijona evrov (2008: izguba v višini -0,08 milijona evrov). Kljub poveËevanju obsega poslovanja so se v letu 2009 administrativni stroški in amortizacija Banke zmanjšali za 0,37 milijonov evrov. Zaposlovanje novih ljudi se je ob odprtju 5 novih poslovalnic v 2009 umirilo, saj je Banka na drugi strani nenehno poveËevala svojo produktivnost in uËinkovitost ter tako bila brez veËjih potreb po novih delovnih mestih. Poleg tega se je Banka v letu 2009 osredotoËila na marketinške dejavnosti, ki so podprle širitev mreže poslovalnic in poveËevale prepoznavnost blagovne znamke UniCredit. Banka je ob tem svoje administrativne stroške upravljala skrbno in previdno. V letu 2009 so administrativni stroški z amortizacijo znašali skupaj 36,19 milijonov evrov (2008: 36,56 milijonov evrov), kar pomeni zmanjšanje v višini 0,37 milijona evrov oziroma 1,0 %. Stroški zaposlenih so se poveËali z 18,65 milijonov evrov v letu 2008 na 18,74 milijonov evrov v letu 2009. Razmerje variabilnega in fiksnega dela stroškov se je nekoliko spremenilo, saj so se plaËe zaposlenih kot posledica prilagoditve zaradi inflacije in dodatka za preteklo delo poveËale, na drugi strani pa je Banka zaradi spremenjenih in negotovih tržnih razmer zmanjšala del stroškov dela, ki se nanaša na variabilno nagrajevanje. Ob koncu leta 2009 je Banka imela 504,8 zaposlenih za polni delovni Ëas (2008: 500,9 zaposlenih), povpreËno pa je v tem letu za Banko delalo 500,6 zaposlenih za polni delovni Ëas (2008 464,9 zaposlenih). Ostali administrativni stroški so se v letu 2009 zmanjšali za 1,36 milijona evrov na 13,01 milijonov evrov, saj si Banka intenzivno prizadeva upravljati svoje stroške. Amortizacija se je s 3,55 milijone evrov v letu 2008 poveËala na 4,44 milijone evrov v letu 2009, kar predstavlja 25,2 % porast in odraža poveËane naložbe Banke v infrastrukturo v prejšnjem letu. UniCredit Banka Slovenija d.d. skuša zmanjšati izgube zaradi oslabitev finanËnih sredstev z najsodobnejšimi tehnikami za obvladovanje tveganj in z osredotoËanjem na stranke z visoko kreditno sposobnostjo. V letu 2009 je oslabitev sredstev, vkljuËno z rezervacijami, znašala 16,96 milijonov evrov (2008: 6,99 milijonov evrov), kar pomeni poveËanje v višini 9,97 milijonov evrov in je posledica prilagajanja tržnim razmeram in vodenju konzervativne politike upravljanja s kreditnimi tveganji. »isti dobiËek iz teËajnih razlik je znašal 4,77 milijonov evrov in je skoraj identiËen kot v letu 2008, ko je znašal 4,75 milijonov evrov. V letu 2009 je Banka dosegla dobiËek pred obdavËitvijo v višini 11,25 milijonov evrov v primerjavi s 23,53 milijonov evrov v letu 2008, kar pomeni zmanjšanje v višini 12,28 milijona evrov. V okviru odhodkov za davke v višini 2,45 milijonov evrov (2008: 5,04 milijone evrov) Banka beleži tekoËe davke v višini 1,94 milijonov evrov (2008: 5,51 milijone evrov) in iz naslova odloženih davkov v višini 0,51 milijona evrov (2008: dobiËek v višini 0,46 milijona evrov). »isti dobiËek poslovnega leta znaša 8,80 milijonov evrov v primerjavi z 18,48 milijonov evrov v letu 2008, kar predstavlja zmanjšanje v višini 9,69 milijona evrov. Bilanca stanja za leto 2009 V skladu s svojo strategijo je UniCredit Banka Slovenija d.d. zavezana k dobiËkonosni rasti. PoslediËno pa Banka ne verjame, da je rast bilanËne vsote sama po sebi dobro merilo poslovanja. Leta 2009 je Banka poveËala bilanËno vsoto za 376,13 milijonov evrov ali za 13,0 % na 3.267,37 milijonov evrov. Glavni razlogi za to poveËanje so naslednji: • SooËena z likvidnostno krizo, se je Banka odloËila ohranjati veË sredstev pri centralni banki kot tudi pri Bank Austria AG, ki je likvidnostno središËe za Slovenijo. Namen teh ukrepov je bil zagotoviti dovolj denarnih sredstev v kateremkoli trenutku. Vloge bank so se poveËale za 335,42 milijonov evrov. • Rast kreditov strankam, ki niso banke, se je v primerjavi z rekordnimi preteklimi leti umirila. Tako so se tovrstni krediti poveËali za 32,47 milijonov evrov (2008: 469,23 milijonov evrov). • FinanËna sredstva, razpoložljiva za prodajo, so se poveËala za 135,22 milijonov evrov in sedaj znašajo 352,61 milijonov evrov. NajveËji del poveËanja je rezultat unovËenja zavarovanj kreditov v obliki vrednostnih papirjev. ››Denar v blagajni in stanje na raËunih pri centralni banki« se je v letu 2009 poveËal za 36,12 milijonov evrov na 78,02 milijonov evrov, kar je posledica globalne likvidnostne krize. Poslovno poroËilo FinanËni rezultati FINAN»NA SREDSTVA 2009 2008 30 30 65 30 78 42 Zneski v mio EUR DRUGA SREDSTVA V POSESTI DO ZAPADLOSTI KREDITI BANKAM KREDITI STRANKAM RAZPOLOALJIVA ZA PRODAJO NAMENJENA TRGOVANJU DENAR IN STANJE NA RA»UNIH PRI CB * Postavka ››Krediti strankam« vkljuËuje tako kredite, merjene po odplaËni vrednosti, kot tiste, merjene po pošteni vrednosti skozi izkaz poslovnega izida. Za prodajo razpoložljiva finanËna sredstva so se poslediËno poveËala v letu 2009 z 217,39 milijonov evrov na 352,61 milijonov evrov. Pozicija je sestavljena iz kapitalskih naložb Banke, likvidnega portfelja, pozicij kreditnih razponov pri obveznicah podjetij in bank ter delnic v podjetjih, katere ima Banka namen prodati, saj jih je pridobila kot rezultat unovËenja zavarovanj kreditov. Posojila in terjatve do bank so se poveËale z 289,45 milijonov evrov v letu 2008 na 561,13 milijonov evrov v letu 2009 kot posledica globalne finanËne krize in namere Banke, da ohranja veË likvidnih sredstev kratkoroËno na voljo. Posojila in terjatve do strank, ki niso banke, so se zvišali z 2.064,46 milijonov evrov na 2.096,92 milijonov evrov do konca leta. PoveËanje je bilo zmerno predvsem zaradi manjšega povpraševanja po kreditih in zaradi splošnih gospodarskih razmer. FinanËne naložbe v posesti do zapadlosti, kjer ima UniCredit Banka Slovenija d.d. obveznice lokalne banke, so znašale 29,77 milijonov evrov in so primerljive z letom 2008, ko so znašale 29,72 milijonov evrov. PoveËanje opredmetenih osnovnih sredstev in neopredmetenih sredstev z 19,54 milijonov evrov na 22,15 milijonov evrov odraža naložbe Banke v poslovno infrastrukturo. Zmanjšanje z 62,66 milijonov evrov na 27,51 milijonov evrov pri drugih sredstvih je v glavnem posledica terjatev v obraËunu iz naslova prodaje vrednostnih papirjev. FinanËne obveznosti do centralne banke so znašale 120,63 milijonov evrov in so se v primerjavi z letom 2008 zmanjšale za 80,10 milijonov evrov ter so odražale znesek repo transakcij, ki jih je Banka sklenila s centralno banko iz razlogov financiranja. FinanËne obveznosti, namenjene trgovanju, so se v letu 2009 zmanjšale za 27,46 milijonov evrov in dosegle vrednost 81,77 milijonov evrov. Pozicija je sestavljena izkljuËno iz negativne tržne vrednosti izvedenih finanËnih instrumentov, s katerimi Banka trguje s strankami. PoveËanje na strani sredstev je bilo veËinoma financirano s finanËnimi obveznostmi, merjenimi po odplaËni vrednosti, ki so se zvišale s 2.370,38 milijonov evrov v letu 2008 na 2.836,58 milijonov evrov ob koncu leta 2009. Posojila in vloge strank, ki niso banke so se poveËale za 178,47 milijonov evrov na 820,75 milijonov evrov. Da bi ohranila dovolj kapitala in spoštovala uredbe Banke Slovenije glede kapitalske ustreznosti, je Banka v letu 2009 prejela podrejeno posojilo v višini 10 milijonov evrov, ki skupaj s podrejenim dolgom iz leta 2008 znaša 30,13 milijonov evrov. FINAN»NE OBVEZNOSTI Delniški kapital se je v letu 2009 poveËal za preneseni dobiËek iz leta 2008. Zaradi financiranja prihodnje rasti in tudi zato, da bo 2009 2008 delovala skladno s predpisi Banke Slovenije, ki se nanašajo na kapitalsko ustreznost, bo Banka zadržala celotni dobiËek leta 2009 in ne bo izplaËala dividend. Delniški kapital znaša 191,22 milijonov evrov (2008: 179,17 milijonov evrov). SKUPAJ KAPITAL DRUGE OBVEZNOSTI DO CENTRALNE BANKE KREDITI BANK (vkljuËene podrejene obveznosti) VLOGE STRANK VLOGE BANK IZVEDENI FINAN»NI INSTRUMENTI Poslovno poroËilo Poslovanje s prebivalstvom in malimi podjetji SPLOŠEN PREGLED Leto 2009 je bilo za UniCredit Banka Slovenija d.d. na podroËju poslovanja s prebivalstvom in malimi podjetji leto najveËjih preizkušenj in izzivov hkrati. Na eni strani so se posledice ekonomske krize predvsem v prvem in drugem Ëetrtletju odrazile v nižji sposobnosti komitentov Banke odplaËevati svoje kreditne obveznosti. Izguba službe oziroma nižji dohodki pri prebivalstvu ter izguba naroËil in slabša plaËilna disciplina pri malih podjetjih so resno ogrozili osebne oziroma podjetniške finance marsikateremu komitentu Banke. Zato smo z razumevanjem prisluhnili strankam ter jim s strokovnim nasvetom in raznimi vrstami prestrukturiranj finanËnih obveznosti pomagali prebroditi najhujše. Na drugi strani pa je bilo posledice krize Ëutiti tudi skozi precej nižje povpraševanje po kreditnih produktih s strani komitentov v primerjavi z letom poprej. Kljub temu pa je leto 2009 prineslo tudi doloËene priložnosti, ki jih je UniCredit Banka Slovenija d.d. ponovno s pridom izkoristila. Skupno število komitentov smo poveËali na veË kot 80.000 ter bili ponovno izbrani za banko, s katero so stranke na slovenskem banËnem trgu najbolj zadovoljne. Naše najmlajše poslovne enote v Sežani, Slovenski Bistrici, Logatcu, Radovljici, Kamniku in v Ljubljani na Rudniku so uspešno zakljuËile svoje prvo leto poslovanja in uspele prepriËati že veË kot 2.500 novih komitentov. Pozitivni odzivi slednjih nam dajejo še dodatno zaupanje in prepriËanje v strategijo nadaljnjega širjenja poslovne mreže v prihodnje. SEGMENTI IN PRODUKTI V letu 2009 se je tako prebivalstvu kot malim podjetjem znižala sposobnost rednega odplaËevanja kreditnih obveznosti. Posledica tega dejstva so višje oblikovane rezervacije Banke iz naslova kreditnega tveganja. Slednje so v letu 2009 znašale 6,165 milijonov evrov, kar je za 70,28 % veË kot v letu 2008. »eprav so prihodki iz naslova kreditiranja zrasli za 18,7 %, iz naslova poslovanja z malimi podjetji pa za 4,6 %, so bili skupni realizirani prihodki iz poslovanja s prebivalstvom in malimi podjetji nižji za 6,42 % v primerjavi z letom 2008. Glavni razlog za padec skupnih prihodkov so predvsem nižji prihodki iz prodaje depozitnih produktov, kar pa je posledica nizkih referenËnih obrestnih mer ter dodatne cenovne konkurence bank za primarne vire. Segment fiziËnih oseb Že tradicionalno konkurenËni kreditni ponudbi smo v letu 2009 ob bok postavili veË privlaËnih ponudb naložbenih produktov. Komitentom smo najprej prisluhnili z atraktivno ponudbo klasiËnih vezanih depozitov, predvsem tistih z roËnostjo nad 12 mescev. Kljub moËni konkurenci nam je tako v letu 2009 uspelo zbrati kar za 15.646 milijonov evrov vezanih depozitov, kar je za 9,79 % veË kot leto poprej. NadpovpreËno uspešni smo bili nato pri ponudbi naložbenih življenjskih zavarovanj v sodelovanju s partnersko zavarovalnico ERGO. V letu 2009 smo tako prodali 926 zavarovalnih polic. S ponudbo upravljanja premoženja smo na koncu uspeli prepriËati še najzahtevnejše komitente, ki so nam v upravljanje zaupali že 4,4 milijone evrov. Skupaj z individualnim strokovnim finanËnim nasvetom ter z vzajemnimi skladi Pioneer sedaj svojim komitentom lahko ponudimo zaokroženo paleto naložbenih produktov in storitev. Morda za marsikoga nekoliko presenetljivo, ugotavljamo, da kriza najmanj vpliva na prodajo stanovanjskih hipotekarnih kreditov. V tem segmentu smo predvsem v zadnjem Ëetrtletju leta 2009 zabeležili rekordno visoko povpraševanje in prodajo. ZahvaljujoË razmeroma ugodnim obrestnim meram se je precej komitentov odloËilo izkoristiti priložnosti na nepremiËninskem trgu. Tako na našem tradicionalno najmoËnejšem podroËju beležimo 16,76-odstotno rast obsega prodaje ter v skladu z dolgoroËnim naËrtom poveËanje tržnega deleža na 12,3 % po stanju konec decembra 2009. Segment malih podjetij V letu 2009 so mala podjetja veË povpraševala po kratkoroËnih kreditnih produktih za potrebe refinanciranja obratnega kapitala kot po dolgoroËnih investicijskih produktih. Kljub temu, da je skupni kreditni obseg ostal na ravni ob koncu leta 2008, 73,7 milijonov evrov, smo v letu 2009 relativno odobrili veË kratkoroËnih kreditov za potrebe financiranja obratnega kapitala (+7 %). Tudi zaradi prenovljene ponudbe paketov transakcijskega banËništva smo bili nadpovpreËno uspešni pri pridobivanju novih komitentov. Skupno število komitentov je tako že preseglo 5.100, kar pomeni 30-odstotno rast v primerjavi z letom 2008. OBETI V letu 2010 še ni priËakovati konca finanËne in ekonomske krize, kar pomeni, da bodo osredotoËenost in kljuËni cilji Banke na podroËju poslovanja s prebivalstvom in malimi podjetji podobni kot v letu 2009. Še naprej se bomo aktivno in ažurno trudili reševati finanËne izzive komitentov, ki bi lahko dodatno poslabšali njihovo sposobnost odplaËevanja kreditnih obveznosti. Prizadevanje za ohranitev kakovosti kreditnega portfelja ostaja ena izmed naših glavnih prioritet. Pa vendar leto 2010 priËakujemo predvsem z realnim optimizmom, kar pomeni, da želimo izkoristiti priložnosti zaËetka konca omenjene krize. Z dodatnimi finanËnimi viri želimo podpreti dobre nepremiËninske naložbe za namene reševanja stanovanjskega problema v segmentu prebivalstva, kot tudi dobre naložbe v razvoj novih produktov, v širitev proizvodnih zmogljivosti ter v nove trge komitentov v segmentu malih podjetij. Na drugi strani pa želimo komitentom s presežnimi denarnimi sredstvi ponuditi naložbene naËrte ››po meri«, ki jim bodo prinašali ob priËakovanih donosih minimalno tveganje. Optimalna kombinacija naložb v vezane in strukturirane depozite, v Pioneer sklade ter ERGO naložbena življenjska zavarovanja ter nenazadnje v upravljanje premoženja bi morala zadovoljiti še tako visoka priËakovanja naših komitentov. V letu 2010 bomo okrepili alternativne prodajne kanale, prav tako pa se intenzivno pripravili na nov val širjenja prodajne mreže po vsej Sloveniji. Poslovanje s podjetji SPLOŠEN PREGLED Spremenjeno makroekonomsko okolje in negativna gospodarska rast, ki je znašala okrog -7,8 odstotkov, sta v letu 2009 zaznamovali celotno gospodarstvo. Ta gibanja so v enaki meri vplivala tudi na segment banËnega poslovanja s podjetji. V prvem Ëetrtletju leta 2009 je finanËna kriza v razvitih gospodarstvih dosegla dno. Spremljali so jo vse težje razmere v realnem sektorju in pesimizem ter zaskrbljenost podjetij glede obetov za prihodnost. Na slovenskem banËnem trgu so takšne razmere bankam onemogoËale normalen proces refinanciranja, kar je gospodarstvo obËutilo kot kreditni krË. BanËni sektor je poostril kriterije za odobritve kreditnih poslov. Nadaljeval se je trend zviševanja obrestnih marž, hkrati pa so banke za podaljševanje obstojeËih poslov zahtevale kvalitetnejše oblike zavarovanja. Obrestni prihodki so še naprej pridobivali na pomenu v primerjavi z neobrestnimi. Kot posledica številnih ukrepov centralnih denarnih oblasti v smeri poveËevanja likvidnosti in ukrepanja posameznih gospodarskih velesil s fiskalnimi instrumenti so se razmere v drugi polovici leta 2009 zaËele umirjati. ZaËetek okrevanja realnega sektorja so z optimizmom pozdravili finanËni trgi. Tudi razmere na medbanËnem trgu so se zaËele izboljševati. Zaradi pomanjkanja dobrih projektov na trgu in nenaklonjenosti bank k tveganju v tem obdobju ni prišlo do rasti obsega kreditiranja gospodarstva. Neustrezne strukture financiranja podjetij v preteklosti so potisnile banke v položaj, ko so se predvsem ukvarjale z reprogramiranjem obstojeËih kratkoroËnih finanËnih obveznosti strank. Odsotnost obrestnega diferenciala in poveËanje nihanja menjalnega teËaja med švicarskim frankom in evrom sta zmanjšala privlaËnost zadolževanja v švicarskih frankih. Za celotno leto 2009 je bila znaËilna zgodovinsko najnižja raven obrestnih mer. Navkljub zelo težkim razmeram je UniCredit Banka Slovenija d.d. na podroËju poslovanja s podjetji v letu 2009 ponovno dosegla dobre rezultate in z vidika ustvarjenih prihodkov ponovno presegla zastavljene naËrte. Prihodki Banke so tako bili 4 odstotke nad naËrti in 12,3 odstotkov nad rezultatom iz leta 2008. Rast prihodkov na podroËju poslovanja z velikimi slovenskimi podjetji je bila kar 37-odstotna. Banka je tako uspela zadržati svoj tržni položaj, kar v danih razmerah in ob bolj konzervativni politiki Banke na podroËju kreditnega tveganja (kjer smo bistveno poveËali ustrezne rezervacije) pomeni velik uspeh. SEGMENTI IN PRODUKTI Skupni tržni delež Banke na podroËju posojil podjetjem je ostal bolj ali manj nespremenjen. Slednje je v glavnem posledica konzervativne politike Banke, ki je podlaga za temeljito presojanje bonitete podjetij in pomeni, da v številne posle zaradi tveganja, ki ni usklajeno z našo poslovno politiko, nismo vstopili. V prihodnje se bomo trudili izpolniti priËakovanja podjetij, seveda pa bomo sodelovali le v poslih, katerih razmerja med donosom in tveganji bodo na ustrezni ravni. Pri virih sredstev do pravnih oseb smo v letu 2009 zabeležili rast v višini 4 %. Najbolj se je obseg depozitov poveËal v segmentu nepremiËninskega in projektnega financiranja, kjer smo dosegli 162-odstotno rast glede na prejšnje leto in v segmentu poslovanja s srednjimi podjetji, kjer smo zabeležili 45-odstotno rast. Obseg kreditov do pravnih oseb je bil 3 % manjši glede na preteklo leto. Rast smo uspeli doseËi le v segmentu srednje velikih podjetij, in sicer 9-odstotno glede na leto 2008. Število transakcij tujega plaËilnega prometa na podroËju elektronskih nalogov se je poveËalo za 6 %, na podroËju domaËega plaËilnega prometa pa za 8 %. Prihodki iz naslova opravljenega plaËilnega prometa so se v letu 2009 zmanjšali za 14 odstotkov glede na prejšnje leto. Zaradi težavnih in nepredvidljivih razmer na finanËnih trgih so podjetja v letu 2009 preusmerila pozornost nazaj na osnovno dejavnost. Tako so bile stranke manj naklonjene izvedenim finanËnim instrumentom, ki pomagajo zniževati blagovna, teËajna in obrestna tveganja. Kljub temu pa je Banka na tem podroËju presegla svoje naËrte ter pri skupnem tržnem deležu teh poslov utrdila vodilni položaj na slovenskem trgu. Banka je nadaljevala s poglabljanjem znanj o produktih in storitvah na zahtevnem in kompleksnem podroËju projektnega financiranja in se že uveljavlja kot eden izmed pomembnejših igralcev v tem segmentu trga. OBETI UniCredit Banka Slovenija d.d. bo tudi v prihodnje sledila ambicioznim ciljem na podroËju poslovanja s podjetji, in sicer: • z nadaljnjo rastjo prihodkov, donosnosti in izboljšanjem razmerja Poslovno poroËilo Poslovanje Banke na razliËnih segmentih med prihodki in povpreËno tehtano tvegano aktivo, • z zvišanjem zadovoljstva strank v primerjavi z drugimi bankami in glede na preteklo obdobje, • z ohranitvijo oziroma doseganjem vodilnega mesta na podroËju produktov, kot so upravljanje z denarnimi sredstvi, instrumenti za zmanjševanje tveganj, izdaja obveznic, projektno financiranje in drugih, • z izboljšanjem notranjih procesov v smislu veËje uËinkovitosti poslovanja in še veËje kakovosti storitev za stranke, • z razvijanjem znanj, izkušenj in zadovoljstva ekipe, kar je pogoj za dolgoroËno uspešnost. PriËakujemo, da bo banËno okolje v letu 2010 ostalo konkurenËno, izboljšanje makroekonomskega okolja in gospodarske klime doma in po svetu pa bo prispevalo k boljšim pogojem poslovanja. Predvidena pozitivna rast bruto domaËega proizvoda (BDP) v Sloveniji bo botrovala ugodnejšim, vendar še vedno zahtevnim razmeram za poslovanje podjetij. Banke bodo pri financiranju novih poslov še naprej zadržane, vendar pa bo za dobre projekte vseeno mnogo veË interesa na strani posojilodajalcev. BanËni sektor kot celota bo glede obsega kreditnih poslov spet izkazoval rast, povpreËne obrestne marže pa se bodo v drugi polovici leta ustalile na razmeroma visoki ravni. Podjetja bodo namreË poroËala o slabših poslovnih rezultatih za leto 2009, kar bo zanje podražilo ceno denarja. Banke bodo morale oceniti, katere stranke bodo na daljši rok uspešne in s katerimi strankami želijo graditi dolgoroËen partnerski odnos. Za banke bo pomembna njihova sposobnost odkriti dobre nove posle in zagotoviti ustrezno strukturo njihovega financiranja. Kljub napovedi zanemarljive gospodarske rasti, nadaljevanja razmer nizkih obrestnih mer in konzervativne politike na podroËju kreditiranja bo Banka še naprej usmerjena k stabilni in vzdržni rasti poslovanja, zagotavljanju kakovostnih storitev za stranke in preseganju zastavljenih poslovnih naËrtov. FinanËni trgi Divizija FinanËni trgi je odgovorna za dejavnosti Banke na podroËju trgovanja z valutami, obrestnimi merami in dolžniškimi vrednostnimi papirji, prodajo zakladniških produktov strankam ter izdajo dolžniških vrednostnih papirjev. Poleg tega Divizija strankam ponuja tudi skrbniške storitve, storitve borznega posredovanja in storitve upravljanja premoženja. PodroËje torej povezuje finanËne trge s strankami in Banko. ZahvaljujoË svoji integrirani platformi je divizija FinanËni trgi odgovorna tudi za ohranjanje odnosov s finanËnimi institucijami. Takšna organizacija omogoËa hiter odzivni Ëas in natanËno prepoznavanje potreb strank v tem segmentu, ki je izjemno tržno obËutljiv. SPLOŠEN PREGLED Šoki, ki so sledili propadu investicijske banke Lehman Brothers septembra 2008, so v letu 2009 postopoma ponehali in povrnila se je pripravljenost na prevzemanje tveganj, skupaj z likvidnostjo kreditnih trgov v drugi polovici leta. Kljub temu je na mnoge produktne linije še vedno negativno vplivalo pomanjkanje povpraševanja, zlasti na podroËju strukturiranih naložbenih rešitev in strategij za zmanjšanje tveganja. Kljub tem težkim razmeram na trgu je diviziji FinanËni trgi uspelo doseËi prepriËljiv uspeh, saj je zabeležila 8,25 milijona evrov prihodkov. Bruto dobiËek iz poslovanja2 je znašal 4,1 milijona evrov, razmerje med stroški in dobiËkom je znašalo 50,1 % in donosnost kapitala (ROE) pred obdavËitvijo je dosegla 88,4 %. SEGMENTI IN ENOTE Enota Trgovanje je dosegla dobre rezultate iz naslova trgovanja z obrestnimi izvedenimi finanËnimi instrumenti, in sicer tako, da je izkoristila strmo krivuljo donosnosti evra med letom. Zmanjšanje razpona državnih kreditov je prav tako imelo pozitiven uËinek na rezultate. Razvoj dogodkov na kreditnih trgih v drugi polovici leta 2009 je pozitivno prispeval k intenzivnosti poslovanja s finanËnimi institucijami. Z združevanjem znanja finanËne skupine UniCredit Group in našega razumevanja potreb strank na domaËem trgu nam je uspelo pridobiti in uspešno izpeljati dve pomembni izdaji obveznic za Republiko Slovenijo v znesku 1 milijarde evrov oziroma 1,5 milijarde evrov. Slednja predstavlja prvo 15-letno obveznico, ki jo je izdala Republika Slovenija. Enota prodaje zakladniških produktov podjetjem se je odzvala na spremembe pri povpraševanju strank in obËutljivosti tveganj s ponovnim osredotoËanjem svojih produktov in rešitev na osnovne potrebe po varovanju pred tveganji. Na nek naËin bi lahko prilagojeno strategijo prodaje izvedenih finanËnih instrumentov opisali s sloganom ››nazaj k osnovam«, pri Ëemer sta preprostost produktov in preglednost svetovanja kljuËna dejavnika našega pristopa k strankam. Enota Skrbništvo je poveËala znesek premoženja v skrbništvu in zabeležila rekordno visoko raven prihodkov, s Ëimer je moËno prispevala k skupnim prihodkom. Še eno leto zapored je Banka dosegla najvišji rezultat med ponudniki skrbniških storitev v Sloveniji v raziskavi zadovoljstva strank med mednarodnimi vlagatelji. Odprli smo veË novih trgov, s Ëimer je postala naša ponudba skrbniških storitev še bolj privlaËna za domaËe vlagatelje, ki vlagajo v tujini. Nizka likvidnost na Ljubljanski borzi je negativno vplivala na prihodke iz provizij, ustvarjene iz dejavnosti borznega posredništva. Kljub 2 Bruto dobiËek iz rednega poslovanje je enak prihodkom zmanjšanim z a znesek stroškov poslovanja. temu je Banka ohranila položaj enega vodilnih borznih posrednikov na Ljubljanski borzi glede na promet. Enota Upravljanje premoženja, uvedena v decembru leta 2008, je zaËela dobro in je dosegla odliËne rezultate za svoje stranke. Uspeh vseh glavnih portfeljev je presegel zaËrtane cilje in obenem ohranil kazalnike tveganja na zmerni ravni. OBETI V zadnjih dveh turbulentnih letih so prišle do izraza prednosti našega poslovnega modela, ki temelji na poslovanju, ki ga narekujejo stranke. Zato nadaljujemo s prizadevanji za oblikovanje produktne usposobljenosti glede na potrebe strank. To bo zahtevalo še tesnejše sodelovanje z drugimi prodajnimi divizijami, zlasti divizijo Poslovanje s podjetji in jasno organizacijo divizije FinanËni trgi iz vidika razdelitve po produktih, ki jih ponujamo strankam. Ne glede na prihodnji razvoj dogodkov na trgu in izzive gledamo v leto 2010 z optimizmom in priËakujemo, da bo divizija FinanËni trgi ponovno dosegla prepriËljive rezultate. Podpora prodaji Glavne naloge zaposlenih v diviziji Podpora prodaji so upravljanje s segmenti strank, uvedba novih produktov ter priprava trženjskih akcij za vse segmente strank, tako na podroËju poslovanja s prebivalstvom kot tudi na podroËju poslovanja s podjetji. Pri upravljanju s segmenti strank, razvoju novih produktov in pri oblikovanju trženjskih akcij izhajamo iz potreb razliËnih segmentov strank in zanje oblikujemo njim prilagojene produkte in storitve. Strankam kot napredna in inovativna banka pomagamo pri uresniËevanju njihovih želja in ambicij. Zadovoljstvo strank ostaja naša kljuËna usmeritev, kar iz leta v leto potrjujejo tudi rezultati raziskav, po katerih postaja blagovna znamka UniCredit Bank sinonim za odliËnost tudi v slovenskem banËnem prostoru. Usklajeno s finanËno skupino UniCredit Group merimo indekse zadovoljstva strank na podroËju poslovanja s podjetji in na podroËju poslovanja s prebivalstvom ter malimi podjetji. Indeks zadovoljstva strank na podroËju poslovanja s prebivalstvom izraËunava neodvisna ustanova TNS, kar nam omogoËa primerjavo z bankami znotraj finanËne skupine UniCredit Group in z ostali bankami v Sloveniji in v Evropi. Na podroËju poslovanja s prebivalstvom smo ponosni, da smo v letu 2009 z rezultatom 95 toËk ponovno obËutno presegli zadovoljstvo strank konkurenËnih bank v Sloveniji, ki znaša v povpreËju 76 toËk, s Ëimer se uvršËamo tudi med najboljših 5 % bank v Evropi. Rezultati na podroËju poslovanja s podjetji prav tako kažejo, da smo se v letu 2009 ponovno uvrstili med banke z najbolj zadovoljnimi strankami. Tudi v prihodnje bo naš cilj ohranjati visoko raven zadovoljstva strank na vseh segmentih. Na podroËju poslovanja s prebivalstvom in malimi podjetji smo se v letu 2009 usmerili predvsem na pridobivanje novih strank in poveËanje navzkrižne prodaje. Izvedli smo 24 razliËnih trženjskih akcij. Zaradi poveËanega povpraševanja po varËevalnih produktih je bil velik del trženjskih aktivnosti divizije usmerjen v oblikovanje konkurenËne in strankam prilagojene ponudbe depozitov in varËevalnih produktov. V letu 2009 smo v sodelovanju z Zavarovalnico ERGO d.d. svojim strankam ponudili nabor privlaËnih naložbenih življenjskih zavarovanj. Na podroËju poslovanja z malimi podjetji smo prenovili ponudbo poslovnih banËnih paketov, s Ëimer smo se še bolj približali potrebam razliËnih podsegmentov malih podjetij. Sklenili smo tudi poslovno sodelovanje z Obrtno zbornico Slovenije z namenom poveËati prepoznavnost naše banËne ponudbe tudi med njenimi Ëlani in tako pridobiti nove stranke. V segmentu poslovanja s podjetji smo uspešno izvedli 11 trženjskih akcij, ki so pripomogle tako k prepoznavnosti UniCredit Bank in s tem pridobivanju novih strank kot k poveËanju prodaje kljub zaostrenim pogojem na trgu. Osrednji komunikacijski kanal s podjetji predstavljajo dogodki, s katerimi skrbimo za uËinkovit prenos znanj in najboljših praks na podroËju upravljanja s finanËnimi produkti. V letu 2009 smo izvedli kar 15 tovrstnih dogodkov. V letu 2009 je UniCredit Banka Slovenija d.d., kot Ëlanica finanËne skupine UniCredit Group, postala tudi ponosni uradni sponzor UEFA Champions League za obdobje 2009 -2012. Sponzorstvo predstavlja moËno trženjsko in komunikacijsko orodje, s katerim bomo še poveËali ugled in prepoznavnost blagovne znamke. S tem namenom smo v letu 2009 že izvedli nekaj nogometno obarvanih trženjskih aktivnosti, s katerimi smo stranke povabili, da se pridružijo nogometnemu vznemirjenju UEFA Champions League, ki se bo nadaljevalo tudi v letu 2010 in bo doseglo vrhunec s finalno tekmo v Madridu. V letu 2010 se bomo še bolj posvetili raziskovanju potreb posameznih segmentov strank ter razvoju njim prilagojenih produktov in storitev ter tržnih poti. Zaledno poslovanje Banke V letu 2009 se je nadaljevala integracija zalednih aktivnosti. Tako so bile že v zaËetku leta v to podroËje umešËene aktivnosti vezane na vodenje registra domaËih in tujih finanËnih inštitucij ter loro raËunov. Prav tako smo v to podroËje umestili odpiranje, spremljanje in nadzor nostro raËunov ter izmenjavo SWIFT kljuËev in sporoËil s tujimi bankami. Dodatno smo sredi leta 2009 centralizirali unovËevanje menic fiziËnih oseb, ki smo ga poenotili s procesi za menice pravnih oseb. V jeseni smo izvedli centralizacijo odpiranja in vzdrževanja transakcijskih raËunov pravnih oseb iz poslovne mreže in podroËja poslovanja s podjetji. Poslovno poroËilo Poslovanje Banke na razliËnih segmentih Za doseganje višje storilnosti smo v prvi polovici leta implementirali tudi sistemsko podporo za avtomatizacijo knjiženja borzno­posredniških in skrbniških poslov, kar se kaže v sistemski povezanosti analitiËnih in knjigovodskih aplikacij. S centralizacijo in hkratno optimizacijo še drugih procesov na eni strani ter dodatnimi manjšimi avtomatizacijami procesov na drugi strani smo dosegli veËjo uËinkovitost poslovanja, višjo raven kakovosti izvajanja aktivnosti ter s tem nižja operativna tveganja, kar se je pokazalo tudi v redni primerjalni analizi zalednih aktivnosti znotraj hËerinskih bank finanËne skupine UniCredit Group na obmoËju srednje in vzhodne Evrope. V sklopu primerjalne analize poteka tudi letna priprava naËrta ukrepov za doseganje višje uËinkovitosti zalednega poslovanja, ki se redno spremljajo in dopolnjujejo skladno s smernicami Skupine in pobudami posamiËnih zalednih podroËij v banki. V skladu z novo direktivo na podroËju plaËilnega prometa (Payment Service Directive) smo izvedli prilagoditve procesov in poslediËno aplikativne podpore pri poslovanju s transakcijskimi raËuni in menicami. Dodatno smo na podlagi regulativno zavezujoËega terminskega naËrta uvedbe Basel II IRB pristopa izvedli dopolnitve posameznih zalednih procesov in aplikativne podpore na podroËju kreditnega poslovanja. Izvedli smo dodatne sistemske in procesne kontrole pri zalednih aktivnostih borzno-posredniškega in zakladniškega poslovanja, opredelili kljuËne kazalce operativnega tveganja na vseh zalednih podroËjih ter izvajali potrebne scenarije tveganja skladno z zahtevami naprednega pristopa merjenja operativnega tveganja. Izzivi leta 2010 PopušËanje gospodarske krize oziroma prvi znaki ponovne rasti gospodarstva na domaËem kot tudi na tujih trgih dajejo upanje, da so najtežji trenutki za vse tržne udeležence za nami, hkrati pa opozarjajo na nadaljnjo previdnost pri sklepanju razliËnih poslovnih razmerij predvsem z vidika prevzemanja razliËnih tveganj. BanËno posredništvo se bo tudi v letu 2010 sooËalo z izzivi, med katerimi velja izpostaviti predvsem naslednje: • Obdobje ekspanzivne denarne politike Evropske centralne banke (ECB) v razsežnostih, ki smo jim bili priËe zadnji dve leti, bo mimo. To pomeni, da bo možnost refinanciranja pri ECB manjša ter da bodo poslediËno primarni viri, ki so za vsako banko najpomembnejši, še bolj iskani. Interes za slednje na slovenskem trgu bo še veËji, ker hkrati priËakujemo nadaljnjo zmanjševanje odvisnosti od tujih bank po eni strani ter po drugi strani najvišjo stopnjo varnosti zanje, saj bo še vedno v veljavi državna garancija za njihovo vraËilo. UniCredit Banka Slovenija d.d. si bo prizadevala kljub narašËajoËi brezposelnosti in poslediËno manjši rasti primarnih virov z zaupanjem, ki ga uživa na trgu, znanjem in kakovostjo svojih storitev pridobiti nove partnerje in njihova finanËna sredstva. Prav tako se bo Banka ob sodelovanju s celotno finanËno skupino UniCredit Group trudila ponuditi nove produkte, pri katerih bo najveËja pozornost posveËena tako tveganju kot donosu. Z drugimi besedami, prizadevali si bomo, da bosta ta dva najpomembnejša finanËna elementa v optimalnem razmerju predvsem do strank, ki ne posedujejo ustreznega finanËnega znanja. • V Ëasu gospodarske krize so se premoženjske bilance razliËnih pravnih subjektov bistveno poslabšale. Na tej osnovi je prišlo do poslabšanja kreditne sposobnosti, do težav z nelikvidnostjo, v nekaterih primerih pa do nesolventnosti. Zato si bo Banka prizadevala s tovrstnimi subjekti poiskati nove rešitve pri obstojeËih kreditnih razmerjih, ki bodo v interesu obeh pogodbenih partnerjev. Na ta naËin bomo skušali doseËi boljši poslovni rezultati na trajnejši osnovi. • UniCredit Banka Slovenija d.d. je zainteresirana in si bo prizadevala s finanËnimi viri, s katerimi razpolaga, sodelovati pri financiranju oziroma sofinanciranju novih naložbenih projektov ob sodelovanju domaËih in tujih vlagateljev kot tudi pri financiranju potreb, ki jih bo izkazovala država Slovenija. UpoštevajoË dejstvo, da slovenski poslovni subjekti v vedno veËji meri nastopajo kot vlagatelji na trgih, kjer ima Banka svojo poslovno mrežo, bomo vložili dodatne napore, da bi tovrstno poslovno sodelovanje dosegalo Ëim boljše rezultate ob zmanjšanju poslovnih tveganj skozi dodatno optimizacijo upravljanja z denarnim tokom. • Banka se zaveda, da bodo zaradi nestabilnih trgov tržna tveganja zahtevala dodatno pozornost vseh subjektov. Zato bomo vložili dodatne napore, svoje znanje in izkušnje, da bi z razliËnimi izvedenimi finanËnimi instrumenti ta tveganja zmanjšali in s tem pripomogli k doseganju optimalnejših rezultatov. Vodilni tržni delež, ki ga Banka ima v tem segmentu delovanja na slovenskem trgu, je po eni strani dokaz, da ji razliËni subjekti zaupajo, po drugi strani pa dodatna odgovornost za najvišjo stopnjo profesionalnosti in iskanje novih dodatnih oblik, s katerimi bi se tovrstna tveganja zmanjšala. • Z vlogo med vodilnimi posredniki, ki jo ima Banka na slovenskem kapitalskem trgu, bomo naredili vse za dodatno promocijo domaËega trga pri potencialnih tujih vlagateljih, hkrati pa bomo ob sodelovanju s celotno finanËno skupino UniCredit Group v najveËji možni meri predstavili domaËim vlagateljem razliËne možnosti, ki jih ponujajo tuji trgi. Banka se zaveda, da postopek oblikovanja lastninske strukture na domaËem trgu ni sklenjen, zato ga bo aktivno podpirala z razliËnimi finanËnimi instrumenti, ki temeljijo na najvišjih profesionalnih in etiËnih standardih. • Banka se zaveda, da je vzdržna organska rast poslovanja temeljni garant za doseganje rezultatov, ki bodo izpolnili priËakovanja poslovnih partnerjev, lastnikov in zaposlenih. Zato si bomo prizadevali po eni strani za nadaljnjo racionalizacijo poslovanja, po drugi strani pa tudi za dodatno sinergijo s celotno finanËno skupino UniCredit Group. PrepriËani smo namreË, da le obe dejavnosti hkrati dajeta optimalne rezultate za vse naštete udeležence. • V priËakovanju izboljševanja celotne gospodarske situacije bo Banka ponovno ocenila možnosti za nadaljnjo realizacijo poslovnega naËrta, povezanega s širitvijo poslovne mreže in s tem z dodatnim približanjem Banke predvsem prebivalstvu ter majhnim in srednjim podjetjem. Le-ti pa predstavljajo veËino strukture slovenskega gospodarstva. Gospodarska in finanËna kriza je vsem prinesla nova spoznanja in izkušnje. Ob tem je naša dolžnost, da pozitivna spoznanja in izkušnje uporabimo za doseganje boljših rezultatov, medtem ko naj bodo negativna dodatno opozorilo, kako zmanjševati in upravljati razliËna tveganja, s katerimi se dnevno sreËujemo. UniCredit Banka Slovenija d.d. si bo prizadevala na teh spoznanjih ter ob dodatnem vlaganju v znanje zaposlenih in polnem zavedanju odgovornosti, kljub nestabilnosti na domaËem in tujih trgih, doseËi zastavljene cilje in si na ta naËin pridobiti dodatno zaupanje pri sedanjih in tudi novih poslovnih partnerjih. Poslovno poroËilo Upravljanje s tveganji V letu 2009 se je potrdilo dejstvo, da upravljanje s tveganji ostaja med temelji banËnega poslovanja. Kljub nenehnemu razvoju in izpopolnjevanju pristopa k upravljanju s tveganji kot tudi k upravljanju s kapitalom banke, pa vedno ni moË z gotovostjo predvideti vseh bodoËih tržnih dogodkov, kar še posebej velja za dogodke izredne narave. Upravljanje s tveganji v UniCredit Banka Slovenija d.d. vodi divizija Upravljanje s tveganji. Skladno s priËakovanji je bilo leto 2009 z vidika kreditnih tveganj izzivov polno leto. Nestabilnost in negotovost, ki sta prevladovali na finanËnih trgih v letu 2008, sta tudi v Sloveniji povzroËili upadanje gospodarske aktivnosti že konec leta 2008, kar se je nadaljevalo v letu 2009 z opaznimi posledicami tako pri podjetjih kot tudi pri posameznikih. V priËakovanju pritiskov na likvidnost in kreditno sposobnost strank je UniCredit Banka Slovenija d.d. priËela z izvajanjem ustreznih preventivnih in korektivnih ukrepov. Že konec leta 2008 je Banka priËela s sistematiËnim preverjanjem likvidnostne situacije pomembnejših kreditnih izpostavljenosti kot tudi pri strankah v ogroženih industrijskih panogah. Že sicer poglobljeno analizo kreditne sposobnosti svojih strank je Banka nadgradila z dodatnim poudarkom na likvidnostni analizi strank naših strank. Banka je aktivno pristopila k poglobitvi odnosa s partnerji, da bi vzpostavila temelje za boljše razumevanje in sodelovanje. Kjer se je na podlagi analize izkazalo za potrebno in možno, je Banka pristopila k prestrukturiranju in/ali zmanjšanju izpostavljenosti ter izboljšanju kreditnih zavarovanj. Z namenom nadaljnjega podpiranja gospodarske aktivnosti in obenem optimiziranja izpostavljenosti tveganjem prek delnega državnega jamstva se je UniCredit Banka Slovenija d.d. odloËila sodelovati v tako imenovani jamstveni shemi. Banka je tudi dodatno kadrovsko okrepila oddelek, ki se ukvarja s prestrukturiranjem terjatev in izterjavami. Ustanovljena je bila posebna enota za hitro izterjevanje neporavnanih zapadlih obveznosti dolžnikov. Dejavnosti te enote so omogoËile pridobivanje dodatnih dragocenih informacij za spremljanje kreditnega portfelja Banke. V letu 2009 je UniCredit Banka Slovenija d.d. oblikovala za 15,6 milijonov evrov dodatnih neto oslabitev za kreditne izpostavljenosti, kar predstavlja veË kot podvojitev v primerjavi z naËrtom in skoraj 2,5-krat toliko kot v predhodnem letu. PoveËanje je posledica splošnega poslabšanja gospodarskih razmer, pri Ëemer pa velja izpostaviti, da skoraj tretjina novo ustvarjenih oslabitev izhaja iz enega primera insolventnosti podjetja. Skladno s splošno poveËanimi stroški tveganj je UniCredit Banka Slovenija d.d. pravoËasno pristopila h korekciji cene za prevzemanje kreditnih tveganj. V letu 2009 je UniCredit Banka Slovenija d.d. nadaljevala z uporabo standardiziranega pristopa k izraËunu zahtevanega kapitala za kreditna tveganja. S 1. januarjem 2009 je Banka vstopila v obdobje testiranja uporabe pristopa na podlagi notranjih bonitetnih sistemov za izraËun kapitalske zahteve za kreditno tveganje (tako imenovani F-IRB pristop), kar se je odrazilo v implementaciji dodatnih orodij in modulov v okviru aktivne projektne aktivnosti na tem podroËju. Vloga za vstop v F-IRB je bila oddana Banki Slovenije v decembru 2009. Tako v Banki kot tudi v celotni finanËni skupini UniCredit Group je bil v letu 2009, še posebej v prvem delu leta, moËnejši poudarek na kratkoroËni in strukturni likvidnosti. Tržne razmere so zahtevale bolj pogoste likvidnostne sestanke in veËji poudarek na poroËanju likvidnosti. Kot v preteklosti se je tudi v letu 2009 dosledno spremljalo izvajanje razliËnih limitov na podroËju tržnih tveganj. Banka Slovenije je skladno z namero finanËne skupine UniCredit Group o naËrtovani razširitvi naprednega pristopa za izraËunavanje kapitalske zahteve za operativna tveganja (tako imenovani Advanced Measurement Approach, v nadaljevanju AMA) na našo Banko, v maju 2009 opravila validacijski pregled pripravljenosti na uvedbo. V septembru 2009 pa je nato Banka Slovenije izdala odloËbo za uporabo AMA pristopa. Temu primerno se je v tretjem Ëetrtletju zmanjšala kapitalska zahteva za operativno tveganje. Na podlagi makroekonomskih napovedi za leto 2010 UniCredit Banka Slovenija d.d. ne priËakuje hitrega izboljšanja razmer na podroËju kreditnih tveganj. Zato se bo Banka še naprej osredotoËala na ustrezna prestrukturiranja problematiËnih izpostavljenosti, obenem pa bo nadaljevala z izboljševanjem svojih kreditnih procesov kot tudi aktivnostjo spremljanja kreditnega portfelja. Na podroËju tržnih in operativnih tveganj se bo Banka še naprej osredotoËala na ohranjanje visoke ravni spremljanja tveganj v skladu z veljavno zakonodajo in predpisi kot tudi razvojem znotraj finanËne skupine UniCredit Group. Strategija prevzemanja tveganj v letu 2010 bo temeljila na previdnem poveËevanju izpostavljenosti z namenom ustvarjanja zadostnih prihodkov za ohranjanje in poveËevanje sposobnosti Banke za pokrivanje priËakovanih in nepriËakovanih izgub. Informacijska podpora poslovanju Na podroËju informacijske podpore poslovanju je bilo leto 2009 za UniCredit Banka Slovenija d.d. v znamenju nadaljevanja aktivnosti avtomatizacije poslovnih procesov, uvajanja informacijske podpore IRB baselskim standardom, razvoja dodatnih storitev na podroËju kartiËnega poslovanja in nadgradnje orodij za upravljanje z dokumenti. Dvigovanje ravni storitev, odzivnosti in zviševanja produktivnosti kompleksnih poslovnih procesov z njihovo informatizacijo (uvajanje t.i. ››workflow« orodij), ki je bilo sproženo v letu 2008, se je v letu 2009 intenzivno nadaljevalo in razširilo na nova podroËja. Informatizacija procesa odobravanja hipotekarnih kreditov za prebivalstvo je od decembra 2009 že v pilotski uporabi. Projekt informatizacije procesa odobravanja kreditov za podjetja pa se je priËel februarja 2009 s predvidenim prehodom v redno uporabo marca 2010. V letu 2009 je bilo informacijsko podprtih tudi precej manjših poslovnih in podpornih procesov, kar je prvi korak k njihovi celoviti informatizaciji, ki je predvidena v naslednjih letih. Podpora Basel II standardom ocene kapitalske ustreznosti je bila ena od prvih in najpomembnejših prioritet razvoja na podroËju informacijske tehnologije v letu 2009, ki so sinhronizirani na ravni celotne Skupine. Uvedena je bila vrsta razširitev informacijskega sistema (spremljanje tveganosti strank, nadzor nad zavarovanji kreditnih poslov, nadzor nad poplaËili slabih terjatev - v fazi implementacije), za celovito zbiranje in nadzor podatkov pa smo vpeljali centralno skladišËe podatkov, ki je trenutno namenjeno predvsem obdelavi Basel II povezanih informacij. Pri uvedbi enotnega obmoËja plaËil v evrih (SEPA) je Banka nadaljevala z nadgradnjo informacijskega sistema. Marca 2009 smo prenesli poravnavo domaËih plaËil na novo klirinško hišo SIMP v okviru Bankarta in hkrati domaËa plaËila v celoti prenesli v SEPA plaËilno shemo. V SEPA shemo smo aprila 2009 prenesli tudi trajne naloge. Uvedba nove evropske plaËilne direktive (PSD) je bila pomemben izziv za Banko, ki ni zahteval samo prilagoditve informacijske podpore, ampak tudi celovito prilagoditev plaËilnih storitev. Aktivnosti so bile zakljuËene v zahtevanem roku in Banka je od novembra 2009 usklajena z zahtevami te direktive. Razvoj novih storitev na podroËju kartiËnega poslovanja je stalnica Banke. V letu 2009 smo strankam omogoËili prejemanje informacij o opravljenih transakcijah z MasterCard in Maestro karticami preko SMS sporoËil (t.i. SMS varnostno sporoËilo), ki strankam omogoËa višjo stopnjo varnosti in znižanje tveganja ob zlorabah ali kraji kartic. Banka je priËela tudi z razvojem Maestro poslovne kartice. Razvoj je bil zakljuËen konec leta 2009, nova kartica pa je na voljo strankam od januarja 2010. Trend rasti transakcij, opravljenih s karticami, ki jih je izdala Banke, se je nadaljeval tudi v letu 2009. Banka je tako zabeležila 7-odstotno rast pri transakcijah z VISA karticami, 15-odstotno rast pri MasterCard in 19-odstotno rast pri Maestro transakcijah. PoveËalo se je tudi število izdanih kartic, in sicer VISA kartic za 12 %, MasterCard kartic za 23 % in Maestro kartic za 17 %. V letu 2009 se je nadaljeval trend poveËevanja števila transakcij tako v domaËem (za 10 %) kot tudi v Ëezmejnem in mednarodnem plaËilnem prometu (za 5 %). Delež elektronsko posredovanih plaËilnih nalogov se je poveËal na 94 % tako v domaËem kot v Ëezmejnem in mednarodnem plaËilnem prometu. Na podroËju elektronskega banËništva je UniCredit Banka Slovenija d.d. v letu 2009 naredila velik korak na podroËju internetnega banËništva za fiziËne osebe. Od marca 2009 je strankam na voljo popolnoma nov sistem internetnega banËništva, ki je uporabnikom bolj prijazen in omogoËa dodatne storitve, ki jih prejšnji sistem ni nudil. Tudi ta informacijska rešitev je enotna za vse hËerinske banke Skupine iz srednje in vzhodne Evrope in omogoËa tudi upravljanje raËunov pri drugih hËerinskih bankah. Trend poveËevanja deleža uporabnikov elektronskega banËništva se je nadaljeval tudi v letu 2009, saj je v primerjavi z letom poprej le-to uporabljalo 45 % veË podjetij in 37 % veË fiziËnih oseb. V letu 2010 bo Banka nadaljevala s projekti informacijske podore poslovnim procesom in z aktivnostmi pri podpori Basel II standardom. NaËrtujemo tudi uvedbo nekaterih novih storitev, kot so e-raËuni, kjer razvojne aktivnosti že potekajo. VAROVANjE INFORMACIj IN INFORMACIjSKEGA SISTEMA Leto 2009 je za UniCredit Banka Slovenija d.d. pomenilo nadaljevanje ustaljenega delovanja na podroËju varnosti informacijskega sistema kot tudi varnosti na ostalih podroËjih. PRIRASTEK PO SISTEMIH IN UPORABNIKIH / NAMESTITVAH, PRIMERjAVA 2007-2009 (v %) 193,4 Online b@nka za fiziËne osebe - uporabniki E-bank in MultiCash za pravne osebe - namestitve Poslovno poroËilo Obvladovanje poslovnih tveganj INDEKS RASTI ©TEVILA KARTI»NIH TRANSAKCIj (v %) 158 Maestro kartice MasterCard kartice VISA kartice Velik poudarek je bil na podroËju opravljanja fiziËnega in tehniËnega varovanja. Na osnovi dopolnjenega sklepa Banke Slovenije o upravljanju s tveganji in izvajanju procesa ocenjevanja ustreznega notranjega kapitala za banke in hranilnice, ki govori o zasebnem varovanju, je Banka izvedla vse potrebne aktivnosti. Opravljen je bil celoten pregled vseh poslopij sedeža Banke kot tudi vseh poslovnih enot po Sloveniji. Na osnovi pregleda, ki ga je izvedel zunanji neodvisni strokovnjak, je bil izdelan varnostni elaborat Banke. Ugotovljeno je bilo, da je stanje fiziËnega in tehniËnega varovanja na zelo visoki ravni. Pregled pa se je izkazal tudi kot odliËna priložnost za odpravo nekaterih ugotovljenih manjših pomanjkljivosti na podroËju varovanja. Pomembno novost smo zabeležili na podroËju neprekinjenega poslovanja (BCP - Business Continuity Process), saj smo prviË povsem v celoti preizkusili tako imenovano rezervno lokacijo Banke. Preizkus je zajemal popoln prenos delovanja vseh informacijskih sistemov s primarne lokacije na rezervno, opravljanje (simulacija) poslovnih procesov na osnovi delovanja INDEKS RASTI ŠTEVILA TRANSAKCIj V DOMA»EM IN TUjEM PLA»ILNEM PROMETU (v %) 181,05 177,99 2005 2006 2007 2008 2009 DomaËi plaËilni promet Tuji plaËilni promet na rezervni lokaciji ter nato prehod nazaj z rezervne lokacije na osnovno. Rezultati testa so bili zelo uspešni. Banka bo na osnovi okrepljenega upravljanja s strani finanËne skupine UniCredit Group tudi v prihodnje stopnjevala svoje delovanje na podroËju zagotavljanja ustreznega varovanja. UniCredit Banka Slovenija d.d. si kot del finanËne skupine UniCredit Group3, vodilne evropske finanËne skupine, prizadeva biti samoiniciativna in aktivna na podroËju družbene odgovornosti tudi in še posebej v Ëasu nestanovitnih razmer na trgu. Zdaj je pravi Ëas za vzpostavitev in dodatno graditev zaupanja in dokaz, da Banka strankam lahko stoji ob strani tudi v težjih Ëasih. 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 kljuËno, da si v javnosti - tako lokalno kot znotraj Skupine - ustvarja zaupanje, ga s svojimi dejanji utrjuje in tudi na primeren naËin komunicira. Še toliko bolj je slednje pomembno v Ëasih, ko so razmere na trgih izredno spremenljive in poslovni partnerji išËejo 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 Ëlanicam finanËne skupine UniCredit Group. Odnos do sodelavcev V UniCredit Banka Slovenija d.d. se zavedamo, da so zaposleni vir moËi, energije in znanja, ki prispevajo k doseganju dolgoroËnih ciljev Banke ter zadovoljstvu strank in sodelavcev. Zato njihovemu razvoju posveËamo veliko pozornost. KOMUNICIRANjE S SODELAVCI Naši sodelavci delovanje Banke odsevajo navzven in so kljuËen dejavnik graditve ugleda v oËeh ostalih deležnikov. Z aktivnostmi, ki smo jih izvajali tudi v letu 2009, smo jim želeli pokazati, da je njihov prispevek pomemben, dobrodošel in cenjen. S komunikacijo smo poudarjali povezanost prodajnih in neprodajnih enot ter skupno zavezanost k istemu cilju - uresniËevanju ciljev Banke. Z aktivno komunikacijo in izvedbo projektov kot so Dan Listine o vrednotah, Dan kulture, z zbiranjem donacij s strani zaposlenih pod okriljem fundacije Unidea, s programom 3 Skupina UniCredit Group že od let a 2000 pripravlja poroËilo o svoji družbeni odgovor­nosti. UniCredit Banka Slovenija d.d. se v poroËilu s podatki pojavlja od leta 2007 dalje v sklopu dr ž av srednje in vzhodne Evrope (ht tp://w w w.unicreditgroup.eu /en/Sust ainabilit y/ Sustainabilit y _ repor t.htm?sParam=2008&sParam1). PoroËilo o družbeni odgovornosti Skupine za leto 2008 je bilo v skladu z zahtevami GRI3 in s stopnjo ustreznosti na nivoju B+. V podrobnostih ra zkriva ak tivnosti, ki jih iz vaja Skupina ter prikaže povezave med strategijami z a družbeno odgovornost in odnosi z deležniki. Deveto poroËilo po vrsti vkljuËuje naslednje dr ž ave: Italija, NemËija, Avstrija, Poljsk a, Bolgarija, Hr vaška, »eška, Romunija, Rusija, Srbija, Slovašk a, Slovenija in Madž arska, kjer je v Ëlanicah Skupine približno 114.000 zaposlenih. izobraževanja perspektivnih kadrov UniQuest, z obvešËanjem o možnostih izobraževanja in zaposlitve v Skupini ter z drugimi projekti (od teh jih je kar nekaj potekalo v vseh državah, kjer je Skupina prisotna), smo tkali povezave tudi s finanËno skupino UniCredit Group. O aktualnih temah smo zaposlene obvešËali s pismi uprave, osebnimi pismi, elektronsko pošto, s prenovo intranetne strani Banke ter osebno, na sreËanjih z zaposlenimi. Aktivno smo se vkljuËevali tudi v pripravo spletnega meseËnika, ki je zaËel izhajati v vseh državah regije srednje in vzhodne Evrope znotraj Skupine, Ëetrtletno pa smo izdajali lokalne interne novice z imenom KomUNIkacija. Preteklo leto smo se zaposleni, skupaj z UniCredit Leasing d.o.o. in UniCredit CAIB Slovenija d.o.o., drugima dvema Ëlanicama Skupine v Sloveniji, sreËali v PodpeËi, kjer smo drugo obletnico našega novega imena praznovali v duhu Lige prvakov in tako sponzorstvo UEFA Champions League komunicirali lokalnim zaposlenim. ZaËeli smo tudi s sreËanji naših zaposlenih s predstavniki najvišjega vodstva Skupine. Lani jeseni smo tako prviË omogoËili sodelavcem, da so se sreËali s predsednikom nadzornega sveta Skupine, Federicom Ghizzonijem, in mu v sprošËenem vzdušju zastavili vprašanja o temah, ki jih zanimajo. Ob uspešno zakljuËenih posebnih projektih, ki so zahtevali tudi veliko osebnega prizadevanja, so bili kljuËni sodelavci deležni osebne zahvale s strani vodstva Banke. S tem smo poudarili njihovo vlogo pri projektih ter nagradili njihova prizadevanja. Pri komunikaciji s sodelavci so moËi in znanje združili štabni službi Korporativna identiteta in komunikacije in Kadrovska služba ter Marketing. Z izpeljanimi aktivnostmi so prispevali k poveËanju vpetosti sodelavcev v življenje Banke, veËji pripadnosti in motivaciji za uspešno nadaljnje delo. RAST ŠTEVILA ZAPOSLENIH IN ZAPOSLOVANjE V zadnjih petih letih se je število zaposlenih v UniCredit Banka Slovenija d.d. neto poveËalo za 214 sodelavcev. NajveËjo rast beležimo v letu 2008 (prirast zaposlenih je znašal 18,9 %), ko smo kljub razburkanim razmeram na trgu izvedli enega najveËjih naložbenih projektov in odprli 6 novih poslovnih enot. Število zaposlenih je od zaËetka leta 2009 stabilnejše kot v preteklih obdobjih. UniCredit Banka Slovenija d.d. je na zaËetku leta 2009 zaposlovala 534, konec leta pa 541 sodelavcev. MeseËno smo v povpreËju dodatno angažirali še 28 študentov (veËinoma za projekt elektronskega arhiviranja dokumentacije). Prirast zaposlenih v zadnjem letu znaša 1,3 %, kar je tudi posledica skrbi za ohranjanje rasti stroškov na niËelni stopnji. PovpreËna starost zaposlenih v Banki je 36,5 let. Strukturo Poslovno poroËilo Družbena odgovornost RAST ŠTEVILA ZAPOSLENIH 2002 2003 2004 2005 2006 2007 2008 2009 zaposlenih po spolu pa sestavlja 63 % žensk in 37 % moških, pri Ëemer razmerje glede na leto 2008 ostaja enako. Skrbimo tudi za raznolikost med zaposlenimi, kar se kaže med drugim v mešani strukturi zaposlenih (med zaposlenimi so namreË 4 tujci, kar je posledica programov razvoja zaposlenih znotraj Skupine in prehodov zaposlenih med državami) in v strukturi vodij po spolu, saj je v vodstvenih strukturah na vseh ravneh 53 % žensk in 47 % moških. V letu 2009 se nam je pridružilo 41 novih sodelavcev, 35 pa jih je Banko zapustilo (izmed vseh sodelavcev in sodelavk, ki so zapustili Banko, je bilo 11,8 % neželenih odhodov). Z novimi zaposlenimi smo sklenili 18 pogodb za doloËen Ëas, 9 pogodb za pripravništvo, ostale zaposlitve pa so bile za nedoloËen Ëas. PovpreËno je imela Banka meseËno tekom leta 58 zaposlenih za doloËen Ëas in 10 zaposlenih pripravnikov, kar je skupaj 12,6 % zaposlenih za doloËen Ëas. Odstotek zaposlenih za doloËen Ëas se je v primerjavi s koncem leta 2008 znižal za 2,2 odstotni toËki. Glede na izredno spremenjene razmere na trgu so med cilji Banke na podroËju zaposlovanja v letu 2010 predvsem nadaljnje iskanje notranjih resursov in znanj, ki jih imajo sodelavci na razliËnih podroËjih ter motiviranje sodelavk in sodelavcev z visokim razvojnim potencialom in ambicijami po novem znanju in podroËjih dela. IZOBRAZBENA STRUKTURA Banka in njeni zaposleni posveËajo veliko pozornost znanju in izobrazbi, kar potrjuje podatek, da je v Banki 5 % zaposlenih z doktoratom oz. magisterijem (povišanje za 0,5 odstotne toËke glede na leto 2008), 50,6 % zaposlenih z višjo, visoko strokovno oz. univerzitetno izobrazbo (povišanje za 1,6 odstotne toËke), 44,4 % zaposlenih pa ima srednjo izobrazbo (znižanje za 2,1 odstotne toËke v primerjavi z letom 2008). Trend kaže na zviševanje izobrazbene strukture v prid visoke strokovne oziroma univerzitetne stopnje. USPOSABLjANjE IN IZOBRAžEVANjE V letu 2009 je Banka za izobraževanje namenila 0,4 % sredstev od skupnih prihodkov, kar je bistveno manj (za 40 %), kot v izjemnem predhodnem letu. V letu 2008 smo namreË odprli šest novih poslovnih enot, zaradi Ëesar je bilo potrebno za samostojno delo usposobiti veË kot trideset novih sodelavcev. Prav tako je bila v letu 2008 zaradi visoke konjukture koliËina denarja, namenjenega za izobraževanje, v primerjavi z letoma 2007 in 2009 še enkrat veËja, kar je omogoËilo izvedbo širokega spektra izobraževanj tako na strokovnih podroËjih, kot tudi na podroËjih prodajnih tehnik in vešËin vodenja. Skupaj je bilo v letu 2009 izvedeno preko 19.600 ur izobraževanja (37-odstotno znižanje glede na leto 2008). V povpreËju se je vsak zaposleni izobraževal 39 pedagoških ur (33-odstotno znižanje glede na leto 2008). Vsebine, ki so jih pokrivala izobraževanja, so tako banËno strokovna kot izobraževanja na podroËju prodajnih tehnik, vešËin vodenja ter izpopolnjevanja raËunalniških ter jezikovnih znanj. V letu 2009 smo izvedli dva nova modula Akademije vodenja, ››Sprejemanje in posredovanje feedbacka« in ››Stili vodenja«, na katerih je sodelovalo veË kot 80 vodij, za nove vodje pa smo ponovili še dva najpomembnejša modula ››Oblikovanje in vodenje timov« ter ››Uvajanje in upravljanje sprememb«, ki sta bila izvedena že v letu 2008. Delež internih izobraževanj je znašal 28 %, pri Ëemer so bile pokrite naslednje vsebine: produktna in procesna izobraževanja (skupaj približno 68 % vseh internih izobraževanj), uvajalni seminar za novozaposlene ››Dobrodošli med najboljšimi« (skupaj 17 % vseh internih izobraževanj), komunikacijske vešËine ter izterjava (skupaj 15 % vseh internih izobraževanj). IZOBRAZBENA STRUKTURA ZAPOSLENIH Dr., Mag. 5,0 % Uvajalni seminar ››Dobrodošli med najboljšimi«, katerega namen je hitrejša in lažja vkljuËitev novozaposlenih sodelavcev ter spoznavanje vizije in strategije glavnih organizacijskih enot ter njihovih vlog v podjetju, poteka v Banki že od leta 2004. Seminar je bil doslej izveden že 26-krat, v letu 2009 pa se ga je v 4 ponovitvah udeležilo 52 sodelavcev. Temu izobraževanju je bilo namenjenih 5,0 % pedagoških ur vsega izobraževanja. V skladu s strategijo in cilji Kadrovske službe smo se v letu 2009 lotili programa upravljanja s talenti, ki ga je v decembru z zakljuËkom dela na projektu ››Družini prijazno podjetje« zakljuËilo 14 perspektivnih mladih sodelavcev. V okviru programa razvoja talentov je bil poleti izveden 2-dnevni ››teambuilding« program na temo ››Vloga vodje v timu«. Jeseni nas je v Sloveniji obiskal trener Skupine, Kerr Wells, ki za potrebe bank v Skupini izvaja treninge vodenja in je za naše talente pripravil 3-dnevno delavnico z naslovom ››Leadership 4 Results - Vodenje za rezultate«. FinanËna skupina UniCredit Group želi v hËerinskih bankah Ëim veË izobraževanj izvesti z lastnimi trenerji. V ta namen izvaja Skupina ustrezno ››Train the Trainer usposabljanje«, ki se ga je v letu 2009 udeležilo 11 sodelavcev iz naše Banke. Šolali so se predvsem za podroËje prodaje ter upravljanja s tveganji. 40-urnega teËaja anglešËine s poudarkom na banËni in finanËni terminologiji se je udeležilo 36 sodelavcev, kar predstavlja 7,60 % vseh izobraževalnih ur v letu 2009. Usposabljanja za uporabo MS Office programov Excel in Access se je udeležilo 56 sodelavcev, ki so na delavnicah preživeli 1.045 ur ali 5,3 % vseh pedagoških ur izobraževanja v letu 2009. Na podroËju pridobivanja licenc je v lanskem letu en sodelavec pridobil borzno licenco, 12 sodelavcev je opravilo izpit za prodajo investicijskih skladov, 18 sodelavcev pa je uspešno opravilo preizkus strokovnih znanj, potrebnih za opravljanje poslov zavarovalnega posredovanja. Skupno ima ob koncu leta 2009 v Banki dovoljenje za trženje vzajemnih skladov 85 sodelavcev, za zavarovalno posredovanje 42 sodelavcev, borzno licenco pa ima 10 sodelavcev. V skupni kvoti izobraževalnih ur je bilo 65 % namenjenih banËnim strokovnim izobraževanjem, 12 % je delež usposabljanj za uporabo vodstvenih vešËin in sposobnosti, 10 % predstavljajo izpopolnjevanja na podroËju prodajnih in komunikacijskih spretnosti, za izobraževanje s podroËja tujih jezikov je bilo namenjenih 8 % od skupne kvote izobraževalnih ur, 5 % pa za izboljšanje obvladovanja raËunalniških orodij. RAZVOj ZAPOSLENIH IN NAGRAjEVANjE Banka že nekaj let sistematiËno skrbi za razvoj kljuËnih kadrov (s pomoËjo programa Executive Development Plan - EDP) in perspektivnih kadrov (Talent Management Review - TMR), kar vodimo na ravni celotne Skupine ter skozi Program razvoja talentov, ki ga izvajamo lokalno. Bistvo vseh programov je skrb za kontinuiteto razvoja zaposlenih, njihovih sposobnosti in znanj ter skrb za zagotavljanje novih generacij sposobnih vodij in strokovnjakov, ki bodo zagotavljali dolgoroËno stabilnost in rast Banke. V letu 2009 smo izredno ponosni na izvedbo projekta Program razvoja talentov, preko katerega smo identificirali prvo generacijo potencialnih mladih strokovnjakov in jih priËeli usposabljati za vodstvene vloge v prihodnosti. Program je zakljuËilo 14 sodelavk in sodelavcev. Tekom programa sta dva izmed njih že dobila priložnost izkazati svoje vodstvene vešËine, ki jih ta trenutek uspešno izkazujeta v praksi. Sicer pa Skupina ponuja tudi program Uniquest, v katerega se lahko prijavi vsak zaposleni in po uspešno opravljenem postopku izbora skupaj s kolegi in kolegicami iz Skupine eno leto deluje na realnih poslovnih projektih Skupine. Za razvoj zaposlenih skrbimo sistematiËno tudi s pomoËjo sistema ciljnega vodenja, katerega kljuËne znaËilnosti so skupno postavljanje ciljev (vodja-zaposleni) z vsakim zaposlenim ter medletno ocenjevanje ter posredovanje povratne informacije o uspešnosti pri delu. Letni razvojni pogovor kot del ciljnega vodenja predstavlja osnovo za razvoj zaposlenih in ga opredeljujemo kot konkurenËno prednost, saj je osnova za tak pogovor ocena kvantitativnih in kvalitativnih ciljev ter vedenj oziroma kompetenc. Rezultat vodenja s pomoËjo ciljev je veËja seznanjenost s cilji in strategijo Banke ter posameznimi organizacijskimi enotami in s tem veËje zadovoljstvo. Hkrati je sistem nagrajevanja vezan na doseganje ciljev posameznika. RAZISKAVA O ZADOVOLjSTVU SODELAVCEV Od leta 2006 v okviru finanËne skupine UniCredit Group izvajamo raziskavo o zadovoljstvu zaposlenih, ki predstavlja kljuËen element našega modela upravljanja z zaposlenimi in njihovimi sposobnostmi in znanji. Zato anketo izvajamo vsako leto in tako kontinuirano merimo napredek pri naših prizadevanjih za ohranitev in poveËanje uspešnosti poslovanja ter za ustvarjanje prijetnega delovnega okolja, v katerem zaposleni lahko polno izražajo svoje potenciale, povratne informacije pa nam pomagajo izboljšati tudi kakovost odnosov in zadovoljstvo naših sodelavcev. V letu 2009 je v raziskavi sodelovalo veË kot 120.000 zaposlenih iz celotne Skupine in z nami delilo svoje obËutke in misli v zvezi s profesionalnim življenjem v Skupini. V UniCredit Banka Slovenija d.d. je bil odstotek udeležbe 83 %, kar je odraz visoke zavzetosti naših zaposlenih, ki predstavlja eno izmed naših glavnih prednosti. Rezultati raziskave, ki je potekala v januarju 2009, so pokazali, da se je v primerjavi s prejšnjim letom izboljšalo zadovoljstvo pri vseh Poslovno poroËilo Družbena odgovornost ©tevilo ur izobraaevanja IZOBRAžEVANjE 31.000 19.600 17.500 16.000 15.200 2005 2006 2007 2008 2009 upravljanja z delovno uspešnostjo. Raznolikost smo želeli spodbuditi predvsem s komunikacijo, usmerjeno na interne stranke -zaposlene -s poudarkom na vkljuËevanju (v projekte in odloËanje) zaposlenih z daljšo delovno dobo v Banki, saj je ta skupina zaposlenih izrazila najveË nezadovoljstva s trenutnim stanjem. V ta namen so bili jeseni organizirani 3 zajtrki uprave z zaposlenimi, ki imajo veË kot 15 let delovne dobe v Banki, kar jim je omogoËilo predstavitev lastnega mnenja, idej in predlogov o izboljšavah ter pogovor o strategiji in rezultatih Banke s Ëlani uprave. Za dvig zadovoljstva zaposlenih, ki imajo otroke ter za lažje usklajevanje njihovega poslovnega in zasebnega življenje je skupina talentov, vkljuËenih v Program razvoja talentov, tekom leta intenzivno delala na projektu ››Družini prijazno podjetje«. Tako smo v letu 2010 pripravljeni za vstop v postopek pridobitve certifikata ››Družini prijazno podjetje«. Aktivnosti s podroËja vodenja so se še naprej izvajale s ciljem izboljšanja interne komunikacije, tudi preko osebnega stika z upravo in vodji najvišjih organizacijskih enot (nadaljujemo z zajtrki zaposlenih z upravo, vodja kadrovske službe je priËela z dnevi odprtih vrat kadrovske službe, že tretje leto zapored smo izvedli Dan v poslovni enoti) ter veËjega vkljuËevanja zaposlenih v proces odloËanja in izmenjavo dobrih praks. SKRB ZA VREDNOTE Tudi v letu 2009 (natanËneje 23. septembra) smo se posvetili vrednotam (enakopravnost, zaupanje, spoštovanje, preglednost, svoboda delovanja, vzajemnost), ki posamezniku pomagajo pri delu in ga podpirajo v delovanju do naših deležnikov (zaposlenih, kategorijah, še posebno na podroËju izobraževanj in razvoja, plaË in sistema nagrajevanja, vodenja, zavzetosti in pripadnosti ter zaupanja v prihodnost Skupine. Izboljšalo se je tudi mnenje sodelavcev o uËinkovitosti, sodelovanju, odnosih na delovnem mestu ter enakopravnosti in družbeni odgovornosti Banke. Rezultate raziskave o zadovoljstvu smo objavili na intranetni strani. Na podroËju izobraževanja in razvoja smo namenjali še veËji poudarek izmenjavi znanj in izkušenj ter pridobivanju le-teh na drugaËen naËin (npr. interni prenos znanja, samoizobraževanje). V ta namen smo vzpostavili tudi interno knjižnico s katalogom gradiv, ki je objavljen na intranetu Banke. Ponosni smo na dejstvo, da je v knjižnico vËlanjenih preko 30 zaposlenih in da so zaposleni skupaj prispevali že okrog 100 knjig in druge literature iz svoje lastne zbirke. V letu 2009 smo nadaljevali tudi z Akademijo vodenja, ki vodjem zagotavlja pridobivanje znanj s pomoËjo trenerjev iz prakse in vsebuje vsebine, ki smo jih definirali v kompetenËnem modelu. Bolj smo se (in se še bomo) posvetili temu, da so izobraževanja vezana na dejanske potrebe zaposlenih in organizacijskih enot in se doloËijo med letnimi razvojnimi pogovori, osredotoËili pa smo se tudi na razvoj vodstvenega potenciala mladih talentov Banke. V letu 2009 je bila tako prva generacija talentov že vkljuËena v Program razvoja talentov. Glede kategorije upravljanja z delovno uspešnostjo je bil naš glavni cilj izboljšati komunikacijo in preglednost sistema lokalnih skupnosti, delniËarjev in strank). Na ta dan smo si na delavnicah izmenjevali ››zgodbe« - primere iz prakse, kjer so se konkretni zaposleni oz. organizacijske enote izkazale z delovanjem v duhu vrednot naše Banke. Na podlagi 23 izbranih zgodb smo izbrali zmagovalno zgodbo izkazovanja spoštovanja in enakopravnega obravnavanja ter pristopa do stranke, ki se je zgodila v naši poslovni enoti v Murski Soboti. Institut ombudsmana, ki je v Banki uveljavljen od konca leta 2007, omogoËa neodvisno možnost vlaganja morebitnih pritožb zaradi kršitev Listine o vrednotah, ki jih povzroËijo dejanja ali obnašanja med zaposlenimi ali med zaposlenimi in Banko. S tem želimo pospešiti reševanje medosebnih konfliktov in težav, spodbujati sodelovanje na delovnem mestu ter ustvarjati sinergije v delovanju med Ëlanicami Skupine. Delovanje ombudsmana se nanaša na podroËje diskriminacije na delovnem mestu, diskriminacije na podlagi subjektivnih kriterijev, namenskega zadrževanja informacij, psihiËnega nadlegovanja (mobbing), spolnega nadlegovanja, zasledovanja, zalezovanja in podobno. V letu 2009 smo poleg ombudsmanke Banke imenovali tudi njeno namestnico. Obe ombudsmanki sta nekdanji zaposleni, upokojenki, tako da Banko in zaposlene zelo dobro poznata in tako lažje sodelujeta pri reševanju morebitnih primerov. V letu 2009 sta ombudsmanki tako zabeležili 5 primerov, ki so se veËinoma nanašali VSEBINA IZOBRAžEVANj VešËine vodenja Prodajne in Tuji jeziki 12 % komunikacijske ve.Ëine na kršitve vrednot preglednost, spoštovanje in enakopravnost. VeËina primerov je bila uspešno rešenih skozi pogovor in odkrivanje novih, drugaËnih pogledov na situacijo. Dejstvo, da se zaposleni obraËajo na ombudsmanki, pa kaže tudi na to, da je sam institut v praksi zaživel in predstavlja eno od orodij za sporazumno reševanje konfliktov. SKRB ZA SODELAVCE NaËrtno spremljanje zdravstvenega stanja je naša obveza in zaveza ter hkrati izražena skrb za sodelavce. Tekom preteklega leta smo tako opravili 63 predhodnih oz. obdobnih zdravniških pregledov, konec oktobra pa že tradicionalno poskrbeli za možnost cepljenja proti gripi, ki se ga v povpreËju udeleži 20 % zaposlenih in ga organiziramo na sedežu Banke. Letos smo zaradi pandemije nove gripe v skladu s kriznim naËrtom v podobnih primerih še dodatno ponudili zaposlenim možnost, da so se lahko na stroške Banke pri svojem zdravniku cepili tudi proti virusu nove gripe A(H1N1). Vzgoja in izobraževanje v zvezi z varnostjo in zdravjem pri delu ter varstvom pred požarom sta prav tako sestavni del strokovnega usposabljanja vseh zaposlenih, zato skladno z zakonodajo vsako leto organiziramo potrebna usposabljanja s tega podroËja, in sicer usposabljanje Varnost in zdravje pri delu ter varstvo pred požarom, ki se ga morajo udeležiti vsi zaposleni Ëim prej po zaposlitvi in znanje obnavljati v skladu z našo Izjavo o varnosti z oceno tveganja na 5 let. Tekom leta 2009 se ga je udeležilo 237 sodelavcev in sodelavk (43,8 % vseh zaposlenih), medtem ko se je programa Usposabljanje odgovornih oseb za gašenje zaËetnih požarov in izvajanje evakuacije udeležilo 37 zaposlenih (do dve osebi na vsaki lokaciji, na kateri Banka posluje). Odstotek odsotnosti zaradi bolezni je ostal na približno enaki ravni kot v letu 2008 oziroma se je malenkost zvišal, in sicer iz 3 % na 4 %. Povišanje pripisujemo izredno mladi strukturi zaposlenih in poslediËnemu dejstvu, da je izjemno veliko mladih družin z majhnimi otroci (delež nege za družinske Ëlane predstavlja 9,5 % skupnih bolniških dni). Tudi letos so zaposleni v Banki prispevali k porastu prebivalstva, saj smo imeli, tako kot že v preteklih dveh letih, poveËanje števila porodnic. Konec leta 2009 je bilo namreË na porodniškem dopustu kar 33 sodelavk (6,1 % vseh zaposlenih). V letu 2009 se je našim zaposlenim rodilo 53 otrok. Tudi zato se bomo v prihodnje posveËali ustvarjanju delovnega okolja, prijaznega do usklajevanja službenih in zasebnih obveznosti. Skrb za tretje življenjsko obdobje udejanjamo skozi možnost vkljuËitve v dodatno pokojninsko zavarovanje, ki jo izkorišËa 65 % zaposlenih. To je glede na starostno strukturo in seznanjenost o demografski situaciji v povezavi s pokojninskimi zgledi razumljivo. Vsa omenjena skrb pa se odraža tudi v uspešnem ohranjanju stopnje fluktuacije na sprejemljivi ravni glede na demografske razmere in glede na razmere na trgu dela, saj se je stopnja znižala iz 8,09 % v letu 2008 na 6,08 % v letu 2009 (zopet posledica nestabilnega trga dela, saj se je brezposelnost v Sloveniji zvišala za 50 %). Za zaposlene, njihovo zdravje in dobro poËutje ter druženje pa skrbimo še z organizacijo športnih dogodkov, sofinanciranjem kulturnih prireditev ter športnih aktivnosti ter druženjem ob novem letu, obisku BožiËka za otroke zaposlenih, tekmovanji v najrazliËnejših športih, vsakoletni aktivni udeležbi na BanËnih igrah, poletnem pikniku, pa tudi preko športnega društva ››Tilda«. Le-to deluje v okviru Banke, vanj pa je vËlanjenih 422 zaposlenih (78 % vseh zaposlenih), 15 študentov ter 8 upokojencev, sicer pa so storitve, ki jih društvo omogoËa, na voljo vsem zaposlenim. Odnos do strank V letu 2009 smo se pri oblikovanju in izvedbi marketinške strategije prilagajali specifiËnim razmeram na finanËnem trgu. Izvedli smo številne celovite tržno-komunikacijske akcije in izbranim ciljnim segmentom prek oglaševalskih akcij in direktne pošte predstavili ponudbo varËevalnih in zavarovalnih produktov, potrošniških kreditov in razliËnih banËnih paketov, s katerimi smo potrošnike skušali spodbuditi k zamenjavi banke. Poslovno poroËilo Družbena odgovornost Jeseni 2009 smo, kot Ëlanica finanËne skupine UniCredit Group, postali ponosni uradni sponzor UEFA Champions League za obdobje 2009 - 2012. Ker predstavlja sponzorstvo moËno marketinško in komunikacijsko orodje, smo za posamezne segmente oblikovali posebne ponudbe ter jih obstojeËim in potencialnim strankam predstavljali preko nogometno obarvanih oglaševalskih akcij, spletne nagradne igre ››Zadeni gol«, direktne pošte ter promocije v poslovnih enotah in na dogodkih. Privrženci nogometa so se z našo blagovno znamko redno spogledovali na nogometnih tekmah, predvsem preko televizijskih sprejemnikov, nekateri pa tudi v živo. Kot so pokazale raziskave, smo z nogometnimi tekmami in nogometno obarvanimi oglaševalskimi akcijami uspešno poveËali prepoznavnost, zavedanje in priklic blagovne znamke ter dodatno utrdili pozicioniranje blagovne znamke UniCredit Bank, ki se odlikuje po sodobnosti in drugaËnosti ter izraziti usmerjenosti v aktivnega posameznika, ki mu želimo pomagati pri uresniËevanju njegovih želja, ambicij in ciljev. Za poslovne partnerje divizij Poslovanje s podjetji in FinanËni trgi smo organizirali številne informativne dogodke za stranke. Najodmevnejši dogodek za stranke je bilo sreËanje najuglednejših poslovnih partnerjev in nekaterih najvidnejših predstavnikov slovenskega gospodarstva na gradu Jable. S tem dogodkom smo v turbulentnem Ëasu finanËne krize odprli pomembne teme in oblikovali skupno mnenje o relevantnosti razliËnih projektov za razvoj slovenskega gospodarstva. Najbolj obiskani so bili Zajtrki FinanËnih trgov, ki so bili posveËeni predstavitvi denarnih instrumentov ter trendov gibanja teËajev in obrestnih mer na lokalnem ter mednarodnih finanËnih trgih, beseda pa je tekla tudi o delovanju denarne politike ECB znotraj in izven EMU. Za stranke smo organizirali delavnico na temo mednarodnih storitev, v sodelovanji s podjetjem Ernst & Young izobraževanje na temo davËnega in finanËnega svetovanja v okviru poslovnega paketa Planet, županom iz cele Slovenije pa smo predstavili obËinske infrastrukturne priložnosti. V sodelovanju z Obrtno zbornico Slovenije smo v devetih slovenskih mestih predstavili predvsem malim podjetjem nevarnosti in priložnosti finanËne krize. Leto 2009 smo zaokrožili s tradicionalnim novoletnim koncertom v Slovenski filharmoniji. Nadaljevali smo z izdajanjem revije za stranke z imenom Azimut, kjer smo tudi v preteklem letu združevali strokovne teme in teme povezane z življenjskim slogom novodobnega poslovneža. Tako kot v preteklih letih smo se ciljnim segmentom v letu 2009 približali prek razliËnih komunikacijskih kanalov in jim predstavili zanimive in njihovim potrebam prilagojene banËne produkte. S sodobnim tržnim komuniciranjem smo dokazali, da smo prodorna in k potrošniku usmerjena Banka. 4 Odnosi z mediji Sedma sila je in vedno bo eden od virov informacij, ki jim javnost, in s tem tudi naše potencialne in obstojeËe stranke, najbolj zaupa. Zavedamo se, da so mediji zato pomemben dejavnik pri izgradnji prepoznavnosti in ugleda Banke. Po rezultatih raziskav so avtorski Ëlanki novinarjev štiri do sedemkrat bolj kredibilni od plaËanega oglaševanja, zato si pri komuniciranju z novinarji prizadevamo za proaktivnost, strokovnost, odzivnost v skladu s postavljenimi roki, dostopnost sogovornikov za izjave in pojasnila ter s tem za graditev dolgoroËnih odnosov s predstavniki medijskih hiš. Dobro sodelovanje z mediji se je nedvomno odrazilo tudi v poveËanem interesu medijev za poroËanje o Banki. V letu 2009 smo prejeli skupaj 838 sklopov novinarskih vprašanj (v letu 2008: 630, v letu 2007: 480). Novinarje smo skozi vse leto ažurno obvešËali o dogajanju v Banki in informacije ter fotografije z dogodkov in oseb objavljali tudi v medijskem središËu na spletni strani. Z aktivnim in odprtim pristopom pa tudi zaradi aktualnih tem, v sklopu katerih se je Banka pojavila kot poslovni partner, smo svojo medijsko prisotnost v letu 2009 dodatno poveËali. Na tiskovni konferenci, ki smo jo organizirali pomladi 2009, smo medijem predstavili naše poslovne rezultate, ki smo jih dosegli v letu 2008. Novinarje, ki pokrivaju podroËje kulture, smo povabili na tiskovno konferenco ob gostovanju baletnega ansambla milanske Skale na Poletnem festivalu, na konferenci pa so sodelovali tudi direktor Baleta in izbor baletnikov, ki so nastopali v predstavi. Slovenske novinarje smo kasneje povabili k sodelovanju pri projektu finanËne skupine UniCredit Group “Novinarska nagrada za poroËanje o SVE”. Dvema slovenskima novinarjema smo omogoËili prisotnost na konferenci Euromoney na Dunaju, ki jo je podprla tudi finanËna skupina UniCredit Group. Ob obisku predsednika nadzornega sveta Banke, Federica Ghizzonija, smo organizirali sreËanje za novinarje, prav tako smo organizirali sreËanje s slovenskimi novinarji ob obisku Doris Tomanek, ki je odgovorna za kadrovske zadeve v državah SVE, kjer je Skupina prisotna. Na ta naËin smo slovenskim novinarjem omogoËili direkten kontakt z najvišjim vodstvom Skupine. Aktivno smo jih vabili tudi na doloËene dogodke za stranke, predvsem take, kjer smo govorili o trendih v gospodarstvu. Pozitiven odziv novinarjev se je odrazil v veËjem številu prispevkov, obenem so lahko pridobili kontakte, ki so jim v pomoË pri njihovem vsakdanjem delu in zbiranju informacij o Skupini oziroma o trgu in trendih na splošno. 4 Z adovoljst vo naših strank že veË let na ravni finanËne skupine UniCredit Group pre­verjamo z ra zisk avami. VeË o rezultatih ra zisk av si lahko preberete v poglavju Poslovanje Banke na ra zliËnih segmentih, ra zdelek Podpora prodaji. Odnos do lokalnih skupnosti Poslovne enote Banke so na podlagi poznavanja lokalnega okolja v okviru lastne pobude samostojno komunicirale z lokalnim trgom prek razliËnih komunikacijskih kanalov in tako izvajale lokalne dogodke, direktni marketing, sponzorsko in donatorsko sodelovale na športnih, dobrodelnih in kulturnih prireditvah, ki so potekale v njihovi lokalni skupnosti. Z direktno pošto in drugimi aktivnostmi smo prispevali k intenzivnosti komuniciranja akcij in ponudbe Banke. Sponzorstva in donacije V skrbi za ustvarjanje trajne vrednosti in nadaljnjega razvoja se zavedamo pomembnosti odgovornega vkljuËevanja v okolje, v katerem delujemo. Tudi v letu 2009 smo prisluhnili potrebam lokalnih skupnosti in širše družbe skozi sponzorstva in donacije, predvsem na podroËju kulture, pomoËi socialno šibkim in otrokom, ozavešËanja o odgovornem ravnanju do okolja in športa na nacionalni ravni, v tovrstne aktivnosti pa smo vkljuËevali tudi naše sodelavce. Spomladi leta 2009 se je prviË na pot podal Mini bus veselja, ki je namenjen socialno šibkim otrokom iz blokovskih naselji, ki jim na ta naËin nudimo pomoË pri uËenju, organizirane igre in športne dejavnosti, pa tudi pogovor. Aktivno smo podprli humanitarne projekte kot so RdeËi noski (zbiranje odpadnih kartuš in denarnih prispevkov v poslovni mreži Banke) in dobrodelni bazar društva SILA. Sredstva smo namenili tudi humanitarnemu zavodu Vid. Pridružili smo se dobrodelni akciji z naslovom ››Otroci boljši od borznih gurujev« Ëasopisa Moje finance, kjer so sredstva donacije namenjena socialno šibkim otrokom pod okriljem Zveze prijateljev mladine Slovenije. Že osmo leto zapored smo darovali Slovenski filharmoniji za nakup novih glasbil, tokrat za koncertni violini. S sponzorskimi sredstvi smo podprli odmeven nastop baletnega ansambla milanske Scale z baletom Pink Floyd na otvoritvi Poletnega festivala v Ljubljani. ŠTEVILO OBjAVLjENIH PRISPEVKOV Na družbeno odgovornost s stališËa okoljskega in podnebnega osvešËanja smo se odzvali s sodelovanjem pri projektu spletnega mesta Planet sprememb pod okriljem društva Umanotera ter z donacijo za projekt okoljskih Ëitalnic, namenjenih odraslim in okoljskih reciklažnic za otroke v Okoljskem centru. V aktivnosti Centra smo vkljuËili tudi naše sodelavce. Prav tako v vseh poslovnih enotah sodelavci Banke v humanitarne namene zbiramo plastiËne zamaške. Ob otvoritvah novih poslovnih enot Banke smo preko lokalnih humanitarnih društev in organizacij prispevali sredstva za pomoË otrokom s posebnimi potrebami in socialno šibkim otrokom. Na ravni celotne finanËne skupine UniCredit Group smo sodelavci in Banka združili moËi in zbrali prispevek za žrtve potresa v Abruzzih v Italiji in s tem prispevali za obnovitev domov. FinanËna skupina UniCredit Group je sklenila partnerstvo in je ponosni sponzor evropske nogometne lige prvakov UEFA Champions League za obdobje treh let. Lokalno smo podprli udeležbo tekmovalne ekipe sodelavcev UniCredit Banka Slovenija d.d. na Ljubljanskem maratonu in na Teku trojk in se aktivno vkljuËili v tradicionalno prireditev Pot ob žici. Na nacionalni ravni smo vstopili v partnerstvo in podprli tekmovalce slovenskih nordijskih disciplin in uspešno tekaËico Petro MajdiË. Ob izteku leta 2009 smo darovali sredstva Zvezi prijateljev mladine Slovenije za izvedbo projekta Sožitje generacij, kjer bodo otroci iz socialno šibkih družin in socialno izkljuËeni otroci skupaj z upokojenimi strokovnjaki preživeli teden dni na taboru in si tako našli nadomestne babice in dedke, s katerimi bodo ohranili stike tudi po vrnitvi domov. Za otroke pod okriljem Zveze prijateljev mladine Slovenije smo konec leta sodelavci in tudi stranke preko vseh poslovnih enotah Banke zbirali družabne igre, didaktiËne in druge igraËe in k akciji povabili tudi naše stranke. Višina sredstev za sponzorstva in donacije je v letu 2009 dosegla veË kot 110.397 evrov. Dr. France Arhar Predsednik uprave Odnos do lokalnih skupnosti Janko Medja, MBA »lan uprave Francesco Vercesi »lan uprave 2005 2006 2007 2008 2009 PoroËilo nadzornega sveta Nadzorni svet UniCredit Banka Slovenija d.d. je v letu 2009 spremljal in nadziral tekoËe poslovanje Banke, dosežene finanËne rezultate ter delo njene uprave skladno s svojimi pooblastili, pristojnostmi in dolžnostmi, opredeljenimi v Statutu Banke, Zakonu o gospodarskih družbah in Zakonu o banËništvu. Na rednih sejah nadzornega sveta je uprava Banke Ëlane nadzornega sveta obvešËala o vseh pomembnih poslovnih dogodkih v Banki in o drugih aktivnostih, povezanih s poslovanjem Banke, o ekonomskem in politiËnem okolju, pomembnejših zakonskih spremembah, ki so vplivale na poslovanje Banke, ter o doseženih finanËnih rezultatih Banke v primerjavi s sprejetim finanËnim naËrtom poslovanja. Uprava Banke je nadzorni svet redno obvešËala tudi o priËakovanih finanËnih rezultatih do konca finanËnega leta in o njihovem uresniËevanju. V letu 2009 je prišlo do sprememb v sestavi nadzornega sveta Banke. Na skupšËini Banke 9. februarja 2009 je bil s funkcije Ëlana nadzornega sveta razrešen mag. Helmut Haller, hkrati pa sta bila za Ëlana nadzornega sveta za obdobje do 24. aprila 2011 imenovana Franco Andreetta in Giuseppe Verrascina. Nadzorni svet Banke tako šteje 6 Ëlanov, in sicer ga poleg prej omenjenih Ëlanov sestavljajo še Federico Ghizzoni (predsednik), Herbert Hangel (namestnik predsednika), mag. Wolfgang Edelmüller in mag. Martin Klauzer. Navkljub specifiËni lastniški strukturi, v kateri je skoraj 100-odstotni lastnik Banke UniCredit Bank Austria AG, veËinski lastnik slednje pa UniCredit S.p.A., dva Ëlana nadzornega sveta (Franco Andreetta in Giuseppe Verrascina) nista zaposlena v Skupini, ampak kot zunanja strokovnjaka s podroËja raËunovodstva in finanËnega poslovanja prispevata k bolj kakovostnemu in preglednejšemu delu nadzornega sveta. »lani 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. FinanËna skupina UniCredit Group ima sicer oblikovane ustrezne mehanizme za obvladovanje in reševanje morebitnih konfliktov interesov, Ëe bi do njih kljub vsemu prišlo. Nadzorni svet Banke se je v letu 2009 sestal in odloËal na šestih rednih sejah. Nekatere sklepe so Ëlani nadzornega sveta sprejemali tudi dopisno in brez sklica seje. Vsi Ëlani nadzornega sveta so se udeležili prve, druge in šeste redne seje nadzornega sveta, medtem ko je svojo udeležbo na tretji seji opraviËil Herbert Hangel, na Ëetrti mag. Wolfgang Edelmüller in na peti Franco Andreetta. Posamezni sklepi so bili v skladu z zakonskimi predpisi, pristojnostmi, opredeljenimi v statutu in upoštevajoË potrebe Banke po uËinkovitosti dela, sprejeti tudi na korespondenËnih sejah nadzornega sveta in nato predstavljeni in potrjeni na prvi naslednji redni seji nadzornega sveta. Pomembnejše odloËitve nadzornega sveta Na svoji prvi redni seji, 9. marca 2009, je nadzorni svet med drugim sprejel letno poroËilo o poslovanju Banke za leto 2008, na podlagi predloga revizijske komisije predlagal skupšËini Banke imenovanje zunanjega revizorja, podal mnenje k letnemu poroËilu notranje revizije o notranjem revidiranju za leto 2008, sprejel sklep o uporabi Ëistega dobiËka in soglašal s predlogom uprave za uporabo bilanËnega dobiËka Banke za leto 2008, se seznanil z revizorjevim poroËilom pooblašËene revizijske družbe za leto 2008, na katerega ni imel pripomb, ter potrdil vse ostale dokumente, o katerih je odloËala skupšËina Banke 29. aprila 2009. Nadzorni svet je na drugi redni seji, ki je potekala 4. maja 2009, za predsednika uprave Banke ponovno imenoval dr. Franceta Arharja za obdobje od 1. junija 2009 do 31. maja 2011. Na tretji redni seji, ki je potekala 19. junija 2009, je nadzorni svet sprejel politiko finanËne skupine UniCredit Group glede prejemkov Ëlanov organov vodenja in nadzora ter potrdil spremembe Poslovnika uprave Banke in Pravil delovanja službe notranje revizije. 20. julija 2009 so Ëlani nadzornega sveta na svoji Ëetrti redni seji obravnavali in potrdili polletne rezultate Banke ter predlog uprave za sklic skupšËine delniËarjev Banke, na kateri so delniËarji sprejeli sklep o plaËilu nadomestila zunanjim Ëlanom nadzornega sveta Banke. Na dopisni seji 7. septembra 2009 je nadzorni svet Banke za novega Ëlana uprave imenoval Francesca Vercesija, ki je pridobil dovoljenje Banke Slovenije za opravljanje funkcije Ëlana uprave Banke 20. oktobra 2009, ko je tudi nastopil mandat. Na peti redni seji, 14. oktobra 2009, se je nadzorni svet seznanil z odstopom Ëlana uprave Banke, mag. Stefana Vavtija, ki je mandat prenehal 1. oktobra 2009. Dne 30. novembra 2009 je nadzorni svet na svoji zadnji seji v letu 2009 s funkcije Ëlana uprave Banke razrešil dr. Heriberta Fernaua. Poleg tega je nadzorni svet Banke na šesti (zadnji) redni seji v letu 2009 dal soglasje k naËrtu dela službe notranje revizije za leto 2010 ter potrdil predlog uprave glede razdelitve pristojnosti med Ëlani uprave Banke. Nadzorni svet je sodeloval pri sprejemanju vseh ukrepov in aktivnosti, ki so bili potrebni za uresniËevanje skupne poslovne politike nadrejenih banËnih skupin. Potrdil je naËrt razvoja in temelje poslovne politike Banke za leto 2009. Nadzorni svet je o realizaciji programa dela in o svojih ugotovitvah ter o pregledih zunanjih nadzornih institucij redno prejemal obvestila notranje revizije. Uporaba Ëistega in bilanËnega dobiËka za leto 2009 Uprava Banke je nadzornemu svetu v letu 2010 predložila v PoroËilo nadzornega sveta PoroËilo nadzornega sveta obravnavo Sklep o uporabi Ëistega dobiËka poslovnega leta 2009 v višini 8.798.350,62 evrov in predlog Sklepa o uporabi bilanËnega dobiËka poslovnega leta 2009 v višini 4.399.175,31 evrov. Uprava Banke je predlagala, da se zaradi naËrtovanega poveËevanja obsega poslovanja v letu 2010 in prihodnjih letih v skladu s sprejetimi srednjeroËnimi naËrti Banke ter za zagotavljanje predpisane kapitalske ustreznosti Banke, Ëisti dobiËek Banke ne uporabi za razdelitev delniËarjem ali drugim osebam, ampak se v celoti razporedi v druge rezerve Banke. Uprava Banke je tudi predlagala, da nadzorni svet in skupšËina delniËarjev v skladu s svojimi pristojnostmi sprejmeta predlagani Sklep o uporabi bilanËnega dobiËka poslovnega leta 2009. S sprejemom takega predloga bo omogoËena nadaljnja rast Banke. Nadzorni svet je sprejel Sklep o uporabi Ëistega dobiËka za leto 2009, soglašal s predlogom uprave o uporabi bilanËnega dobiËka za leto 2009 in priporoËil skupšËini delniËarjev, da ga sprejme v predlagani obliki. Delovanje revizijske komisije nadzornega sveta Revizijska komisija nadzornega sveta Banke se je v letu 2009 sestala na štirih rednih in eni dopisni seji. Kot posvetovalno telo nadzornega sveta ima revizijska komisija v okviru svojega delovanja ocenjevalno, (po)svetovalno in predlagalno funkcijo, pri Ëemer pomaga nadzornemu svetu pri izpolnjevanju njegovih dolžnosti in pristojnosti v zvezi z naslednjimi vsebinami: s primernostjo in uËinkovitostjo banËnih postopkov notranje kontrole, kar vkljuËuje ugotavljanje in merjenje tveganj ter upravljanje s tveganji; s skladnostjo z zakonodajo, pravili in politikami, ki urejajo delovanje banke; s primernostjo raËunovodskih standardov, ki se uporabljajo pri pripravi raËunovodskih izkazov; s primernostjo in neodvisnostjo zunanjih banËnih revizorjev ter z zagotavljanjem zaposlenih v oddelku notranje revizije. Letno poroËilo 2009 Uprava Banke je pripravila letno poroËilo o poslovanju UniCredit Banka Slovenija d.d. v letu 2009 in ga v zakonskem roku predložila nadzornemu svetu Banke v preveritev. Skupaj z letnim poroËilom je bilo nadzornemu svetu predloženo tudi revizorjevo poroËilo o reviziji raËunovodskega poroËila in pregledu poslovnega poroËila Banke za poslovno leto 2009 ter dodatno revizorjevo poroËilo o izpolnjevanju pravil o upravljanju s tveganji v banki iz prvega odstavka 211. Ëlena Zakona o banËništvu, ki ju je sestavila pooblašËena revizorska družba KPMG Slovenija d.o.o. Nadzorni svet je preveril letno poroËilo, ki mu ga je v obravnavo predložila uprava Banke. Ugotovil je, da je letno poroËilo sestavljeno v skladu s poroËili in informacijami o poslovanju Banke v letu 2009 ter s poroËili o ekonomskem in politiËnem okolju, v katerem Banka deluje, in so bila nadzornemu svetu predstavljena v poslovnem letu. Letno poroËilo je nadzorni svet primerjal tudi z revidiranimi raËunovodskimi izkazi za poslovno leto 2009 in ugotovil, da so finanËni rezultati, predstavljeni v letnem poroËilu, skladni z revizorjevim poroËilom. Na podlagi poroËil uprave Banke je nadzorni svet mnenja, da je uprava upoštevala ugotovitve in priporoËila notranje revizije ter zunanjih nadzornikov v letu 2009 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 2009 izpolnila vse zakonske zahteve. Na temelju rednega spremljanja poslovanja Banke in navedenih preverjanj je nadzorni svet potrdil letno poroËilo o poslovanju Banke v letu 2009. V revizorjevem poroËilu o pregledu raËunovodskih izkazov za poslovno leto 2009, ki je bilo nadzornemu svetu predloženo skupaj z letnim poroËilom, je podano tudi mnenje pooblašËenega revizorja, ki je izdal mnenje brez pridržka. Nadzorni svet je seznanjen z revizorjevim poroËilom pooblašËenega revizorja za leto 2009 ter dodatnim revizorjevim poroËilo o izpolnjevanju pravil o upravljanju s tveganji za leto 2009 in nanju nima pripomb. Nadzorni svet ocenjuje, da je svoje delo v letu 2009 opravil s profesionalno skrbnostjo, skladno z veljavno zakonodajo ter notranjimi pravili finanËne skupine UniCredit Group. Federico Ghizzoni Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. Izjava o odgovornosti Uprava je odgovorna za pripravo raËunovodskih izkazov za poslovno leto. Ti morajo resniËno in pošteno prikazovati premoženjsko stanje UniCredit Banka Slovenija d.d. ob koncu poslovnega leta ter njen finanËni in poslovni izid za to leto. Uprava mora raËunovodske izkaze pripraviti skladno z naËelom Ëasovne neomejenosti poslovanja, razen kadar to ni primerno. Uprava je pri pripravi raËunovodskih izkazov v letnem poroËilu za leto, ki se je konËalo 31. decembra 2009, dosledno uporabila ustrezne raËunovodske usmeritve in jih podprla z utemeljenimi in previdnimi presojami in ocenami ter zagotovila skladnost z vsemi raËunovodskimi standardi, o katerih meni, da so pomembni. Uprava je odgovorna zagotoviti, da Banka vodi raËunovodske evidence, ki z razumno natanËnostjo razkrivajo finanËni položaj Banke in s katerimi je mogoËe zagotoviti, da so raËunovodski izkazi v vseh pomembnejših pogledih skladni s predpisi Vlade Republike Slovenije, predpisi in navodili Banke Slovenije ter z mednarodnimi standardi raËunovodskega poroËanja. Uprava je v splošnem odgovorna tudi za sprejetje ukrepov, ki so razumno potrebni za zašËito premoženja Banke in za prepreËevanje in odkrivanje prevar in drugih nepravilnosti. »lan uprave Ljubljana, marec 2010 Dace MarkeviËa Uralchem Trading Sia Stranka podroËja poslovanja s podjetji, Latvija Uralchem Trading ima zagotovilo, da bo prav vsakiË, celo ko gre za razmeroma enostavne banËne transakcije kot so plaËila, UniCredit banka poiskala in tudi našla rešitve, ki bodo v koristi obeh strank. Strokovno osebje banke vedno ponuja koristne nasvete o uspešnem poslovanju, s Ëimer postavlja temelje za medsebojno zaupanje in dolgoroËno partnerstvo.« Z UniCredit je enostavno. 2009 Letno poroËilo PoroËilo neodvisnega revizorja PoroËilo neodvisnega revizorja PoroËilo neodvisnega revizorja RaËunovodski izkazi RaËunovodski izkazi FinanËni kazalniki Bilanca stanja Izkaz poslovnega izida Izkaz gibanja kapitala Izkaz finanËnega izida Povzetek raËunovodskih usmeritev Pojasnila k raËunovodskim izkazom FinanËni kazalniki 2.891.241 2.132.693 642.287 721.539 423.463 370.875 218.824 350.664 2.064.458 1.595.225 1.486.958 1.159.762 577.500 435.463 179.172 163.615 25.471 16.181 1.166 1.071 5.327.214 5.765.607 45.117 35.750 19.355 20.278 (18.648) (15.424) (14.366) (13.419) (3.548) (3.165) (6.993) (4.306) 23.527 19.712 (5.044) (4.531) 535 451 26 28 45,95 41,96 3.898.878 3.898.878 9,5% 8,5% 0,9% 0,7% 1,8% 1,8% 2,7% 2,8% 1,0% 1,0% 13,6% 12,7% 10,6% 9,8% 1,5% 1,6% 28,7% 27,9% 6,7% 8,1% RaËunovodski izkazi Bilanca stanja Vsebina Pojasnilo 31. 12. 2009 31. 12. 2008 EUR 1.000 Denar v blagajni in stanje na raËunih pri centralni banki 1 78.021 41.902 FinanËna sredstva, namenjena trgovanju 2 84.659 144.574 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida 3 6.366 16.730 FinanËna sredstva, razpoložljiva za prodajo 4 352.608 217.389 Izvedeni finanËni instrumenti, namenjeni varovanju 5 5.672 2.324 Krediti 6 2.658.049 2.353.905 krediti bankam 561.125 289.447 krediti strankam 2.096.924 2.064.458 FinanËna sredstva v posesti do zapadlosti 7 29.773 29.721 NekratkoroËna sredstva v posesti za prodajo 8 65 466 Opredmetena osnovna sredstva 9 9.530 9.532 Neopredmetena dolgoroËna sredstva 10 12.621 10.004 Terjatve za davek od dohodkov pravnih oseb 11 2.498 2.030 terjatve za davek 822 - odložene terjatve za davek 1.676 2.030 Druga sredstva 12 27.506 62.664 SKUPAj SREDSTVA 3.267.368 2.891.241 FinanËne obveznosti do centralne banke 13 120.633 200.729 FinanËne obveznosti, namenjene trgovanju 14 81.765 109.222 Izvedeni finanËni instrumenti, namenjeni varovanju 15 13.992 6.942 FinanËne obveznosti, merjene po odplaËni vrednosti 16 2.836.581 2.370.378 vloge bank 1.602.586 1.267.167 vloge strank 820.753 642.287 krediti bank 383.113 440.720 podrejene obveznosti 30.129 20.204 Rezervacije 17 2.478 1.166 Obveznosti za davek od dohodkov pravnih oseb 18 1.253 2.485 obveznosti za davek - 2.256 odložene obveznosti za davek 1.253 229 Druge obveznosti 19 19.449 21.147 SKUPAj OBVEZNOSTI 3.076.151 2.712.069 Osnovni kapital 20 16.258 16.258 Kapitalske rezerve 21 61.885 61.885 Presežek iz prevrednotenja 22 (182) (3.429) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 23 108.857 95.216 »isti dobiËek poslovnega leta 24 4.399 9.242 SKUPAj KAPITAL 191.217 179.172 SKUPAj OBVEZNOSTI IN KAPITAL ZUNAjBILAN»NE OBVEZNOSTI 43 3.267.368 2.891.241 5.169.843 5.327.214 Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. Francesco Vercesi »lan uprave Izkaz vseobsegajoËega donosa Izkaz poslovnega izida Vsebina Pojasnilo 2009 2008 EUR 1.000 Prihodki iz obresti 25 118.606 146.486 Odhodki za obresti 26 (79.576) (101.369) »iste obresti 39.030 45.117 Prihodki iz dividend 27 1.638 41 Prihodki iz opravnin (provizij) 28 20.413 19.140 Odhodki za opravnine (provizije) 29 (3.390) (2.360) »iste opravnine (provizije) 17.023 16.780 Realizirani dobiËki/izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida 30 1.364 1.599 »isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 31 834 (4.504) DobiËki/izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida 32 144 566 »isti dobiËki/izgube iz teËajnih razlik 33 4.773 4.745 »isti dobiËki/izgube iz odprave pripoznanja sredstev brez nekratkoroËnih sredstev v posesti za prodajo 34 (372) (82) Drugi Ëisti poslovni dobiËki/izgube 35 109 210 Administrativni stroški 36 (31.747) (33.014) Amortizacija 37 (4.443) (3.548) Rezervacije 38 (1.354) (123) Oslabitve 39 (15.611) (6.870) »isti dobiËki/izgube iz nekratkoroËnih sredstev v posesti za prodajo 40 (140) 2.610 DOBI»EK IZ REDNEGA POSLOVANjA 11.248 23.527 Davek iz dohodka pravnih oseb 41 (2.450) (5.044) »ISTI DOBI»EK POSLOVNEGA LETA 8.798 18.483 DobiËek na delnico (EUR) 24 2,26 4,74 Izkaz drugega vseobsegajoËega donosa Vsebina 2009 2008 EUR 1.000 »isti dobiËek/izguba poslovnega leta po obdavËitvi 8.798 18.483 Drugi vseobsegajoËi donos po obdavËitvi (182) (3.429) »isti dobiËki/izgube, pripoznani v presežku iz prevrednotenja v zvezi z varovanjem denarnih tokov ( uspešni del varovanja) (6.479) (5.251) DobiËki/izgube, pripoznani v presežku iz prevrednotenja (6.479) (5.251) »isti dobiËki/izgube, pripoznani v presežku iz prevrednotenja v zvezi s finanËnimi sredstvi razpoložljivimi za prodajo 6.252 910 DobiËki/izgube, pripoznani v presežku iz prevrednotenja 6.169 910 Prenos dobiËkov/izgub iz presežka prevrednotenja v poslovni izid 83 - Davek iz dohodka pravnih oseb od drugega vseobsegajoËega donosa 45 912 VSEOBSEGAjO»I DONOS POSLOVNEGA LETA PO OBDAV»ITVI 8.616 15.054 Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. »lan uprave RaËunovodski izkazi Izkaz gibanja kapitala ZA»ETNO STANjE V OBRA»UNSKEM OBDOBjU VseobsegajoËi donos obdobja »isti dobiËek poslovnega leta Drugi vseobsegajoËi donos obdobja po obdavËitvi Varovanje denarnih tokov Sprememba poštene vrednosti Presežek iz prevrednotenje (FinanËna sredstva razpoložljivaza prodajo) Sprememba poštene vrednosti Prenos v izkaz poslovnega izida Razporeditev Ëistega dobiËka v rezerve iz dobiËka KON»NO STANjE V OBRA»UNSKEM OBDOBjU BILAN»NI DOBI»EK POSLOVNEGA LETA 16.258 61.885 (4.148) 719 95.216 9.242 179.172 4.399 4.399 8.798 (1.035) (1.035) 4.199 4.199 83 83 9.242 (9.242) ­ 16.258 61.885 (5.183) 5.001 108.857 4.399 191.217 4.399 4.399 16.258 61.885 1.241 (1.743) 78.383 7.591 163.615 9.242 9.242 18.484 (5.389) (5.389) 2.462 2.462 7.591 (7.591) ­ 16.258 61.885 (4.148) 719 95.216 9.242 179.172 9.242 9.242 Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. »lan uprave Izkaz finanËnega izida Oznaka Vsebina 2009 2008 EUR 1.000 A. DENARNI TOKOVI PRI POSLOVANjU a) »isti poslovni izid pred obdavËitvijo 11.248 23.528 Amortizacija 4.443 3.548 Oslabitve/(odprava oslabitve) finanËnih sredstev v posesti do zapadlosti 15.611 6.870 Oslabitve opredmetenih osnovnih sredstev, naložbenih nepremiËnin, neopredmetenih dolgoroËnih sredstev in drugih sredstev - - »isti (dobiËki)/izgube iz teËajnih razlik (4.773) (4.745) Neto (dobiËki)/izgube iz finanËnih sredstev v posesti do zapadlosti (53) (4) Drugi (dobiËki)/izgube iz financiranja (129) (10.686) Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz finanËnih sredstev, razpoložljivih za prodajo (brez uËinka odloženega davka) 5.342 3.144 Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz varovanja denarnih tokov pred tveganji (brez uËinka odloženega davka) (1.228) (6.842) Druge prilagoditve Ëistega poslovnega izida pred obdavËitvijo 1.354 123 Denarni tokovi pri poslovanju pred spremembami poslovnih sredstev in obveznosti 31.815 14.936 b) (PoveËanja) / zmanjšanja poslovnih sredstev (brez denarnih ekvivalentov) (122.626) (456.102) »isto (poveËanje)/zmanjšanje finanËnih sredstev, namenjenih trgovanju 686 28.802 »isto (poveËanje)/zmanjšanje finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida 10.320 4.392 »isto (poveËanje)/zmanjšanje finanËnih sredstev, razpoložljivih za prodajo (156.376) (12.602) »isto (poveËanje)/zmanjšanje kreditov (8.195) (425.069) »isto (poveËanje)/zmanjšanje drugih sredstev 30.939 (51.625) c) PoveËanja / (zmanjšanja) poslovnih obveznosti: 392.690 613.583 »isto poveËanje/(zmanjšanje) finanËnih obveznosti do centralne banke (80.000) 200.729 »isto poveËanje/(zmanjšanje) vlog in najetih kreditov, merjenih po odplaËni vrednosti 474.464 402.440 »isto poveËanje/(zmanjšanje) drugih obveznosti (1.774) 10.414 d) Denarni tokovi pri poslovanju (a+b+c) 301.879 172.417 e) (PlaËani) / vrnjeni davek na dohodek pravnih oseb (5.017) 1.501 f) Neto denarni tokovi pri poslovanju (d+e) 296.861 173.918 B. DENARNI TOKOVI PRI NALOžBENjU a) Prejemki pri naložbenju 266 1.503 Prejemki pri prodaji opredmetenih osnovnih sredstev in naložbenih nepremiËnin - 49 Prejemki iz nekratkoroËnih sredstev ali obveznosti v posesti za prodajo 266 1.454 b) Izdatki pri naložbenju (7.411) (39.428) (Izdatki pri nakupu opredmetenih osnovnih sredstev in naložbenih nepremiËnin) (2.196) (4.900) (Izdatki pri nakupu neopredmetenih dolgoroËnih sredstev) (5.215) (4.811) (Izdatki za nakup finanËnih sredstev v posesti do zapadlosti) - (29.717) c) Neto denarni tokovi pri naložbenju (a-b) (7.144) (37.925) C. DENARNI TOKOVI PRI FINANCIRANjU a) Prejemki pri financiranju 10.000 20.204 Prejemki od izdanih podrejenih obveznosti 10.000 20.204 b) Izdatki pri financiranju - - c) Neto denarni tokovi pri financiranju (a-b) 10.000 20.204 D. UËinki spremembe deviznih teËajev na denarna sredstva in njihove ustreznike 1.854 1.545 E. UËinki spremembe poštene vrednosti na denarna sredstva in njihove ustreznike 570 2.726 F. »isto poveËanje denarnih sredstev in denarnih ustreznikov (Ae+Bc+Cc) 299.717 156.198 G. Denarna sredstva in njihovi ustrezniki na zaËetku obdobja 390.517 230.049 H. Denarna sredstva in njihovi ustrezniki na koncu obdobja (D+E+F+G) 692.658 390.517 Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. »lan uprave RaËunovodski izkazi Povzetek raËunovodskih usmeritev Splošne informacije UniCredit Banka Slovenija d.d. je poslovna banka s sedežem v Sloveniji, ki nudi široko paleto finanËnih storitev pravnim in fiziËnim osebam. Banka je bila registrirana kot delniška družba 24. januarja 1991. Njen sedež je na Šmartinski cesti 140, Ljubljana, Slovenija. Dne 31. decembra 2008 je imela Banka skupno dvajset poslovalnic po vsej Sloveniji. Banka je hËerinska banka UniCredit Bank Austria AG. MatiËna banka Skupine je UniCredit S.p.A s sedežem v Rimu, A. Specchi, 16, Italija. UniCredit Banka Slovenija d.d. ima dovoljenje za opravljanje banËnih storitev po 7. Ëlenu Zakona o banËništvu (Uradni list RS, št. 131/06; v nadaljevanju: ZBan-1). BanËne storitve zajemajo sprejemanje depozitov od javnosti ter dajanje kreditov za svoj raËun. Banka ima dovoljenje za opravljanje vzajemno priznanih in dodatnih finanËnih storitev. Banka lahko opravlja naslednje vzajemno priznane finanËne storitve po 10. Ëlenu ZBan-1: • sprejemanje depozitov; • dajanje kreditov, ki vkljuËuje: - potrošniške kredite, - hipotekarne kredite, - odkup terjatev z regresom ali brez njega (factoring), - financiranje komercialnih poslov, vkljuËno z izvoznim financiranjem na podlagi odkupa z diskontom in brez regresa dolgoroËnih nezapadlih terjatev, zavarovanih s finanËnim instrumentom (forfeiting); • storitve plaËilnega prometa po ZPlaP, razen storitev upravljanja plaËilnih sistemov; • izdajanje in upravljanje plaËilnih instrumentov (na primer kreditnih kartic in potovalnih Ëekov); • izdajanje garancij in drugih jamstev; • trgovanje za svoj raËun ali za raËun strank: - z instrumenti denarnega trga, - s tujimi plaËilnimi sredstvi, vkljuËno z menjalniškimi posli, - s standardiziranimi terminskimi pogodbami in opcijami, - z valutnimi in obrestnimi finanËnimi 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 finanËne storitve po 11. Ëlenu ZBan-1: • posredovanje pri prodaji zavarovalnih polic po zakonu, ki ureja zavarovalništvo; • skrbniške storitve po zakonu, ki ureja investicijske sklade in družbe za upravljanje. Objavljene raËunovodske izkaze je Uprava Banke potrdila 22. februarja 2010. Povzetek pomembnih raËunovodskih usmeritev Povzetek pomembnih raËunovodskih usmeritev, uporabljenih pri pripravi raËunovodskih izkazov navajamo spodaj. Navedeno raËunovodsko politiko Banka uporablja za tekoËe in primerjalno leto. IZjAVA O SKLADNOSTI Nekonsolidirani raËunovodski izkazi so bili pripravljeni v skladu z Mednarodnimi standardi raËunovodskega poroËanja (MSRP) in pojasnili, ki jih je objavil Odbor za mednarodne raËunovodske standarde (International Accounting Standards Board, IASB) in jih je sprejela Evropska unija. Z dnem objave teh raËunovodskih izkazov se MSRP-ji, kot jih je sprejela Evropska unija, ne razlikujejo od MSRP­jev, kot jih je objavil IASB, razen za instrumente, za katere v skladu z MRS 39 velja obraËunavanje varovanja pred tveganjem, ki ga Evropska unija ni sprejela. Banka ne uporablja instrumentov, za katere bi veljalo obraËunavanje varovanja pred tveganjem v skladu z MRS 39. Tako morebiten sprejem MRS 39 s strani Evropske unije na dan bilance stanja tudi v delu obraËunavanja varovanja pred tveganjem ne bi imel uËinka na priložene raËunovodske izkaze Banke. RaËunovodski izkazi so pripravljeni v skladu z MSRP, pri Ëemer so kot podlaga za merjenje uporabljene izvirne vrednosti, razen ob merjenju nekaterih finanËnih instrumentov, kjer so kot podlaga za merjenje uporabljene njihove poštene vrednosti. Banka nima pridruženih podjetij, ki bi jih obvladovala zato ni zavezana k pripravi konsolidiranih raËunovodskih izkazov. UPORABA OCEN IN PREDPOSTAVK Pri pripravi raËunovodskih izkazov mora uprava pripraviti presoje, ocene in predpostavke, ki vplivajo na uporabo raËunovodskih 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 raËunovodskih ocen se pripoznajo v obdobju, v katerem je ocena spremenjena ter v prihodnjih obdobjih, na katera vpliva. a) Opredelitev poštene vrednost Banka dnevno vrednoti izvedene finanËne instrumente, finanËna sredstva, namenjena trgovanju, kot tudi finanËna sredstva, razpoložljiva za prodajo, na pošteno vrednost instrumenta. Opredelitev poštene vrednosti teh finanËnih instrumentov zahteva uporabo metod vrednotenja, Ëe tržna cena ni na razpolago. Za finanËne instrumente, s katerimi se ne trguje pogosto in katerih cenovna transparentnost je nizka, je poštena vrednost manj objektivna in zahteva razliËno doloËene predpostavke, odvisne od veË dejavnikov. Banka uporablja naslednje metode opredelitve poštene vrednosti: • kotirana cena na delujoËem trgu za identiËen instrument; • metode vrednotenja, ki temeljijo na pomembnih dejavnikih, kot so kotirane cene na delujoËem trgu za podobne instrumente ali metode vrednotenja, kjer lahko vse pomembne dejavnike neposredno ali posredno opazimo na trgu. Glede na opredelitev poštene vrednosti, v skladu z MSRP 7 banka razvršËa finanËna sredstva v tri nivoje, ki so: • Nivo 1: poštena vrednost je doloËena neposredno s sklicevanjem na uradno objavljene cene na aktivnem trgu • Nivo 2: poštena vrednost je delno doloËena s sklicevanje na uradno objavljene cene na aktivnem trgu • Nivo 3: poštena vrednost je doloËena s pomoËjo modela. Banka razvršËa sredstva v najvišji možni nivo. b) Oslabitve Za stranke iz segmenta poslovanja s podjetji se slabitve finanËnih sredstev ocenjujejo posamiËno, in sicer glede na primerno oceno sedanje vrednosti priËakovanega denarnega toka. Pri ocenjevanju denarnih tokov, Banka presoja finanËno poslovanje stranke kot tudi njeno preteklo plaËilno (ne)disciplino in naËin odplaËevanja. Neto iztržljiva vrednost s tem povezanih zavarovanj se upošteva pri izraËunu šele po zapadlosti ali ko je le-ta odpovedana zaradi nespoštovanja pogodbenih obveznosti. Ocena vrednosti zavarovanja, ki se upošteva pri izraËunu slabitev, temelji na izkušnjah Banke in pridobljenih cenitvah, Ëe in ko je to mogoËe. Banka uporablja tudi razliËne faktorje zavarovanja v smislu konzervativnega pristopa k vrednotenju razpoložljivih zavarovanj. Slabitve se oblikujejo meseËno, 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 izraËunano oceno denarnih tokov. Pri fiziËnih osebah Banka uporablja skupinsko ocenjevanje za oblikovanje slabitev. Le-te zajemajo kreditne izgube, ki se nanašajo na portfelj kreditov. Pri izraËunavanju potrebe za skupinske slabitve, vodstvo Banke upošteva tudi dejavnike kot so kakovost posojil, velikost portfelja in ekonomske dejavnike vkljuËno z analizo pretekle plaËilne discipline v teh razredih. Slabitve za nastale, vendar še ne izkazane izgube (IBNR) se izraËunavajo na letni ravni, temeljijo pa na kakovosti portfelja in na tako imenovanem obdobju evidentiranja izgube (loss detection period). SPREMEMBE RA»UNOVODSKIH USMERITEV V skladu s spremembami MRS 39 in MSRP 7, ki so bile sprejete oktobra 2008, je Banka prerazvrstila doloËena finanËna sredstva iz kategorije ››FinanËna sredstva v posesti za trgovanje« v kategorijo ››Za prodajo razpoložljiva finanËna sredstva« ter «Sredstva v posesti do zapadlosti«. Banka je namreË spoznala, da teh finanËnih sredstev zaradi trenutne tržne situacije ne bo prodala v kratkem roku. Prerazvrstitve so bile opravljene po pošteni vrednosti na dan prerazvrstitve, to je 1. decembra 2008. Knjigovodske in poštene vrednosti prerazvršËenih finanËnih sredstev ter uËinek na izkaz poslovnega izida Ëe finanËno sredstvo ne bi bilo razvršËeno, Banka prikazuje v pojasnilih 4 FinanËna sredstva razpoložljiva za prodajo in 7 FinanËna sredstva v posesti do zapadlosti. V skladu s spremembami MRS 1 - Predstavitev raËunovodskih izkazov, veljavnim od 1. januarja 2009; se zahteva, da se podatki v raËunovodskih izkazih združijo na podlagi skupnih znaËilnosti prikazanih v Izkazu vseobsegajoËega donosa, ki je zamenjal ››Izkaz poslovnega izida«. Izkaz vseobsegajoËega donosa Banka prikazuje v dveh loËenih izkazih; Izkazu poslovnega izida in Izkazu drugega vseobsegajoËega donosa. Predstavitev postavk Ëistega dobiËka ne vpliva na njegovo vsebino oziroma Ëisti dobiËek poslovnega leta. Prenovljeni MRS 23 - Stroški izposojanja, veljavnim od 1. januarja 2009; zahteva, da se stroški izposojanja, ki jih je mogoËe pripisati neposredno nakupu, gradnji ali proizvodnji sredstva v pripravi usredstvijo kot del nabavne vrednosti zadevnega sredstva. Banka pridobiva osnovna sredstva izkljuËno z lastnimi viri financiranja zato nima stroškov izposojanja, ki bi jih lahko pripisala nakupu, gradnji ali proizvodnji sredstva v pripravi. IZDANI, VENDAR ŠE NE UVELjAVLjENI STANDARDI IN POjASNILA Številni novi standardi, dopolnitve standardov in pojasnila za leto, ki se je konËalo na dan 31. december 2009, še ne veljajo in jih Banka pri pripravi raËunovodskih izkazov ni upoštevala: • MSRP 3 - Poslovne združitve Spremenjen obseg standarda ter razširjen pojem poslov. Dopolnjen standard zajema tudi številne druge spremembe, kot so: -Vse postavke kupnine ki jih prevzemnik prenese so pripoznane iz izmerjene po pošteni vrednosti na datum prevzema vkljuËno znesek, katerega plaËilo je odvisno od prihodnjih dogodkov. -Naknadna sprememba plaËila se pripozna v poslovnem izidu. -Stroški posla, razen stroški izdaje delnic in dolga se obravnavajo kot odhodek na dan nastanka. Prevzemnik lahko izmeri kateri koli manjšinski delež po pošteni vrednosti na datum prevzema (polno dobro ime), ali po sorazmernem deležu poštene vrednosti opredeljivih sredstev in obveznosti prevzete družbe na podlagi posel-za-posel. Spremenjen MSRP 3 za poslovanje Banke ni pomemben, saj Banka nima takšnih deležev v odvisnih družbah, na katere bi omenjena sprememba lahko vplivala. Spremenjen standard velja za obdobja od 1. julija 2009. • Spremenjen MRS 27 - Konsolidirani in loËeni raËunovodski izkazi obravnava izraz ››manjšinski delež«, ki se nadomešËa z izrazom ››neobvladujoË delež« in je definiran kot "kapitalski delež v odvisnem podjetju, ki ni last obvladujoËega podjetja niti neposredno niti posredno". Nadalje, dopolnjen standard spreminja RaËunovodski izkazi Povzetek raËunovodskih usmeritev obravnavanje neobvladujoËega deleža, izgubo obvladovanja odvisnega podjetja, kot tudi razporeditev dobiËka ali izgube ter ostalega celotnega dobiËka med obvladujoËim in neobvladujoËim deležem. Banka še ni zakljuËila analize uËinka tega dopolnila. Spremenjen standard velja za obdobja od 1. julija 2009. • Dopolnila k MRS 32 FinanËni instrumenti: Predstavitev - Razvrstitev izdaj delniških pravic. V skladu z dopolnilom so pravice, opcije ali nakupni boni za pridobitev doloËenega števila lastnih kapitalskih instrumentov podjetja v zameno za doloËen znesek v kateri koli valuti kapitalskih instrumentov, Ëe podjetje vsem svojim obstojeËim lastnikom istega razreda ponudi sorazmerne pravice, opcije ali nakupne bone lastnih neizpeljanih kapitalskih instrumentov. Dopolnila k MRS 32 za Banko niso pomembna, saj v preteklosti ni izdala omenjenih instrumentov. Spremenjen standard velja za obdobja od 1. februarja 2010. • Dopolnila k MRS 39 FinanËni instrumenti: Pripoznavanje in merjenje - Pred tveganjem upraviËeno varovane postavke. Dopolnjen standard podrobneje opisuje uporabo obstojeËih naËel, ki doloËajo ali lahko posebne oblike tveganja denarnih tokov ali deli denarnih odražajo razmerja varovanja pred tveganji. Da bi se odražalo razmerje varovanja pred tveganji, je potrebno tveganja ali dele loËeno pripoznati in izmeriti; vendar pa inflacije ne moremo doloËiti razen v omejenih okolišËinah. Banka še ni zakljuËila analize uËinka tega dopolnila. Spremenjen standard velja za obdobja od 1. julija 2010. • OPMSRP 12 Dogovori o koncesiji storitev. Pojasnilo je namenjeno družbam v zasebni lasti v zvezi s pripoznavanjem in merjenjem zadev, ki se pojavijo pri raËunovodskem obravnavanju dogovorov o koncesiji storitev na javno-zasebnem podroËju. OPMSRP 12 za poslovanje Banke ni pomembno, saj ni sklenila dogovor o koncesiji storitev. Spremenjen standard velja za obdobja od 1. aprila 2009. • OPMSRP 15 - Pogodbe za gradnjo nepremiËnin podrobneje doloËa, da so prihodki, ki izhajajo iz pogodb o gradnji nepremiËnin pripoznani glede na stopnjo dokonËanosti pogodbene dejavnosti v naslednjih primerih: -pogodba ustreza opredelitvi pogodbe o gradbenih delih skladno z MRS 11.3; -pogodba velja zgolj za izvedbo storitev v skladu z IAS 18 (npr. družbi ni potrebno dobavljati gradbene materiale); in -pogodba je namenjena prodaji blaga, prihodki pa se pripoznajo sproti med gradnjo v skladu z doloËili MRS 18.14. V vseh ostalih primerih se prihodki pripoznajo takrat, ko so izpolnjeni vsi pogoji pripoznanja prihodkov kot to doloËa MRS 18.14 (npr. po konËani gradnji ali po dobavi). Pojasnilo OPMSRP 15 za Banko ni pomembno, saj le-ta ne izvaja storitev gradnje nepremiËnin in ne razvija nepremiËnin za prodajo. Spremenjen standard velja za obdobja od 1. januarja 2010. • OPMSRP 16 - Varovanje Ëistih finanËnih naložb v podjetje v tujini pred tveganjem podrobneje doloËa vrsto tveganja, pred katerim se je potrebno zavarovati, katera družba v Skupini sme posedovati postavko varovano pred tveganjem, pojasnjuje ali metoda konsolidacije vpliva na uËinkovitost varovanja, kot tudi obliko, ki jo instrument varovanja zavzame, pa vse do zneskov, ki se ob ukinitvi poslovanja v tujini prerazvrstijo iz kapitala v poslovni izid. Banka nima finanËnih naložb v podjetje v tujini, zato OPMSRP 16 nima vpliva na njene raËunovodske izkaze. Spremenjen standard velja za obdobja od 1. julija 2009. • OPMSRP 17 - IzplaËila nedenarnih sredstev lastnikom velja za enostranska izplaËila nedenarnih sredstev lastnikom. V skladu s pojasnilom se obveznost izplaËila dividende pripozna, ko je dividenda ustrezno odobrena in ni veË predmet presoje podjetja, ter se izmeri po pošteni vrednosti izplaËanega sredstva. Knjigovodska vrednost dividende se ponovno izmeri na dan poroËanja, sprememba knjigovodske vrednosti pa se pripozna v kapitalu kot prilagoditve zneska izplaËila. Ko je obveznost izplaËila dividende poravnana, se morebitna razlika med knjigovodsko vrednostjo sredstva in knjigovodsko vrednostjo dividende pripozna v poslovnem izidu. Ker pojasnilo velja le od dneva uporabe dalje, le-to ne bo vplivalo na raËunovodske izkaze za obdobja pred datumom sprejema pojasnila. Prav tako se pojasnilo nanaša na bodoËe dividende, ki bodo predmet presoje uprave/družbenikov, zato ni mogoËe oceniti uËinka tega pojasnila. Spremenjen standard velja za obdobja od 1. novembra 2009. • OPMSRP 18 Prenosi sredstev od odjemalcev. V skladu s pojasnilom mora podjetje pripoznati preneseno sredstvo po njegovi pošteni vrednosti, v kolikor to sredstvo kaže znaËilnosti opredmetenega osnovnega sredstva v skladu z MRS 16, Opredmetena osnovna sredstva. Prav tako mora podjetje pripoznati znesek prenosa kot prihodek. Ëasovni okvir za pripoznanje prihodka je odvisen od dejstev in okolišËin posameznega dogovora. OPMSRP 18 za raËunovodske izkaze Banke ni pomembno, saj slednja obiËajno ne prejema sredstev od odjemalcev. Spremenjen standard velja za obdobja od 1. novembra 2009. PREVEDBA TUjE VALUTE Funkcijska in predstavitvena valuta: Postavke v raËunovodskih izkazih so za leti 2009 in 2008 evidentirane v evrih, ki so Bankina funkcijska in predstavitvena valuta. Transakcije in stanja: Transakcije v tuji valuti so pretvorjene v funkcijsko valuto z uporabo menjalnega teËaja Evropske centralne banke na dan posla. Vsak dobiËek ali izguba, ki izhaja iz poravnave transakcij v tujih valutah ter iz pretvorbe denarnih postavk v tujih valutah v funkcijsko valuto, je poroËan v izkazu poslovnega izida, razen Ëe je zadržan v kapitalu v primeru varovanja denarnih tokov pred tveganjem ter za prodajo razpoložljivih finanËnih sredstev. Valutni terminski posli se preraËunajo v evre po sklenjenem terminskem teËaju. Promptni menjalni teËaji, ki so bili uporabljeni pri pripravi bilance stanja Banke na dan poroËanja, so bili naslednji: Valuta 31. 12. 2009 31. 12. 2008 CHF 1,4836 1,4098 USD 1,4406 1,4963 FINAN»NA SREDSTVA Banka uvršËa finanËna sredstva v naslednje skupine: finanËna sredstva po pošteni vrednosti skozi poslovni izid, posojila in terjatve, finanËne naložbe v posesti do zapadlosti v plaËilo ter za prodajo razpoložljiva finanËna sredstva. Banka razvrsti finanËna sredstva v te skupine ob zaËetnem pripoznanju. Vsa finanËna sredstva, s katerimi Banka razpolaga, so pripoznana ter je njihovo pripoznanje odpravljeno ob upoštevanju datuma trgovanja razen posojil in terjatev, ki so pripoznani ob upoštevanju datuma plaËila. Vsa finanËna sredstva se na zaËetku pripoznajo po pošteni vrednosti in Ëe gre za finanËno sredstvo, ki ni podano po pošteni vrednosti skozi poslovni izid, so prišteti tudi stroški posla, ki neposredno izhajajo iz nakupa finanËnega sredstva. Banka odpravi pripoznanje finanËnih sredstev, kadar so potekle pogodbene pravice do denarnih tokov oziroma je prenesla pravice do prejema denarnih tokov iz finanËnih sredstev skupaj z vsemi tveganji in koristmi na drugo stranko. Ëe Banka ohrani pravice do obvladovanja tveganj, jih pripozna kot loËeno sredstvo oziroma obveznost. Banka odpravi pripoznanje finanËnih obveznosti kadar so pogodbene obveznosti izpolnjene, poteËejo oziroma so drugaËe prekinjene. a) FinanËna sredstva po pošteni vrednosti skozi poslovni izid V to skupino so uvršËena sredstva, ki so uvršËena kot v posesti za trgovanje ter tista, ki jih Banka po zaËetnem pripoznanju oznaËi po pošteni vrednosti skozi poslovni izid. • FinanËno sredstvo je uvršËeno kot v posesti za trgovanje, Ëe je pridobljeno ali prevzeto v glavnem z namenom prodaje ali ponovnega nakupa v kratkem roku ali Ëe je del portfelja prepoznanih finanËnih instrumentov, ki se obravnavajo skupaj in za katere obstajajo dokazi o nedavnem kratkoroËnem pobiranju dobiËkov. Tudi izpeljani instrumenti so uvršËeni v posesti za trgovanje, razen Ëe so instrumenti za varovanje pred tveganjem. Po zaËetnem pripoznanju se ti vrednostni papirji merijo in pripoznavajo po pošteni vrednosti, ki je približno enaka teËaju na organiziranem trgu borznih vrednostnih papirjev ali izraËunana s sprejemljivim modelom vrednotenja. Model poštene vrednosti upošteva krivuljo obrestne zamenjave in premijo za kreditno tveganje za doloËen dolžniški vrednostni papir. Premija za kreditno tveganje se doloËi s pomoËjo primerljivih obveznic z enako zapadlostjo. Banka vkljuËuje nerealizirane dobiËke in izgube v ››»isti dobiËki/ izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju«. Obresti iz vrednostnih papirjev za trgovanje se obraËunavajo dnevno in so v izkazu poslovnega izida prikazane kot ››Prihodki iz obresti«. • Banka oznaËi finanËna sredstva po zaËetnem pripoznanju po pošteni vrednosti skozi poslovni izid, ker ta oznaka znatno zmanjša nedoslednost merjenja, ki bi sicer izhajala iz merjenja izpeljanega finanËnega instrumenta kot v posesti za trgovanje ter merjenja osnovnega finanËna sredstva po metodi veljavnih obresti. Posojila, merjena po pošteni vrednosti skozi poslovni izid, so posojila s fiksno obrestno mero, ki so zavarovana pred tveganjem po referenËni obrestni meri posojila z zamenjavo obrestnih mer. Posojila so pripoznana po pošteni vrednosti skozi poslovni izid, da bi se s tem izognili napakam pri predstavitvi ekonomske vsebine transakcije. Banka ugotavlja pošteno vrednost posojila najmanj enkrat meseËno. b) Posojila in terjatve Posojila in terjatve so neizpeljana finanËna sredstva z doloËenimi ali doloËljivimi plaËili, ki ne kotirajo na delujoËem trgu, razen: • tistih, ki jih Banka namerava prodati takoj ali kratkoroËno, ki se uvrstijo kot v posesti za trgovanje, in tistih, ki jih Banka po zaËetnem pripoznanju oznaËi po pošteni vrednosti skozi poslovni izid, • tistih, ki jih Banka po zaËetnem pripoznanju oznaËi kot razpoložljiva za prodajo; • tistih, za katere imetnik morda ne dobi povrnjene skoraj celotne pripoznane zaËetne naložbe, vendar ne zaradi poslabšanja kreditne sposobnosti, ki se uvrstijo kot na razpolago za prodajo. Banka na datum vsakega poroËanja oceni, ali obstaja kakšno znamenje, da utegne biti sredstvo oslabljeno. »e obstaja kakršnokoli tako znamenje, oceni nadomestljivo vrednost sredstva. Za vsa posojila se uporablja individualna presoja finanËnih sredstev, razen za fiziËne osebe, kjer se uporablja ocena kakovosti portfelja finanËnih sredstev. RaËunovodski izkazi Povzetek raËunovodskih usmeritev c) FinanËne naložbe v posesti do zapadlosti v plaËilo FinanËne naložbe v posesti do zapadlosti v plaËilo so neizpeljana finanËna sredstva z doloËenimi ali doloËljivimi plaËili in doloËeno zapadlostjo v plaËilo, ki jih Banka nedvoumno namerava in zmore posedovati do zapadlosti. FinanËne naložbe v posesti do zapadlosti v plaËilo se izkazujejo po odplaËni vrednosti. Banka na datum vsakega poroËanja oceni, ali obstaja kakšno znamenje, da utegne biti sredstvo oslabljeno. »e obstaja kakršnokoli tako znamenje, oceni nadomestljivo vrednost sredstva. d) Za prodajo razpoložljiva finanËna sredstva Za prodajo razpoložljiva finanËna sredstva so tista neizpeljana finanËna sredstva, ki so oznaËena kot razpoložljiva za prodajo ali pa niso uvršËena kot posojila in terjatve, finanËne naložbe v posesti do zapadlosti v plaËilo ali finanËna sredstva po pošteni vrednosti skozi poslovni izid. Ta portfelj vkljuËuje lastniške in dolžniške vrednostne papirje. Po prvotnem izkazovanju se za prodajo razpoložljiva finanËna sredstva izmerijo po njihovih poštenih vrednostih. Za slovenski trg dolžniških vrednostnih papirjev je znaËilna slaba likvidnost in majhne izdane koliËine, zato 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 doloËitvi cene upošteva krivuljo obrestne zamenjave in premijo za kreditno tveganje za doloËen dolžniški vrednostni papir. Premija za kreditno tveganje se doloËi s pomoËjo primerljivih obveznic z enako zapadlostjo. Poštena vrednost lastniških vrednostnih papirjev, ki ne kotirajo na borzi, pa z uporabo ustreznih razmerij teËaj/donos ali teËaj/denarni tok, prilagojenih tako, da odražajo specifiËne okolišËine izdajatelja. DobiËek ali izguba pri finanËnem sredstvu, ki je na razpolago za prodajo, se pripozna neposredno v kapitalu prek izkaza gibanja kapitala, razen izgub zaradi oslabitve in deviznih dobiËkov in izgub, dokler se za finanËno sredstvo ne odpravi pripoznanja in tedaj je prej pripoznani nabrani dobiËek ali izguba pripoznan/a v poslovnem izidu. Obresti, izraËunane po metodi veljavnih obresti, se obraËunavajo 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 plaËila. IZPELjANI FINAN»NI INSTRUMENTI V svojem rednem poslovanju Banka sklepa posle z izpeljanimi finanËnimi instrumenti, ki predstavljajo majhno zaËetno naložbo v primerjavi z nazivno vrednostjo pogodbe. Uporabljani izpeljani finanËni instrumenti vkljuËujejo obrestne, valutne in blagovne terminske pogodbe (forward), zamenjave (swap) in opcije (option). Banka uporablja te finanËne instrumente za varovanje pred obrestnim in valutnim tveganjem, s katerima se sreËuje pri svojem poslovanju na finanËnih trgih, aktivno odpira svoje pozicije ter jih prodaja strankam. Izpeljani finanËni instrumenti se v bilanci stanja na zaËetku pripoznajo po odplaËni vrednosti in se pozneje izmerijo po pošteni vrednosti. Poštene vrednosti so doloËene na podlagi objavljenih cen na delujoËem trgu, z uporabo modelov diskontiranih denarnih tokov ali uporabo modelov za opcijsko vrednotenje, odvisno od posameznega izpeljanega finanËnega instrumenta. Spremembe poštene vrednosti izpeljanih finanËnih instrumentov, ki ne predstavljajo instrumentov za varovanje pred tveganjem, se izkazujejo v postavki ››DobiËek in izguba finanËnih sredstev in obveznosti, ki so v posesti za trgovanje«. Vse izvedene finanËne instrumente se izkazuje kot sredstva, Ëe je njihova poštena vrednost pozitivna, in kot obveznosti, Ëe je ta negativna. INSTRUMENTI ZA VAROVANjE PRED TVEGANjEM a) Varovanje poštene vrednosti pred tveganjem V letu 2009 Banka ni izvajala varovanja poštene vrednosti pred tveganjem. b) Varovanje denarnih tokov pred tveganjem V skladu z MSRP varovanje denarnih tokov služi varovanju pred negotovimi (variabilnimi) denarnimi tokovi v prihodnje. S tem namenom so obrestni denarni tokovi varovanih postavk in povezani izvedeni instrumenti, ki so oznaËeni kot instrumenti varovanja pred tveganjem, projicirani v prihodnost (predvidene transakcije). Varovanje se nanaša na izpostavljenost variabilnosti denarnih tokov, ki so povezani s pripoznanimi sredstvi ali pripoznanimi obveznostmi do virov sredstev ali pa z naËrtovano oz. predvideno transakcijo (ali posameznimi deli teh treh), kar bo vplivalo na Ëisti dobiËek. Instrument varovanja je pripoznan po pošteni vrednosti. Varovane postavke so obrestni denarni tokovi (predvidene transakcije) transakcij, ki so v ozadju. Pri slednjih gre lahko za transakcije s strankami ali z vrednostnimi papirji, na strani sredstev ali obveznosti v bilanci stanja, pri katerih je obrestna mera obËutljiva na tržne spremembe. Instrumenti varovanja so katerikoli izvedeni finanËni instrumenti, ki lahko varujejo pred izpostavljenostjo variabilnosti relevantnih denarnih tokov. Spremembe poštene vrednosti so razdeljene na uËinkoviti del, ki ga je mogoËe pripisati varovanju, in na neuËinkoviti del, ki ga ni mogoËe pripisati varovanju. Varovanje šteje kot uËinkovito, Ëe so za vsako Ëasovno obdobje neto denarni tokovi, povezani z instrumenti varovanja, nižji ali enaki denarnim tokovom pred tveganjem varovane postavke (postavk). UËinkoviti deli so pripoznani neposredno v kapitalu (Presežek iz prevrednotenja, varovanje denarnih tokov). NeuËinkoviti del dobiËka ali izgube na instrumentu varovanja je pripoznan v izkazu poslovnega izida. Da bi se izognili neuËinkovitosti, se pripravljajo projekcije, predvsem za limite in morebitne vzroke neuËinkvitosti. Oddelek za tržna tveganja konec vsakega meseca izvede preskus uËinkovitosti. Banka se poslužuje varovanja denarnih tokov za upravljanje s tveganji obrestnih mer na agregirani osnovi. Izvedeni finanËni instrumenti se ne povezujejo s posameznimi transakcijami. OPREDMETENA OSNOVNA SREDSTVA (NEPREMI»NINE, NAPRAVE IN OPREMA) IN NEOPREDMETENA DOLGORO»NA SREDSTVA Opredmetena osnovna in neopredmetena dolgoroËna sredstva se pripoznajo po nabavni vrednosti. Banka je za merjenje po pripoznanju izbrala model nabavne vrednosti, kar pomeni, da nabavno vrednost zmanjša za amortizacijski popravek vrednosti in nabrano izgubo zaradi oslabitve. Amortizacija se izraËuna z uporabo metode enakomernega Ëasovnega amortiziranja. ZemljišËa in sredstva v izgradnji se ne amortizirajo. Dobe koristnosti sredstev so razkrite v naslednji tabeli: 31. 12. 2009 31. 12. 2008 Vlaganje v tuje objekte 10 let 10 let RaËunalniška oprema 4 leta 4 leta Pohištvo, naprave in motorna vozila 4-10 let 4-10 let Neopredmetena osnovna sredstva -programska oprema 5 let 5 let Doba koristnosti sredstev se redno preverja ter po potrebi prilagodi amortizacijska doba. Vlaganja v zakupljene objekte/sredstva se amortizirajo v dobi, ki je krajša, pri Ëemer se primerjata doba njihove uporabe in preostala doba njihovega zakupa na podlagi metode enakomernega Ëasovnega amortiziranja. Popravila in obnove manjšega obsega se izkažejo v izkazu poslovnega izida. Banka obËasno preverja vrednost svojih opredmetenih osnovnih in neopredmetenih dolgoroËnih sredstev, da bi prepoznala, ali utegnejo biti oslabljena. Kadar in zgolj kadar je nadomestljiva vrednost sredstva manjša od njegove knjigovodske vrednosti, Banka zmanjša knjigovodsko vrednost na njegovo nadomestljivo vrednost. Takšno zmanjšanje je izguba zaradi oslabitve. Razveljavitev izgube zaradi oslabitve sredstva se takoj pripozna kot prihodek v izkazu poslovnega izida. Pripoznanje knjigovodske vrednosti posameznega sredstva se odpravi ob odtujitvi ali Ëe od njegove uporabe ali odtujitve ni veË priËakovati prihodnjih gospodarskih koristi. DobiËki ali izgube, ki izhajajo iz odprave pripoznanja sredstva, se vkljuËijo v poslovni izid, ko se pripoznanje sredstva odpravi. DobiËki ali izgube, ki izhajajo iz odprave pripoznanja posameznega sredstva, se izraËunajo na podlagi razlike med Ëistim donosom ob odtujitvi, Ëe obstaja, in knjigovodsko vrednostjo sredstva. DRUGA SREDSTVA Druga sredstva sestavljajo Ëasovne razmejitve, provizije in druga sredstva, ki niso izkazana v drugih postavkah. FINAN»NE OBVEZNOSTI Banka pripozna finanËne obveznosti po pošteni vrednosti. Po zaËetnem pripoznanju jih izmeri po odplaËni vrednosti z uporabo metode veljavnih obresti. Banka doslej še ni pripoznala finanËnih obveznosti po pošteni vrednosti skozi poslovni izid. Postavka ››FinanËne obveznosti, namenjene trgovanju« izkazuje negativno tržno vrednost izpeljanih finanËnih instrumentov. REZERVACIjE Rezervacija se pripozna, Ëe ima Banka zaradi preteklega dogodka sedanjo obvezo, Ëe je verjetno, da bo pri poravnavi obveze potreben dotok dejavnikov, ki omogoËajo gospodarske koristi, in Ëe je mogoËe zanesljivo oceniti znesek obveze. Rezervacije se oblikujejo za: • potencialne izgube v zvezi s tveganji, ki izhajajo iz zunajbilanËnih 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 finanËnih sredstev IZKAZ FINAN»NEGA IZIDA (FINAN»NIH TOKOV) Pri poroËanju o finanËnih tokovih so denarna sredstva opredeljena kot denar v blagajni in na transakcijskih raËunih pri bankah, vkljuËno z obveznimi rezervami pri Banki Slovenije. Denarni ustrezniki so opredeljeni kot kratkoroËne hitro unovËljive naložbe, ki so takoj pretvorljive v znane zneske denarnih sredstev in pri katerih je tveganje spremembe vrednosti nepomembno. UGODNOSTI ZAPOSLENIH Banka svojim zaposlenim izplaËuje jubilejne nagrade in odpravnine ob upokojitvi. Zaposleni so upraviËeni do jubilejnih nagrad, Ëe so v Banki neprekinjeno zaposleni doloËeno Ëasovno obdobje. Do odpravnin so upraviËeni tisti zaposleni, ki se upokojijo in so bili pred tem v Banki zaposleni doloËeno minimalno Ëasovno obdobje. Sedanjo vrednost obvez za izplaËilo jubilejnih nagrad in odpravnin je izraËunal za to usposobljen aktuar z uporabo metode predvidene RaËunovodski izkazi Povzetek raËunovodskih usmeritev pomembnosti enot. KljuËne aktuarske predpostavke, uporabljene pri izraËunu sedanje vrednosti omenjenih obvez, so naslednje: • diskontna mera - kot diskontna mera so uporabljeni na dan bilance stanja znani tržni donosi obveznic, katerih izdajatelji so družbe iz evroobmoËja, • ocenjeno poveËanje prihodnjih plaË, • ocenjeno poveËanje jubilejnih nagrad, • 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: 59 let za ženske in 61 let za moške, • tekoËi podatki o zaposlenih v Banki (trajanje zaposlitve, starost, spol, povpreËni zaslužki), • povpreËna meseËna plaËa v Republiki Sloveniji, • v primeru, da je na dan, za katerega je narejen izraËun, zgoraj navedena starost ob upokojitvi že dosežena ali presežena, se predpostavlja upokojitev Ëez šest mesecev. Znesek obvez, ki izhajajo iz jubilejnih nagrad in odpravnin zaposlenim, je pripoznan kot sedanja vrednost priËakovanih prihodnjih plaËil. Aktuarski dobiËki in izgube so pripoznani v poslovnem izidu. Aktuarski dobiËki in izgube, ki izvirajo iz izkustvene prilagoditve in iz uËinkov sprememb aktuarskih predpostavk ter presegajo 10 % sedanje vrednosti obveze za doloËene zaslužke in 10 % poštene vrednosti kakršnihkoli sredstev programa, se pripoznajo v izkazu poslovnega izida postopno v priËakovani povpreËni preostali delovni dobi zaposlenih. Banka plaËuje 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. FinanËna skupina UniCredit Group je vzpostavila srednje - do dolgoroËni program nagrajevanja z delnicami in delniškimi opcijami v primeru doseganja zastavljenih ciljev. PlaËilne transakcije so poravnane s kapitalom. Program je bil vzpostavljen za namen pripadnosti in motivacije izbranih managerjev in zaposlenih k doseganju strateških ciljev Skupine. Podeljujejo se pravice za delnice, ki jih izaja S.p.A UniCredit. V skladu z MSRP so Ëlanice Skupine, katerih zaposlenim so bile dodeljene delnice, zavezane plaËati matiËni družbi izmerjeno obveznost za razporeditev njihovim zaposlenim. Kriteriji izraËuna poštene vrednosti za s kapitalom poravnane delniške opcije: Poštena vrednost je bila izraËunana z uporabo ››Hull and White« modela. Model temelji na trinominalnem drevesu cenovne distribucije z uporabo Boyleovega algoritma in ocenjuje zgodnjo verjetnost izpolnitve na temelju deterministiËnega modela, ki je povezan z doseganjem tržne vrednosti delnice, kar je enako izpolnitvenemu veËkratniku cene in verjetnosti, da jih bo upraviËenec odtujil v obdobju moratorija neizvršljivosti opcij. Kriteriji izraËuna poštene vrednosti delnice: Poštena vrednost je bila izraËunana na podlagi tržne vrednosti delnice zmanjšana za sedanjo vrednost dividend, ki se nanašajo na obdobje od podelitve do izvršitve pravice. Odmerni pogoji za delnice veljajo 1 leto, odmerni pogoji za delniške opcije pa štiri leta. Pravice iz naslova podeljenih delnic je možno uveljaviti v štirih letih, iz naslova delniški opcij pa od 10 do 13 let. 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 dobiËka in Ëistega dobiËka poslovnega leta. DOBI»EK NA DELNICO Banka je predstavila dobiËek na delnico za svoje navadne (kosovne) delnice. DobiËek na delnico je izraËunan kot kvocient med dobiËkom ali izgubo ter povpreËnim številom delnic v obdobju. Banka nima prednostih delnic ali drugih zamenljivih instrumentov, zato je popravljen Ëisti dobiËek na delnico enak izraËunanemu dobiËku na delnico. POGOjNE OBVEZNOSTI IN PREVZETE FINAN»NE OBVEZNOSTI Prevzete finanËne obveznosti za jamstva (garancije), tako finanËna kot storitvena, predstavljajo nepreklicne obveze Banke za plaËila, Ëe komitent Banke ne izpolni svojih obveznosti do tretjih oseb. Listinski akreditivi so nepreklicne pogojne obveznosti Banke, ki na zahtevo stranke (kupca) izvrši ali sprejme plaËilo upraviËenca (prodajalca), ali plaËa ali sprejme menice, ki jih je dvignil upraviËenec ob predložitvi predpisanih dokumentov, skladno z izpolnjenimi zahtevami izdanega akreditiva. Listinski akreditivi so zavarovani, podobno kot posojila oz. prevzete finanËne 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 neËrpana sredstva iz odobrenih posojil in neporabljeni, odobreni limiti na transakcijskih raËunih komitentov Banke. Tveganja, povezana s pogojnimi obveznostmi in prevzetimi finanËnimi obvezami, se ocenjujejo podobno kot tveganja pri odobrenih posojilih, pri Ëemer 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. IZGUBE ZARADI OSLABITVE POSOjIL IN TERjATEV Banka oceni na vsak dan bilance stanja, ali obstaja kak nepristranski dokaz o morebitni oslabljenosti finanËnega sredstva. Ëe takšni dokazi obstajajo, Banka izmeri znesek izgube kot razliko med knjigovodsko vrednostjo in sedanjo vrednostjo priËakovanih prihodnjih denarnih tokov razobresteni po izvirni veljavni obrestni meri sredstva. Vrednost izgube se pripozna v poslovnem izidu. PRIHODKI IN ODHODKI IZ PROVIZIj Prejete in dane provizije se obiËajno pripoznajo na dan zakljuËka izvedene transakcije. Provizije, ki se nanašajo na daljše Ëasovno obdobje, Banka razmejuje. OBDAV»ENjE Davki se izraËunavajo v skladu s predpisi o davku od dohodkov pravnih oseb. Na splošno obdavËljiv dobiËek temelji na dobiËku ali izgubi, pripoznani v izkazu poslovnega izida, ki je pripravljen v skladu z MSRP. Prilagojen je v skladu z davËnimi 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 davËna stopnja za davek od dobiËka pravnih oseb je 21 % (za leto 2008 22 %). Za odložene davke je bila uporabljena stopnja 20 % (za leto 2008 21 %), ki predstavlja stopnjo davka od dohodkov pravnih oseb za leto 2010. Odloženi davki so namenjeni pokrivanju zaËasne razlike, ki nastane med davËno vrednostjo sredstev in obveznosti ter njihovo knjigovodsko vrednostjo v bilanci stanja. Odložene obveznosti za davek so zneski davka iz dobiËka, ki jih bo treba poravnati v prihodnjih obdobjih glede na obdavËljive zaËasne razlike. Odložene terjatve za davek so zneski davka iz dobiËka, ki bodo povrnjeni v prihodnjih obdobjih glede na odbitne zaËasne razlike, prenos neizrabljenih davËnih izgub v naslednja obdobja in prenos neizrabljenih davËnih dobropisov v naslednja obdobja. Banka mora plaËevati razliËne posredne davke iz poslovanja. Ti so vkljuËeni kot sestavina administrativnih stroškov. POSLOVANjE PO POOBLASTILIH Sredstva, ki jih Banka upravlja kot pooblašËenec, zaupnik ali posrednik, niso sredstva Banke in kot taka niso vkljuËena v te raËunovodske izkaze. PORO»ANjE PO ODSEKIH Banka se ni odloËila, da bi razkrila raËunovodske informacije po odsekih, ker se z njenimi delnicami javno ne trguje ter ne izdaja lastniških ali dolžniških vrednostnih papirjev na javnih trgih. REGULATORNE ZAHTEVE Za Banko veljajo regulatorne zahteve Banke Slovenije. Ti predpisi vkljuËujejo limite in druge omejitve, ki se nanašajo na zahteve za minimalno kapitalsko ustreznost, klasifikacijo posojil in zunajbilanËnih obveznosti in rezervacij za kritje kreditnega tveganja, likvidnosti, obrestnih in deviznih pozicij. 31. decembra 2009 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 veË posrednikov obvladujejo ali jih obvladujejo druga podjetja, ali pa so pod skupnim upravljanjem poroËajoËega podjetja; • kljuËno vodstveno osebje, torej posamezniki, ki imajo izvršilno moË in odgovornost na podroËjih naËrtovanja, usmerjanja in nadziranja dejavnosti Skupine, vkljuËno s Ëlani uprave in vodilni funkcionarji Banke ter njihovimi ožjimi družinskimi Ëlani; • 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 spadajo podjetja v lasti Ëlanov uprave ali glavnih delniËarjev Banke in podjetja, ki imajo z Banko kakšnega skupnega kljuËnega Ëlana vodstva. Pri prouËevanju vseh možnih oblik povezav med strankami je pozornost namenjena zlasti vsebini povezave in ne le pravni obliki. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnila k bilanci stanja Pojasnilo 1: Denar v blagajni in stanje na raËunih pri centralni banki EUR 1.000 31. 12. 2009 31. 12. 2008 Denar v blagajni 12.454 12.633 Stanja pri centralni banki 65.567 29.269 Obvezne rezerve pri centralni banki 25.567 29.269 Druga sredstva pri centralni banki 40.000 - Skupaj 78.021 41.902 Evropska centralna banka (ECB) od kreditnih institucij s sedežem v sodelujoËih državah Ëlanicah zahteva, da izpolnjujejo obvezne rezerve, ki jih je potrebno imeti na raËunih pri ECB in pri sodelujoËih nacionalnih centralnih bankah (sodelujoËe NCB). Za primerno se šteje, da imajo institucije te rezerve le na raËunih pri sodelujoËih NCB. Obveznosti do bank in centralnih bank v evro obmoËju ter obveznosti do ECB ni potrebno vkljuËevati v sistem izpolnjevanja obveznih rezerv Evrosistema. Obveznosti, ki so vkljuËene v osnovo za obvezne rezerve in za katere se uporablja pozitivna stopnja rezerv 2,00%: • vloge Ëez noË, • vloge z dogovorjeno dospelostjo do dveh let, • vloge na odpoklic z odpovednim rokom do dveh let, • dolžniški vrednostni papirji z dogovorjeno dospelostjo do dveh let. Obveznosti, ki so vkljuËene v osnovo za obvezne rezerve in za katere se uporablja stopnja rezerv, enaka 0,00%: • vloge z dogovorjeno dospelostjo veË kot dve leti, • vloge na odpoklic z odpovednim rokom veË kot dve leti, • repo posli, • dolžniški vrednostni papirji z dogovorjeno dospelostjo veË kot dve leti. Enotna olajšava znaša 100 tisoË evrov. IzraËunane obvezne rezerve po stanju na dan 31. december 2009 znašajo 14.622 tisoË evrov. Banka mora izpolniti zahteve v obdobju od 10. februarja 2010 do 9. marca 2010. Pojasnilo 2: FinanËna sredstva, namenjena trgovanju EUR 1.000 Lastniški vrednostni papirji 191 Delnice, podjetja 191 Dolžniški vrednostni papirji 2.644 Obveznice, Republika Slovenija - Obveznice, enote centralne ravni države 2.644 Obveznice, banke - Izvedeni finanËni instrumenti namenjeni trgovanju - Terminske pogodbe (Forward) - Opcije (Option) - Zamenjave (Swap) - Skupaj 2.835 -191 -191 4.671 7.315 4.671 4.671 -2.644 77.153 77.153 118 118 34.330 34.330 42.705 42.705 81.824 84.659 4.109 24.143 28.252 -23.532 23.532 4.109 -4.109 -611 611 -116.322 116.322 -5.324 5.324 -64.903 64.903 -46.095 46.095 4.109 140.465 144.574 Za slovenski trg obveznic je znaËilna slaba likvidnost in majhne izdane koliËine, zato tržna vrednost na borzi ne odraža poštene vrednosti obveznic. PoslediËno je poštena vrednost veËine obveznic, namenjenih trgovanju, ugotovljena z metodo vrednotenja. Poštena vrednost valutnih izvedenih finanËnih instrumentov je njihova tržna cena v sistemu Wall Street, poštena vrednost obrestnih izvedenih finanËnih instrumentov pa tržna cena v sistemu OPUS. Pošteno vrednost izvedenih finanËnih instrumentov na lastniške vrednostne papirje ter blagovnih izvedenih finanËnih instrumentov pa Banki posreduje Bayerische Hypo- und Vereinsbank AG, München. Nazivne vrednosti izvedenih finanËnih instrumentov so razkrite v Pojasnilu 43. Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. Dolžniški vrednostni papirji EUR 1.000 2009 2008 Stanje na dan 1. 1. 28.252 135.007 PoveËanje 649.030 619.066 Nakup 649.030 614.163 Pozitivno vrednotenje - 4.903 Zmanjšanje (669.967) (725.821) Prodaja/unovËenje (669.498) (597.542) Prerazvrstitev na sredstva razpoložljiva za prodajo - (95.531) Prerazvrstitev na sredstva v posesti do zapadlosti - (29.640) Negativno vrednotenje (469) (3.108) Stanje na dan 31. 12. 7.315 28.252 Lastniški vrednostni papirji EUR 1.000 2009 2008 Stanje na dan 1. 1. - - PoveËanje 216 721.177 Nakup 216 721.177 Zmanjšanje (25) (721.177) Prodaja - (474.829) Negativno vrednotenje (25) (246.348) Stanje na dan 31. 12. 191 - Pojasnilo 3: FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida EUR 1.000 31. 12. 2009 31. 12. 2008 Nivo 3 Nivo 3 Krediti 6.366 16.730 Skupaj 6.366 16.730 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Gibanje, nivo 3 EUR 1.000 2009 2008 Stanje na dan 1. 1. 16.730 20.444 PoveËanje 1.138 2.081 Novi krediti 651 1.400 Pozitivno vrednotenje 145 564 TeËajne razlike 342 117 Zmanjšanje (11.502) (5.795) PoplaËila (11.167) (5.792) TeËajne razlike (335) (3) Stanje na dan 31. 12. 6.366 16.730 Krediti, merjeni po pošteni vrednosti skozi poslovni izid, so krediti s fiksno obrestno mero, ki so zavarovani pred tveganjem po referenËni obrestni meri posojila z zamenjavo obrestnih mer. Izvedeni finanËni instrument obrestne zamenjave je pripoznan po pošteni vrednosti, zato so tudi ti krediti pripoznani po pošteni vrednosti skozi izkaz poslovnega izida. NajveËja izpostavljenost posojila kreditnemu tveganju na dan 31.12.2009 znaša 4.794 tisoË evrov. Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. Pojasnilo 4: FinanËna sredstva, razpoložljiva za prodajo Obveznice, podjetja Skupaj 53.698 -229 53.927 -163.160 -163.160 35.487 --35.487 -87.043 12.991 100.034 89.185 250.203 13.220 352.608 --282 282 -136.876 -136.876 30.812 --30.812 -9.648 30.225 39.874 9.546 --9.546 40.358 146.524 30.507 217.389 Za slovenski trg obveznic je znaËilna slaba likvidnost in majhne izdane koliËine, zato tržna vrednost na borzi ne odraža poštene vrednosti obveznic. PoslediËno je poštena vrednost veËine obveznic, razpoložljivih za prodajo, ugotovljena z metodo vrednotenja. Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. Na dan 31.12. 2009 ima Banka 207.552 tisoË evrov obveznic vkljuËenih v Sklad finanËnega premoženja pri Banki Slovenije. Gibanje delnic in deležev, nivo 3 Gibanje obveznic, nivo 3 EUR 1.000 2009 2008 Stanje na dan 1. 1. 282 350 PoveËanje - 1.204 Pozitivno vrednotenje in teËajne razlike - 1.204 Zmanjšanje (53) (1.272) Prodaja - (1.272) Negativno vrednotenje (53) - Stanje na dan 31. 12. 229 282 EUR 1.000 2009 2008 Stanje na dan 1. 1. 30.225 29.857 PoveËanje 93 406 Nakup - 263 Pozitivno vrednotenje 93 143 Zmanjšanje (17.327) (37) Prodaja/unovËenje (17.290) - Negativno vrednotenje (37) (37) Stanje na dan 31. 12. 12.991 30.225 Gibanje obveznic EUR 1.000 2009 2008 Stanje na dan 1. 1. 217.107 115.027 PoveËanje 127.212 121.756 Nakup 121.856 22.968 Prerazvrstitev iz finanËnih sredstev, namenjenih trgovanju - 95.530 Pozitivno vrednotenje 5.356 3.258 Zmanjšanje (45.638) (19.676) Prodaja/unovËenje (44.987) (19.561) Negativno vrednotenje (651) (115) Stanje na dan 31. 12. 298.681 217.107 FinanËna sredstva, namenjena trgovanju, prerazvršËena v za prodajo razpoložljiva 89.733 89.733 95.531 95.531 95.923 95.923 sredstva Banka je v letu 2009 prodala obveznice v višini 9.513 tisoË evrov. »e Banka ne bi opravila prerazvrstitev finanËnih sredstev, bi bil njen izkaz poslovnega izida za portfelj na dan 31.1.2009 drugaËen na naslednji postavki in v naslednji vrednosti: EUR 1.000 2009 2008 »isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 3.323 392 Pojasnilo 5: Izvedeni finanËni instrumenti, namenjeni varovanju - sredstva EUR 1.000 31. 12. 2009 Nivo 2 31. 12. 2008 Nivo 2 Varovanje denarnih tokov pred tveganjem 5.672 2.324 Skupaj 5.672 2.324 Izvedeni finanËni instrumenti, namenjeni varovanju, so izmerjeni po pošteni vrednosti, ki je tržna cena v sistemu OPUS. Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 6: Krediti Krediti bankam EUR 1.000 31. 12. 2009 31. 12. 2008 Vloge na vpogled 62.719 92.977 KratkoroËni krediti 477.222 152.886 DolgoroËni krediti 21.184 43.584 Skupaj 561.125 289.447 310.401 (11.396) 299.005 549.406 (7.600) 541.806 253.491 (8.787) 244.704 476.838 (5.632) 471.206 29.498 -29.498 20.903 (2) 20.901 325 -325 10.108 -10.108 20.452 (2.609) 17.843 19.294 (1.966) 17.328 6.635 -6.635 22.263 -22.263 1.824.072 (26.153) 1.797.919 1.540.523 (17.871) 1.522.652 904.004 (12.979) 891.025 785.179 (9.739) 775.440 59.929 -59.929 63.622 -63.622 129.861 -129.861 30.680 -30.680 651.595 (13.019) 638.576 568.304 (8.132) 560.172 78.683 (155) 78.528 92.738 -92.738 2.134.473 (37.549) 2.096.924 2.089.929 (25.471) 2.064.458 Krediti podjetjem vkljuËujejo tudi kredite samostojnim podjetnikom. Stanje kreditov zaposlenim na dan 31. december 2009 znaša 17.534 tisoË evrov, na dan 31. december 2008 pa je znašalo 15.785 tisoË evrov. Na dan 31.12. 2009 ima Banka v Sklad finanËnega premoženja pri Banki Slovenije vkljuËenih 98.063 tisoË evrov kreditov. Oslabitve EUR 1.000 2009 2008 Stanje na dan 1. 1. (25.471) (18.340) PoveËanje (27.611) (20.347) Zmanjšanje 15.533 13.216 Stanje na dan 31. 12. (37.549) (25.471) Pojasnilo 7: FinanËna sredstva v posesti do zapadlosti EUR 1.000 31. 12. 2009 Nivo 3 31. 12. 2008 Nivo 3 Obveznice, banke 29.773 29.721 Skupaj 29.773 29.721 Gibanje, nivo 3 EUR 1.000 2009 2008 Stanje na dan 1. 1. 29.721 - PoveËanje 145 29.721 Prerazvrstitev s finanËnih sredstev, namenjenih trgovanju - 29.640 Nakup 145 77 Pozitivno vrednotenje in teËajne razlike - 4 Zmanjšanje (93) - Prodaja (93) - Stanje na dan 31. 12. 29.773 29.721 Na dan 31.12. 2009 ima Banka celoten portfelj finanËnih sredstev posesti do zapadlosti vljuËenih v Sklad finanËnega premoženja pri Banki Slovenije. Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. FinanËna sredstva, namenjena trgovanju, prerazvršËena v sredstva v 29.773 29.765 29.640 29.640 29.721 29.645 posesti do zapadlosti »e Banka ne bi opravila prerazvrstitev finanËnih sredstev, bi bil njen izkaz poslovnega izida drugaËen na naslednji postavki in v naslednji vrednosti: EUR 1.000 2009 2008 »isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju (8) 5 Pojasnilo 8: NekratkoroËna sredstva v posesti za prodajo EUR 1.000 31. 12. 2009 31. 12. 2008 Sredstva prejeta za poplaËilo terjatev v posesti za prodajo 65 466 Skupaj 65 466 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 9: Opredmetena osnovna sredstva Nabavna vrednost Stanje na dan 1. 1. PoveËanje Prenos iz opreme v pripravi IzloËitev Stanje na dan 31. 12. Amortizacijski popravek vrednosti Stanje na dan 1. 1. Amortizacija za leto IzloËitev Stanje na dan 31. 12. »ista knjigovodska vrednost Stanje na dan 1. 1. Stanje na dan 31. 12. 8.054 1.116 -(102) 9.068 4.146 -441 (475) 4.112 5.195 -594 (251) 5.538 114 1.097 (1.036) -175 17.509 2.213 (0) (828) 18.893 3.192 825 (98) 3.919 2.847 617 (473) 2.991 1.938 676 (161) 2.453 ---- 7.977 2.118 (732) 9.363 4.862 5.149 1.299 1.121 3.257 3.085 114 175 9.532 9.530 5.628 3.634 3.725 112 13.099 2.426 --2.474 4.900 -759 1.713 (2.472) - -(247) (243) -(490) 8.054 4.146 5.195 114 17.509 2.630 2.457 1.570 -6.657 562 594 536 -1.692 -(204) (168) -(372) 3.192 2.847 1.938 -7.977 2.998 1.177 2.155 112 6.442 4.862 1.299 3.257 114 9.532 Banka nima pogodbenih obveznosti za pridobitev opredmetih osnovnih sredstev. Pri vlaganjih v tuje objekte Banka nima možnosti prodaje le-teh, prav tako nobenih drugih pogodbenih obveznosti v zvezi z njimi. Banka ni usredstvila stroškov izposojanja povezanih z opredmetenimi osnovnimi sredstvi. Pojasnilo 10: Neopredmetena dolgoroËna sredstva EUR 1.000 2009 2008 Nabavna vrednost Stanje na dan 1. 1. 24.907 20.096 PoveËanje 5.180 4.811 IzloËitev (3.148) - Stanje na dan 31. 12. 26.939 24.907 Amortizacijski popravek vrednosti Stanje na dan 1. 1. 14.903 13.047 Amortizacija za leto 2.325 1.856 IzloËitev (2.910) - Stanje na dan 31. 12. 14.318 14.903 »ista knjigovodska vrednost Stanje na dan 1. 1. 10.004 7.049 Stanje na dan 31. 12. 12.621 10.004 Banka kot neopredmetena dolgoroËna sredstva pripoznava izkljuËno programsko opremo. Banka nima znotraj banke ustvarjenih neopredmetenih sredstev. Banka ima v višini 115 tisoË evrov pogodbenih obveznosti za pridobitev neopredmetih osnovnih sredstev. V letu 2009 je Banka podaljšala življenjsko dobo za osnovna sredstva s preostalo vrednostjo 2.718 tisoË evrov za eno leto. Iz tega naslova je v letu 2009 znesek amortizacije za omenjena sredstva višji za 170 tisoË evrov, v naslednjih treh leti pa še za 372 tisoË evrov. Banka je v letu 2009 namenila 1.777 tisoË evrov za raziskave v razvoj (v letu 2008 1.780 tisoË evrov) namenjenih izboljšavam obstojeËih poslovnih procesov in tehnološkim rešitvam. Banka nima usredstvenih stroškov izposojanja povezanih z neopredmetinimi osnovnimi sredstvi. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 11: Terjatve za davek od dohodkov pravnih oseb EUR 1.000 31. 12. 2009 31. 12. 2008 Terjatve za davek 822 - Odložene terjatve za davek 1.676 2.030 Sredstva/obveznosti namenjena trgovanju 181 678 Krediti bankam in strankam, ki niso banke 21 43 FinanËna sredstva, razpoložljiva za prodajo 17 - Opredmetena in neopredmetena osnovna sredstva 22 28 Rezervacije 137 140 Presežek iz prevrednotenja, varovanje denarnih tokov 1.296 1.103 Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo 2 38 Skupaj 2.498 2.030 2.030 (354) 1.141 157 889 (511) 229 1.024 229 1.024 1.801 (1.378) 912 (867) 889 (511) Pojasnilo 12: Druga sredstva EUR 1.000 31. 12. 2009 31. 12. 2008 Terjatve v obraËunu iz prodaje vrednostnih papirjev - 43.897 Ostale terjatve v obraËunu 2.326 3.442 Terjatve iz post-financiranja 12.541 14.289 NevraËunani stroški in nezaraËunani prihodki 872 566 Terjatve za provizije (opravnine) 681 419 Oslabitve provizij (opravnin) (18) (13) Terjatve za dane predujme 32 22 Druga sredstva 14.639 63 Oslabitve drugih sredstev (3.567) (21) Skupaj 27.506 62.664 Druga sredstva vkljuËujejo terjatev iz naslova prekinitve obrestnega swapa s strani pravne osebe. Oslabitve drugih sredstev se skoraj v celoti nanašajo na oslabitev omenjene terjatve. Pojasnilo 13: FinanËne obveznosti do centralne banke EUR 1.000 31. 12. 2009 31. 12. 2008 KratkoroËni dolgovi iz kreditov iz primarne emisije ob zastavi vrednostnih papirjev 120.633 200.729 Skupaj 120.633 200.729 Za finanËne obveznosti do centralne banke ima Banka vkljuËena sredstva v Sklad finanËnega premoženja pri Banki Slovenije in je upraviËena do zadolževanja po pogojih, skladnih s cilji monetarne politike centralne banke. Pojasnilo 14: FinanËne obveznosti, namenjene trgovanju EUR 1.000 31. 12. 2009 Nivo 2 31. 12. 2008 Nivo 2 Izvedeni finanËni instrumenti namenjeni trgovanju 81.765 107.413 Terminske pogodbe (Forward) 543 4.573 Opcije (Option) 34.330 64.925 Zamenjave (Swap) 46.892 37.915 Ostale finanËne obveznosti, namenjene trgovanju - 1.809 Skupaj 81.765 109.222 Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. Pojasnilo 15: Izvedeni finanËni instrumenti, namenjeni varovanju - obveznosti EUR 1.000 31. 12. 2009 Nivo 2 31. 12. 2008 Nivo 2 Varovanje denarnih tokov pred tveganjem 13.992 6.942 Skupaj 13.992 6.942 Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 16: FinanËne obveznosti, merjene po odplaËni vrednosti Vloge bank EUR 1.000 31. 12. 2009 31. 12. 2008 Na vpogled 12.428 5.078 KratkoroËne vloge 1.144.155 644.965 DolgoroËno vloge 446.003 617.124 Skupaj 1.602.586 1.267.167 Krediti bank EUR 1.000 31. 12. 2009 31. 12. 2008 KratkoroËni krediti - 29.328 DolgoroËni krediti 383.113 411.392 Skupaj 383.113 440.720 Vloge strank EUR 1.000 31. 12. 2009 31. 12. 2008 Na vpogled 274.444 238.397 Podjetja 147.363 129.406 FinanËne institucije 4.043 2.033 Javni sektor 4.998 8.307 Prebivalstvo 90.112 73.522 Tuji rezidenti 27.928 25.129 KratkoroËne vloge 439.817 342.542 Podjetja 90.245 125.687 FinanËne institucije 30.928 22.908 Javni sektor 225.324 79.515 Prebivalstvo 69.465 98.377 Tuji rezidenti 23.855 16.055 DolgoroËne vloge 106.492 61.348 Podjetja 4.427 1.771 FinanËne institucije 1.053 7.255 Javni sektor 1.452 1.461 Prebivalstvo 94.514 46.925 Tuji rezidenti 5.046 3.936 Skupaj 820.753 642.287 Vloge podjetij vkljuËujejo tudi vloge samostojnih podjetnikov. Podrejene obveznosti EUR 1.000 31. 12. 2009 31. 12. 2008 Podrejene obveznosti do bank 30.129 20.204 Skupaj 30.129 20.204 Banka je v letu 2008 najela 10-letno linijo za Ërpanje podrejenega posojila v višini 20.000 tisoË evrov z obrestno mero Euribor + 1,1 %. V letu 2009 je banka najela dodatno 10-letno linijo za Ërpanje podrejenega posojila v višini 10.000 tisoË evrov z obrestno mero Euribor + 3 %. Posojila sta najeta od UniCredit Bank Austria AG, Dunaj in oba v celoti Ërpana. Pojasnilo 17: Rezervacije EUR 1.000 31. 12. 2009 31. 12. 2008 Za pravno nerešene tožbe 119 5 Za jubilejne nagrade in odpravnine 880 794 Za operativna tveganja - pranje denarja 14 14 Potencialne izgube 931 - Za zunajbilanËne obveznosti 534 353 Skupaj 2.478 1.166 Stanje na dan 1. 1. PoveËanje Zmanjšanje Poraba rezervacij Sprostitev rezervacij Stanje na dan 31. 12. 5 794 14 -353 1.166 119 127 -931 816 1.993 (5) (41) --(635) (681) -(41) ---(41) (5) ---(635) (640) 119 880 14 931 534 2.478 13 626 14 418 1.071 5 184 -555 744 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 18: Obveznosti za davek od dohodkov pravnih oseb EUR 1.000 31. 12. 2009 31. 12. 2008 Obveznosti za davek - 2.256 Odložene obveznosti za davek 1.253 229 Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo 1.253 229 Skupaj 1.253 2.485 Pojasnilo 19: Druge obveznosti EUR 1.000 31. 12. 2009 31. 12. 2008 Obveznosti v obraËunu iz prodaje vrednostnih papirjev 54 7.119 Ostale obveznosti v obraËunu 8.446 3.140 Pasivne Ëasovne razmejitve 6.120 5.962 Obveznosti do dobaviteljev 2.241 2.441 Obveznosti iz bruto plaË 1.160 1.133 Obveznosti za davke in prispevke 457 365 Obveznosti za provizije (opravnine) 75 70 Druge obveznosti 896 917 Skupaj 19.449 21.147 Pojasnilo 20: Osnovni kapital EUR 1.000 31. 12. 2009 31. 12. 2008 Navadne delnice - vpis prebivalstva 1 1 Navadne delnice - vpis tuje banke 16.257 16.257 Skupaj 16.258 16.258 Osnovni kapital Banke na dan 31. december 2009 znaša 16.258.321 evrov in je razdeljen na 3.898.878 navadnih imenskih kosovnih delnic, ki so v celoti vplaËane. Vsaka kosovna delnica zagotavlja imetniku pravico do enega glasu pri sprejemanju sklepov na skupšËini Banke, pravico do dela dobiËka (dividende) ter pravico do ustreznega dela preostalega premoženja po likvidaciji ali steËaju Banke. Banka za leti 2009 in 2008 ni izplaËala dividend. Pojasnilo 21: Kapitalske rezerve EUR 1.000 31. 12. 2009 31. 12. 2008 VplaËani presežek kapitala 45.861 45.861 Kapitalske rezerve, nastale iz splošnega prevrednotevalnega popravka kapitala 16.024 16.024 Skupaj 61.885 61.885 Pojasnilo 22: Presežek iz prevrednotenja EUR 1.000 31. 12. 2009 31. 12. 2008 Presežek iz prevrednotenja, varovanje denarnih tokov (5.183) (4.148) Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo 5.001 719 Skupaj (182) (3.429) Presežek iz prevrednotenja, varovanje denarnih tokov EUR 1.000 2009 2008 Stanje na dan 1. 1. (4.148) 1.241 Bruto vrednost (5.251) 1.591 Odloženi davek 1.103 (350) PoveËanje 11 - Bruto vrednost 11 - Odloženi davek - - Zmanjšanje (1.046) (5.389) Bruto vrednost (1.239) (6.842) Odloženi davek 193 1.453 Stanje na dan 31. 12. (5.183) (4.148) Bruto vrednost (6.479) (5.251) Odloženi davek 1.296 1.103 Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo EUR 1.000 2009 2008 Stanje na dan 1. 1. 719 (1.743) Bruto vrednost 910 (2.236) Odloženi davek (191) 493 PoveËanje 5.110 2.462 Bruto vrednost 6.170 3.146 Odloženi davek (1.059) (684) Zmanjšanje (828) - Bruto vrednost (828) - Odloženi davek - - Stanje na dan 31. 12. 5.001 719 Bruto vrednost 6.252 910 Odloženi davek (1.250) (191) RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 23: Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) EUR 1.000 31. 12. 2009 31. 12. 2008 Zakonske rezerve 1.294 1.294 Druge rezerve iz dobiËka 107.563 93.922 Skupaj 108.857 95.216 Pojasnilo 24: »isti dobiËek poslovnega leta EUR 1.000 31. 12. 2009 31. 12. 2008 »isti dobiËek poslovnega leta 8.798 18.483 Razporeditev v rezerve iz dobiËka (4.399) (9.242) Skupaj 4.399 9.242 DobiËek na delnico EUR 1.000 31. 12. 2009 31. 12. 2008 (1) »isti dobiËek poslovnega leta 8.798 18.483 (2) Število delnic 3.898.878 3.898.878 (3) DobiËek na delnico v evrih (1) / (2) 2,26 4,74 Osnovni in popravljeni dobiËek na delnico sta enaka, ker Banka nima popravljalnih možnostnih instrumentov. Pojasnila k izkazu poslovnega izida Pojasnilo 25: Prihodki iz obresti EUR 1.000 2009 2008 Obresti iz stanj na raËunih pri centralni banki 216 551 Obresti iz finanËnih sredstev, namenjenih trgovanju 19.261 21.275 Obresti iz finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida 651 1.400 Obresti iz izvedenih finanËnih instrumentov, namenjenih varovanju 6.210 5.745 Obresti iz finanËnih sredstev, razpoložljivih za prodajo 10.624 4.680 Obresti iz danih kreditov 77.974 110.020 Bankam 3.380 6.254 Strankam 74.594 103.766 Obresti iz danih oslabljenih kreditov 2.013 2.002 Strankam 2.013 2.002 Obresti iz finanËnih sredstev v posesti do zapadlosti 810 296 Obresti iz drugih finanËnih sredstev 847 517 Skupaj 118.606 146.486 Pojasnilo 26: Odhodki za obresti EUR 1.000 2009 2008 Obresti iz stanj na raËunih pri centralni banki 2.207 0 Obresti iz finanËnih sredstev, namenjenih trgovanju 18.361 15.630 Obresti iz izvedenih finanËnih instrumentov, namenjenih varovanju 7.296 4.428 Obresti iz prejetih kreditov in vlog 51.701 81.193 Bank 40.161 64.627 Strank 11.540 16.566 Obresti iz drugih finanËnih obveznosti 11 118 Skupaj 79.576 101.369 Obrestni odhodki za podrejeni dolg znašajo 712 tisoË evrov v letu 2009 (708 tisoË evrov v letu 2008). Pojasnilo 27: Prihodki iz dividend EUR 1.000 2009 2008 Dividende iz finanËnih sredstev, razpoložljivih za prodajo 1.638 41 Skupaj 1.638 41 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 28: Prihodki iz opravnin (provizij) EUR 1.000 2009 2008 Opravnine od danih jamstev 1.306 1.125 Opravnine od plaËilnega prometa 5.110 5.038 Opravnine od posredniških in komisijskih poslov 295 1.590 Opravnine od poslov z vrednostnimi papirji za stranke 3.535 3.239 Opravnine od kreditnih poslov 6.283 4.835 Opravnine za druge storitve 3.884 3.313 Skupaj 20.413 19.140 Pojasnilo 29: Odhodki za opravnine (provizije) EUR 1.000 2009 2008 Opravnine za banËne storitve 2.271 1.223 Opravnine za posredniške in komisijske posle 171 195 Opravnine za posle z vrednostnimi papirji 620 627 Opravnine za storitve plaËilnega prometa 327 315 Skupaj 3.390 2.360 Pojasnilo 30: Realizirani dobiËki/izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida EUR 1.000 2009 2008 Realizirani dobiËki 1.908 1.695 Iz finanËnih sredstev, razpoložljivih za prodajo 1.874 1.391 Iz kreditov 13 304 Iz drugih finanËnih sredstev in obveznosti 21 - Realizirane izgube (544) (96) Iz finanËnih sredstev, razpoložljivih za prodajo (443) (69) Iz kreditov (81) (15) Iz drugih finanËnih sredstev in obveznosti (20) (12) Skupaj 1.364 1.599 V postavki “Realizirani dobiËki iz finanËnih sredstev, razpoložljivih za prodajo” Banka izkazuje dobiËek iz prodaje kapitalske naložbe v podjetju Petrol d.d. v višini 1.824 tisoË evrov ter v podjetju Sava d.d. v višini 48 tisoË evrov (v letu 2008 kapitalske naložbe v podjetju Ljubljanska borza, d.d. v vrednosti 1.198 tisoË evrov). Pojasnilo 31: »isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju EUR 1.000 2009 2008 »isti dobiËki iz trgovanja z vrednostnimi papirji 598 1.485 »isti dobiËki pri nakupu in prodaji tujih valut 295 354 »isti dobiËki iz izvedenih finanËnih instrumentov (59) (6.343) Skupaj 834 (4.504) Pojasnilo 32: DobiËki/izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida EUR 1.000 2009 2008 »isti dobiËki iz kreditov po pošteni vrednosti skozi izkaz poslovnega izida 144 566 Skupaj 144 566 Pojasnilo 33: »isti dobiËki/izgube iz teËajnih razlik EUR 1.000 2009 2008 DobiËki iz teËajnih razlik 324.361 1.170.500 Izgube iz teËajnih razlik (319.588) (1.165.755) Skupaj 4.773 4.745 Pojasnilo 34: »isti dobiËki/izgube iz odprave pripoznanja sredstev brez nekratkoroËnih sredstev v posesti za prodajo EUR 1.000 2009 2008 DobiËki iz odprave pripoznanja - 12 Izgube iz odprave pripoznanja (372) (94) Skupaj (372) (82) RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 35: Drugi Ëisti poslovni dobiËki/izgube EUR 1.000 2009 2008 DobiËki 294 406 DobiËki iz sprostitve vnaprej vraËunanih stroškov 51 302 DobiËki iz operativnih tveganj 197 59 Ostali dobiËki 46 45 Izgube (185) (196) »lanarine (95) (101) Izgube iz operativnih tveganj (39) (55) Ostale izgube (51) (40) Skupaj 109 210 Pojasnilo 36: Administrativni stro.ki Stroški dela EUR 1.000 2009 2008 Bruto plaËe 13.339 12.242 Dajatve za socialno zavarovanje 1.046 1.059 Dajatve za pokojninsko zavarovanje 1.264 1.235 Druge dajatve, odvisne od bruto plaË 10 323 Drugi stroški dela 3.082 3.789 Skupaj 18.741 18.648 Banka prikazuje v letu 2009 med stroški dela strošek za neizkorišËene dopuste v višini 9 tisoË evrov (27 tisoË evrov v letu 2008). Stanje obveznosti iz naslova s kapitalom poravnanih plaËilnih transakcij znaša 119 tisoË evrov na dan 31.12.2009 (76 tisoË evrov na dan 31. 12. 2008). Strošek s kapitalom poravnanih plaËilnih transakcij v letu 2009 znaša 44 tisoË evrov (36 tisoË evrov v letu 2008). Odmerni pogoji in opis poštenih vrednosti s kapitalom poravnanih kapitalskih inštrumentov so opisani v Povzetku raËunovodskih usmeritev, pod Ugodnosti zaposlenih. Delnice in delniške opcije Ostali administrativni stroški Neuveljavljene na dan 1.1.2009 Izpolnitvena koliËina PovpreËna izpolnitvena cena Delnice 35.165 116.181 --6.480 -28.685 116.181 - 4,029 0,970 --3,800 -4,081 0,970 - Delniške opcije Podeljene v letu 2009 Odvzete v letu 2009 Uveljavljene v letu 2009 Delnice Zapadle v letu 2009 Neuveljavljene na dan 31. 12. 2009 Delnice Delniške opcije Možne za uveljavitev na dan 31. 12. 2009 EUR 1.000 2009 2008 Odhodki za nepremiËnine, vzete v poslovni najem 2.173 1.902 Storitve za raËunalniško in programsko opremo 2.204 2.205 Komunikacijske storitve 1.710 1.332 Stroški svetovalnih in revizijskih storitev 1.389 1.591 Ostale storitve drugih 740 1.428 Stroški reklame 1.592 2.796 Stroški izobraževanja 335 638 Stroški materiala 474 615 Stroški vzdrževanja osnovnih sredstev 880 491 Stroški zavarovanja 611 458 Stroški za službena potovanja 195 243 Ostali stroški 703 667 Skupaj 13.006 14.366 Stroški svetovalnih in revizijskih storitev vkljuËujejo stroške revizije raËunovodskih izkazov za leto 2009 v višini 76 tisoË evrov revizijske hiše KPMG Slovenija, podjetje za revidiranje, d.o.o. Nadalje so vkljuËeni stroški iste revizijske hiše za revizijo skrbniških poslov v višini 5,5 tisoË evrov in stroški za presojo kapitalske ustreznosti v višini 1,8 tisoË evrov. Stroški davËnega svetovanja družbe Ernst & Young Svetovanje d.o.o.so znašali 16 tisoË evrov. Banka ima v najemu veËje število poslovnih prostorov. Najemne pogodbe se sklenejo za do 15 let z možnostjo podaljšanja oziroma predËasne prekinitve. Minimalne pogodbene obveznosti za manj kot eno leto znašajo 2.124 tisoË evrov (2.101 tisoË evrov za leto 2008). Banka nima minimalnih pogodbenih obveznosti, ki bi bile daljše od enega leta. Pojasnilo 37: Amortizacija EUR 1.000 2009 2008 Amortizacija opredmetenih osnovnih sredstev 2.118 1.692 Amortizacija vlaganj v tuje objekte 826 562 Amortizacija raËunalniške opreme 617 595 Amortizacija ostale opreme 675 535 Amortizacija neopredmetenih dolgoroËnih sredstev 2.325 1.856 Skupaj 4.443 3.548 Pojasnilo 38: Rezervacije EUR 1.000 2009 2008 Za pravno nerešene tožbe (114) (5) Za jubilejne nagrade in odpravnine (127) (185) Za potencialne izgube (931) - Za zunajbilanËne obveznosti (181) 67 Skupaj (1.354) (123) Uskladitev med zaËetnim in konËnim stanjem rezervacij s pojasnili je v razkritju 17. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 39: Oslabitve EUR 1.000 2009 2008 Oslabitve finanËnih sredstev, razpoložljivih za prodajo 83 - Oslabitve finanËnih sredstev, merjenih po odplaËni vrednosti 15.528 6.870 PoveËanje 29.569 17.363 Krediti 25.972 17.308 Opravnine 19 17 Ostala sredstva 3.578 38 Zmanjšanje (14.041) (10.493) Krediti (13.995) (10.460) Opravnine (14) (16) Ostala sredstva (32) (17) Skupaj 15.611 6.870 Pojasnilo 40: »isti dobiËki/izgube iz nekratkoroËnih sredstev v posesti za prodajo EUR 1.000 2009 2008 DobiËki iz nekratkoroËnih sredstev v posesti za prodajo 22 2.618 Izgube iz nekratkoroËnih sredstev v posesti za prodajo (162) (8) Skupaj (140) 2.610 Ko je opredmeteno osnovno sredstvo na razpolago za prodajo in je le-ta zelo verjetna, ga Banka razvrsti kot nekratkoroËno sredstvo v posesti za prodajo. DobiËki in izgube iz prodaje so poslediËno izkazani na zgornjih postavkah. Pojasnilo 41: Davek iz dohodka pravnih oseb EUR 1.000 2009 2008 TekoËi davek 1.938 5.508 Odloženi davek 511 (464) Skupaj 2.450 5.044 23.527 22,00% 5.176 (6,12%) (1.440) 0,90% 212 (1,97%) (464) (0,60%) (142) (1,37%) (322) 6,63% 1.560 21,44% 5.044 Pojasnila k izkazu finanËnega izida Pojasnilo 42: Denarni ustrezniki EUR 1.000 31. 12. 2009 31. 12. 2008 Denar v blagajni 12.454 12.633 Obvezne rezerve pri centralni banki 25.567 29.269 Druge vloge pri centralni banki 40.000 - FinanËna sredstva, namenjena trgovanju 4.671 23.532 FinanËna sredstva, razpoložljiva za prodajo 70.026 95.197 Krediti bankam z zapadlostjo do 3 mesece 539.940 229.886 Skupaj 692.658 390.517 FinanËna sredstva, namenjena trgovanju in finanËna sredstva, razpoložljiva za prodajo, predstavljajo obveznice Republike Slovenije. Pojasnila k zunajbilanËnemu poslovanju Pojasnilo 43: ZunajbilanËno poslovanje EUR 1.000 31. 12. 2009 31. 12. 2008 FinanËne garancije 47.962 59.860 Storitvene garancije 64.954 85.311 Krediti, limiti in kreditne linije 278.985 241.851 Upniki po spot poslih 42.104 39.612 Nekriti nostro akreditivi 2.275 3.589 Kriti nostro akreditivi 3.503 2.264 Upniki za zastavljene vrednostne papirje za obveznosti banke 120.728 200.712 Posojene delnice - 55 Nazivna vrednost izvedenih finanËnih instrumentov 4.609.332 4.693.960 Skupaj 5.169.843 5.327.214 Garancije EUR 1.000 31. 12. 2009 2008 Stanje na dan 1. 1. PoveËanje 145.171 133.186 135.276 136.678 Nove garancije 115.698 105.952 TeËajne razlike 17.488 30.726 Zmanjšanje (165.441) (126.782) IzplaËilo garancij (672) (226) Ugasnjene garancije (140.132) (96.284) TeËajne razlike (24.637) (30.272) Stanje na dan 31.12. 112.916 145.171 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Izvedeni finanËni instrumenti EUR 1.000 31. 12. 2009 Nivo 2 31. 12. 2008 Nivo 2 Terminske pogodbe 282.531 186.492 Obrestne opcije 649.085 713.305 Valutne opcije 781.130 987.227 Blagovne opcije - 725 Obrestne zamenjave 2.884.432 2.788.359 Namenjene trgovanju 2.005.696 2.571.513 Namenjene varovanju 878.736 216.846 Blagovne zamenjave 12.153 17.852 Skupaj 4.609.332 4.693.960 Pojasnilo glede doloËanja poštenih vrednosti po nivojih je v raËunovodskih usmeritvah, pod Uporaba ocen in prepostavk, opredelitev poštene vrednosti. Pojasnilo 44: Poslovanje po pooblastilu Bilanca stanja iz poslovanja po pooblastilu EUR 1.000 31. 12. 2009 31. 12. 2008 Denarna sredstva strank za posredovanje s finanËnimi instrumenti 5.955 3.533 Terjatve iz poslov posredovanja s finanËnimi instrumenti 76 7.942 Terjatve iz poslov gospodarjenja s finanËnimi instrumenti 4.569 809 Terjatve po skrbniških poslih 3.154.032 887.137 Terjatve do KDD za prodane finanËne instrumente 95 810 Terjatve iz poravnalnega poslovanja - 7.327 Denarna sredstva strank iz drugih poslov po pooblastilu - 16 Terjatve iz drugih poslov v tujem imenu in za tuj raËun 336.775 121.350 Skupaj sredstva 3.501.502 1.028.924 Obveznosti do strank iz denarnih sredstev in finanËnih instrumentov 3.164.651 892.890 Obveznosti do KDD za kupljene finanËne instrumente 76 7.327 Obveznosti do banke za provizije, stroške ipd. - 13 Obveznosti iz poravnalnega poslovanja - 7.327 Obveznosti iz drugih poslov v tujem imenu in za tuj raËun 336.775 121.367 Skupaj obveznosti 3.501.502 1.028.924 Pojasnilo 45: Posredniško poslovanje EUR 1.000 31. 12. 2009 31. 12. 2008 Terjatve poravnalnega oz. transakcijskih raËunov za sredstva strank 3.158.772 896.698 Iz finanËnih instrumentov 3.158.677 895.888 Do KDD oz.obraËunskega raËuna banke za prodane finanËne instrumente 95 810 Denarna sredstva strank 5.955 3.533 Na poravnalnem raËunu za sredstva strank 3.867 2.098 Na transakcijskih raËunih bank 2.088 1.435 Skupaj sredstva 3.164.727 900.231 Obveznosti poravnalnega oz. transakcijskih raËunov za sredstva strank 3.164.727 900.231 Do strank iz denarnih sredstev in finanËnih instrumentov 3.164.651 892.891 Do KDD oz. obraËunskega raËuna banke za kupljene finanËne instrumente 76 7.327 Do banke oz. poravnalnega raËuna za provizije, stroške, ipd. - 13 Skupaj obveznosti 3.164.727 900.231 ZabilanËna evidenca 3.158.677 895.888 FinanËni instrumenti, loËeno po storitvah 3.158.677 895.888 Sprejemanje, posredovanje in izvrševanje naroËil 76 7.942 Gospodarjenje s finanËnimi instrumenti 4.569 809 Skrbniški posli 3.154.032 887.137 Prihodki in odhodki iz opravnin v zvezi z investicijskimi storitvami in posli EUR 1.000 31. 12. 2009 31. 12. 2008 Prihodki iz opravnin (provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke 3.375 4.728 Sprejemanje, posredovanje in izvrševanja naroËil 652 1.193 Gospodarjenje s finanËnimi sredstvi 160 - Izvedba prvih ali nadaljnjih prodaj brez obveznosti odkupa 574 1.490 Skrbništvo in sorodne storitve 2.149 2.045 Odhodki iz opravnin(provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke 643 665 Opravnine v zvezi s KDD družbo in njej podobnimi organizacijami 313 306 Opravnine v zvezi z borzo vrednostnih papirjev in njej podobnimi organizacijami 330 359 Pojasnilo 46: Povezane stranke Banka je hËerinska banka UniCredit Bank Austria AG s sedežem na Dunaju, ki ima v lasti 99,99 % delnic Banke. Lastniki ostalih delnic so slovenska podjetja in fiziËne osebe. MatiËna banka Skupine je UniCredit S.p.A, Italija. V svojem obiËajnem poslovanju Banka sklepa številne transakcije z drugimi Ëlanicami finanËne skupine UniCredit Group, kar vkljuËuje dane in prejete kredite ter depozite, nakupe in prodajo tujih valut ter posle z izvedenimi finanËnimi instrumenti. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Obseg poslov s povezanimi strankami ter iz njih izhajajoËi prihodki ter odhodki so navedeni v nadaljevanju: Bilanca stanja EUR 1.000 31. 12. 2009 31. 12. 2008 Krediti 533.508 232.515 Uprava 2 197 MatiËna banka 514.038 3.507 Ostale povezane osebe v skupini UniCredit Group 19.468 228.811 Izvedeni finanËni instrumenti 16.759 14.608 MatiËna banka - - Ostale povezane osebe v skupini UniCredit Group 16.759 14.608 Druga sredstva 1.064 44.346 MatiËna banka 48 19 Ostale povezane osebe v skupini UniCredit Group 1.015 44.327 Skupaj sredstva 551.331 291.469 FinanËne obveznosti, merjene po odplaËni vrednosti 1.855.272 1.635.232 Uprava 422 326 MatiËna banka 1.735.148 501.491 Ostale povezane osebe v skupini UniCredit Group 119.701 1.133.415 Izvedeni finanËni instrumenti 86.369 97.958 MatiËna banka - - Ostale povezane osebe v skupini UniCredit Group 86.369 97.958 Druge obveznosti 4.214 3.199 MatiËna banka 2.008 1.952 Ostale povezane osebe v skupini UniCredit Group 2.206 1.247 Skupaj obveznosti 1.945.854 1.736.389 Krediti dani upravi so zavarovani s hipoteko in se sklepajo po obiËajnih poslovnih pogojih. Krediti bankam v Skupini vkljuËujejo vloge na vpogled, vezane vloge in kredite. So nezavarovani in sklenjeni z variabilno ali s fiksno obrestno mero. Izkaz poslovnega izida EUR 1.000 31. 12. 2009 2008 Prihodki iz obresti 2.821 18.558 Uprava 2 11 MatiËna banka 1.626 6.622 Ostale povezane osebe v skupini UniCredit Group 1.192 11.925 Odhodki za obresti 36.413 67.411 Uprava 14 9 MatiËna banka 21.866 47.448 Ostale povezane osebe v skupini UniCredit Group 14.532 19.954 Prihodki iz opravnin (provizije) 1.155 2.380 MatiËna banka 381 523 Ostale povezane osebe v skupini UniCredit Group 774 1.857 Odhodki za opravnine (provizije) 978 302 MatiËna banka 712 5 Ostale povezane osebe v skupini UniCredit Group 266 297 Administrativni stro.ki 1.702 1.938 Ostale povezane osebe v skupini UniCredit Group 1.702 1.938 IzplaËila povezanim strankam EUR 1.000 2009 2008 IzplaËila upravi 623 509 PlaËe in drugi osebni prejemki 623 509 IzplaËila Ëlanom nadzornega sveta 17 - IzplaËila drugim zaposlenim z individualno pogodbo 542 612 PlaËe in drugi osebni prejemki 542 612 Skupaj 1.182 1.121 Število Ëlanov uprave na dan 31. 12. 3 4 Število Ëlanov nadzornega sveta na dan 31. 12. 6 5 Število zaposlenih z individualno pogodbo na dan 31. 12. 10 6 V letu 2009 je bilo povpreËno osem zaposlenih z individualno pogodbo. Banka v skladu z ZGD-1 v letu 2009 dodatno razkriva izplaËila Ëlanom uprave in nadzornega sveta. »lani uprave Banke so prejeli: dr. France Arhar 174 tisoË evrov fiksnega dela izplaËila, 66 tisoË evrov variabilnega dela izplaËila ter 2 tisoË evrov drugih prejemkov; Janko Medja 125 tisoË evrov fiksnega dela izplaËila, 20 tisoË evrov variabilnega dela izplaËila, 2 tisoË evrov drugih prejemkov ter 1 tisoË evrov povraËila stroškov; Francesco Vercesi (Ëlan uprave od 20. oktobra 2009) 44 tisoË evrov fiksnega dela izplaËila; dr. Heribert Fernau (Ëlan uprave do 30. novembra 2009) 106 tisoË evrov fiksnega dela izplaËila ter 1 tisoË evrov povraËila stroškov in mag. Stefan Vavti (Ëlan uprave do 30. septembra 2009) 85 tisoË evrov fiksnega dela izplaËila in tisoË evrov povraËila stroškov. Dodatno izplaËilo sta Ëlana uprave dr. Heribert Fernau in mag. Stefan Vavti prejela v finanËni skupini UniCredit Group. »lani nadzornega sveta so prejeli: Giuseppe Verrascina 8,6 tisoË evrov nadomestila ter 0,9 tisoË evrov povraËila stroškov in Franco Andretta 7,5 tisoË evrov nadomestila. Pojasnilo 47: Dogodki po datumu bilance stanja Banka po datumu bilance stanja ni zaznala pomembnejših poslovnih dogodkov, ki bi vplivali na poslovanje banke. RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 48: Pravne tožbe Banka je bila po stanju na dan 31. 12. 2009 kot tožena stranka vkljuËena v štiri sodne spore, v katerih tožeËe stranke uveljavljajo tožbene zahtevke v skupni višini 6,4 milijonov evrov. Tožbeni zahtevki so v vseh štirih sporih po mnenju banke v celoti neutemeljeni, zato banka iz tega naslova ne priËakuje pomembnih odhodkov. V skladu s pravili stroke je banka oblikovala ustrezne rezervacije za pravne spore. V mesecu januarju 2010 je banka prejela odpoved tožbenemu zahtevku s strani tožeËe stranke v enem od navedenih sporov, tako da je ob pripravi tega poroËila banka vkljuËena samo v tri spore, v katerih tožeËe stranke uveljavljajo tožbene zahtevke v skupni višini 4,7 mio evrov. Pojasnilo 49: Izjava o oškodovanju UniCredit Banka Slovenija d.d. kot Ëlanica finanËne skupine UniCredit Group v svojem obiËajnem poslovanju izvaja številne transakcije z drugimi Ëlanicami Skupine. Le-te se izvajajo po obiËajnih tržnih pogojih in nimajo negativnega vpliva na priložene raËunovodske izkaze. V skladu s 545. Ëlenom Zakona o gospodarskih družbah podajamo izjavo, da v letih 2009 in 2008 ni bilo opravljenih škodljivih poslov ali drugih dejanj, ki bi povzroËila oškodovanje Banke. Predsednik uprave »lan uprave Francesco Vercesi »lan uprave Radim Passer, Passerinvest Group Stranka podroËja poslovanja s podjetji - Madžarska Ae veË let sem zadovoljna stranka UniCredit Bank, tako poslovno kot zasebno. Predvsem zelo cenim, da Banka dobro razume nepremiËninski trg, tako da lahko uËinkovito oceni financiranje posameznega projekta. V letu 2009 smo imeli še nekaj priložnosti upoštevati koristen in konstruktiven pristop Banke. Konkretno gre za primer financiranja našega projekta ››Filadelfie« in potem zopet, ko smo se pogajali za posojilo za projekt ››Residential Park Baarova«. Z UniCredit je enostavno. BanËna tveganja BanËna tveganja Celovito upravljanje s tveganji UniCredit Banka Slovenija d.d. skladno z naËeli finanËne skupine UniCredit Group ugotavlja, meri in/ali upravlja z naslednjimi kategorijami tveganj: • kreditno tveganje (vkljuËujoË tveganje nasprotne stranke), • tržno tveganje (teËajno in obrestno tveganje ter tveganje trgovanja z lastniškimi vrednostnimi papirji), • likvidnostno tveganje, • operativno tveganje, • poslovno tveganje, • tveganje na podroËju nepremiËnin, • tveganja iz naslova deležev in kapitalskih udeležb Banke. Banka upravlja s tveganji na usklajen naËin po razliËnih organizacijskih ravneh. Poleg tega je struktura upravljanja s tveganji sestavni del širše prakse upravljanja s tveganji v finanËni skupini UniCredit Group. Na ta naËin podpira enotnost procesov upravljanja in nadzora nad tveganji v celotni Skupini. Osrednje aktivnosti upravljanja s tveganji vodi divizijia Upravljanje s tveganji. Le-ta je neodvisna od poslovnih enot Banke in je odgovorna neposredno upravi in predsedniku uprave. Osrednje mesto upravljanja s tveganji na najvišji ravni v Banki imajo tri vrste odborov, in sicer: odbor za upravljanje bilance 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 razliËnim vrstam tveganja in odobri doloËitve 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 veË divizij in upravljanja poslovanja celotne Banke. Odbor se ukvarja tudi z upravljanjem kapitala Banke; ima pregled nad razvojem kapitalske ustreznosti Banke in koliËniki, nad regulatornim in ekonomskim kapitalom, razporeditvijo kapitala in razpoložljivimi finanËnimi viri. KREDITNI ODBOR Za namene odobravanja posamiËnih kreditnih izpostavljenosti je v Banki vzpostavljena dvostopenjska struktura kreditnih odborov. Raven odloËanja je doloËena z zneski predlagane potencialne kreditne izpostavljenosti do posamezne osebe oziroma skupine povezanih oseb. V kreditnih odborih na obeh ravneh sta prisotna vsaj predstavnika s podroËja za upravljanje s tveganji in s podroËja prodajnih enot. Seje obeh ravni kreditnih odborov praviloma potekajo dvakrat na teden. Procesi in naËela presoje in odloËanja o posamiËnih kreditnih izpostavljenostih so doloËeni v ustreznih internih smernicah in navodilih. Odobritvene pristojnosti za nižje kreditne izpostavljenosti do pravnih in do fiziËnih oseb kreditni odbor najvišje ravni delegira doloËenim nosilcem individualne kreditne pristojnosti. ODBOR ZA OPERATIVNA TVEGANjA Odbor za operativna tveganja je odgovoren za uËinkovit 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 moËno integrirana v dnevni proces obvladovanja tveganj Banke. Odbor se sestaja dvomeseËno. SPREjEMANjE TVEGANj V napredni postavitvi banËnega posla mora biti poslovanje s strankami obravnavano brez obrestnega, valutnega in likvidnostnega tveganja. Zato je nujna doloËitev jasnih izhodišË za oblikovanje cen za posojila in depozite strank, s Ëimer zagotavljamo jasne loËitve 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. To omogoËa, da se tržno in likvidnostno tveganje ter pribitke pripiše banËnim divizijam v skladu z naËelom vzroËnosti. FinanËni trgi so znotraj Banke edina divizija, ki ima odgovornost za obvladovanje tržnih tveganj. Oddelek Upravljanje bilance banke upravlja z likvidnostnim tveganjem in poroËa neposredno izvršnemu direktorju za finance (CFO). Zakladništvo in oddelek Upravljanje bilance banke sta odgovorna za optimiziranje celostne strukture roËnosti in donosa Banke. Kreditno tveganje Kreditno tveganje izhaja iz vseh vrst transakcij, ki so lahko povod za sedanje, možne oziroma potencialne terjatve do katerekoli nasprotne stranke, posojilojemalca ali dolžnika. FinanËna skupina UniCredit Group razlikuje med tremi vrstami kreditnih tveganj: • tveganje v primeru neplaËila je tveganje, da nasprotna stranke ne bo poravnala vseh pogodbeno doloËenih obveznosti; • deželno tveganje pomeni tveganje izgube, ki jo lahko utrpi Skupina v katerikoli državi zaradi kateregakoli od naslednjih razlogov: možnost poslabšanja ekonomskih razmer, politiËni ali socialni nemiri, nacionalizacija ali razlastitev premoženja, zavrnitve s strani vlade v primeru zadolženosti, poostrene menjalne kontrole in valutne depreciacije ali devalvacije; • tveganje poravnave je tveganje, ki lahko nastane pri poravnavi ali obraËunavanju posameznih transakcij, v primeru, ko ne pride istoËasno do izmenjave/poravnave obveznosti v denarju, vrednostnih papirjih in/ali drugih oblikah premoženja. MERjENjE KREDITNIH TVEGANj Temelj vsakega kreditnega odobritvenega procesa je podrobna obravnava vsake kreditne izpostavljenosti, povezane z nasprotno stranko. Banka pri procesu odobravanja svojih naložb upošteva tako boniteto nasprotne stranke kot tudi tveganje, povezano z razliËnimi vrstami izpostavljenosti. Pri merjenju kreditnega tveganja Banka za pravne osebe izraËunava boniteto, na podlagi katere ugotavlja tudi verjetnost neplaËila obveznosti. Poleg doloËanja bonitete se ocenjuje tudi izpostavljenost in možnost povraËila, ki temelji na predvidevanjih o razpoložljivih denarnih tokovih. Boniteta je doloËena na podlagi finanËnih podatkov, kvalitativnih dejavnikov in opozorilnih signalov. Banka uporablja deset glavnih razvrstitev bonitete z dodatno delitvijo v podrazrede. Lestvica finanËne skupine UniCredit Group vkljuËuje skupno 28 razliËnih bonitetnih razredov, ki so kalibrirani upoštevajoË lokalne znaËilnosti. ANALIZA KREDITNEGA PORTFELjA Po stanju na dan 31. december 2009 je celotni bilanËni portfelj Banke, ki vkljuËuje banËne in ne-banËne terjatve izkazoval rast v višini 316 milijonov evrov, kar predstavlja 13-odstotno rast v primerjavi s koncem leta 2008. PodroËja rasti v kreditni izpostavljenosti so bila v segmentih bank in ostalih finanËnih institucij, v gospodinjstvih in v javnem sektorju, medtem ko so se izpostavljenosti do ostalih segmentov, skladno s previdnim odgovorom Banke na krizne razmere, zmanjševale ali ostajale na podobni ravni kot v letu poprej. Delitev celotnega kreditnega portfelja Banke po segmentih Banke in ostale finanËne institucije 707,80 Proizvodnja 196,60 Gospodinjstva 672,82 Javni sektor 221,45 Prodaja na debelo in trgovina na drobno 271,84 Poslovne nepremiËnine 41,64 Storitve 431,45 Ostalo 152,00 SKUPAj 2.695,59 429,26 165 % 202,37 97 % 588,37 114 % 132,96 167 % 285,87 95 % 41,46 100 % 468,25 92 % 230,83 66 % 2.379,38 113 % BanËna tveganja BanËna tveganja Delitev celotnega kreditnega portfelja po geografski lokaciji 2.012,63 2,97 % 22,54 (42,09 %) 81,49 (24,50 %) 261,35 109,52 % 1,37 (24,34 %) 2.379,38 13,29% Opomba: Zneski v tabelah so izraženi v bruto vrednosti, vkljuËujoË zneske slabitev. Skupni znesek vkljuËenih slabitev na dan 31. 12. 2009 znaša 37,55 milijonov evrov, na dan 31. 12. 2008 pa ta znesek znaša 25,47 milijonov evrov. KREDITNO ZAVAROVANjE Da bi zmanjšala in upravljala s kreditnim tveganjem, Banka svojo izpostavljenost do strank tudi zavaruje. Banka je izdala smernice, ki doloËajo ustrezne vrste kreditnega zavarovanja. Na splošno lahko razdelimo vrste zavarovanj za posojila in za druge izpostavljenosti kreditnim tveganjem na: • hipoteke na stanovanjske in poslovne nepremiËnine, • zastave premiËnin in vlog na vpogled, • zastave finanËnih instrumentov kot so obveznice in delnice. Bolj tvegana in dolgoroËna posojila so na splošno bolje zavarovana. Glede na smernice so tudi kreditna zavarovanja del rednega pregleda, ki se izvaja vsaj enkrat letno, bodisi na individualni ali na portfeljski osnovi. Takšen pristop omogoËa Banki boljši vpogled v trenutno stanje in dejansko vrednost kreditnega zavarovanja. Glavne oblike zavarovanj so hipoteke na stanovanjske in poslovne nepremiËnine in tudi garancije. Poleg teh so med ostalimi pogostimi oblikami zavarovanj, ki jih Banka sprejema, tudi razliËne oblike finanËnih zavarovanj. Spodnja tabela prikazuje strukturo bilanËne izpostavljenosti do nebanËnega sektorja s pripadajoËimi zavarovanji po bonitetni klasifikaciji, ki je skladna z bonitetnimi razredi Banke Slovenije. Izpostavljenost Banke do strank glede na strukturo doloËanja bonitete in kreditna zavarovanja Opomba: Zneski izpostavljenosti v tabeli so izraženi v bruto vrednosti, vkljuËujoË zneske slabitev. Skupni znesek vkljuËenih slabitev na dan 31. 12. 2009 znaša 37,55 milijonov evrov, na dan 31. 12. 2008 pa ta znesek znaša 25,47 milijonov evrov. POLITIKA BANKE GLEDE SLABITEV IN REZERVACIj Banka ima natanËno doloËen postopek in notranjo politiko glede spremljanja portfelja ter glede oblikovanja slabitev. Notranja politika je v skladu s strogimi predpisi Banke Slovenije. Banka ima sistemsko podporo za izvajanje slabitev za stranko ali za vsak posamezen posel stranke. Banka je uvedla tako imenovani ››dogodek neplaËila« na ravni strank za primere, ko katera od strank zamuja s plaËilom Banki veË kot 90 dni. Posledica takšnega dogodka je znižanje bonitete stranke in oblikovanje slabitve na ravni stranke ali posla. Odgovornost za spremljanje portfelja ima oddelek Podpora upravljanju s kreditnimi tveganji, ki vsaj enkrat meseËno pregleda celoten portfelj Banke. Glede na smernice ima Banka pet razliËnih kategorij slabitev za segment poslovanja s prebivalstvom in 29 razliËnih kategorij slabitev za podjetja in stranke. IzraËun potrebne slabitve se pripravi na podlagi preteklih izkušenj s stranko in priËakovanih prihodnjih denarnih pritokov stranke. Banka upošteva zavarovanje pri izraËunavanju prihodnjih denarnih pritokov stranke šele takrat, ko pride do kršitve pogodbene obveznosti s strani podjetja ali stranke in je izpostavljenost že zapadla ali pa ni v celoti odplaËana. Kriteriji Banke za oblikovanje slabitev so naslednji: • zamuda pri plaËilih glavnice, obresti in/ali drugih odpravnin, dogovorjenih po pogodbi; • težave z denarnimi tokovi; • kršitve posojilnih pogodb ali pogojev; • steËaj ali drugi pravni postopki, ki imajo lahko za posledico izgubo za Banko iz te naložbe; • informacije, ki imajo lahko vpliv na izpad prejetih odplaËil za Banko. Banka uporablja tri razliËne statuse strank, ki zamujajo s plaËili. Prvi status ››Kredit na opazovanju« pomeni, da stranka še v roku poravnava svoje obveznosti, zaradi razliËnih opozorilnih signalov pa Banka lahko priËakuje zamude pri odplaËevanju v prihodnosti. V takšnih primerih oddelek Upravljanje s tveganji zahteva vzpostavitev posebnih naËrtov aktivnosti s strani poslovnih divizij v Banki. Drugi status se imenuje ››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 oddelek Posebni primeri v sodelovanju s poslovnimi divizijami. Tretji status pa je tako imenovani status ››Posebni primeri«, ki pomeni, da je bila pogodba s stranko že prekinjena in/ali odpovedana, odgovornost za spremljanje in izvedbo v zvezi s poplaËili izpostavljenosti do Banke preko razliËnih oblik izvensodne ali sodne poravnave pa v celoti prevzame oddelek Posebni primeri. Izpostavljenost Banke do strank glede na strukturo doloËanja bonitete in oblikovane oslabitve Opomba: Zneski izpostavljenosti v tabeli so izraženi v bruto vrednosti, vkljuËujoË zneske slabitev. BanËna tveganja BanËna tveganja Kreditne izpostavljenosti do 10 najveËjih strank glede na oblikovane oslabitve 10 najveËjih problematiËnih strank (po izpostavljenosti) Panoga Izpostavljenost (v mio EUR) 31. 12. 2009 Oslabitve (v mio EUR) Stranka 1 Holding 20,35 9,65 6,30 4,80 4,06 3,20 2,38 2,15 2,08 1,38 5,09 1,64 --3,04 0,16 1,43 0,49 -- Stranka 2 Proizvodnja kovin Stranka 3 FinanËne institucije Stranka 4 Turizem Stranka 5 Hrana in pijaËa Stranka 6 Storitve Stranka 7 Hrana in pijaËa Stranka 8 Mediji, Ëasopisi Stranka 9 Transport Stranka 10 Storitve Po stanju na dan 31. 12. 2009 Banka izkazuje 52,8 milijonov evrov izpostavljenosti, pri kateri je bila ugotovljena zamuda, vendar zanjo slabitve še niso bile oblikovane. V teh primerih bodisi ni bilo evidentiranega ››dogodka neplaËila«, zneski zamude niso bili materialni ali je imela Banka zadostno vrednost zavarovanja ali že dogovorjeno ustrezno prestrukturiranje izpostavljenosti. Kreditna izpostavljenost z oblikovanimi slabitvami na ravni stranke ali posla je po smernicah doloËil baselskih standardov vsaka izpostavljenost, ko se zgodi eden ali veË ››dogodkov neplaËila«: majhna verjetnost, da bo dolžnik poravnal svoje kreditne obveznosti do Banke, dolžnik veË kot 90 dni zamuja s plaËilom katerekoli pomembne kreditne izpostavljenosti do Banke, Banka odobri prestrukturiranje problematiËne izpostavljenosti, Banka obravnava izpostavljenost kot nedonosno oziroma Banka vloži predlog za steËajni postopek zoper dolžnika ali podoben predlog v zvezi z dolžnikovo kreditno obveznostjo do Banke. V povpreËju Banka izkazuje 49-odstotno pokritost problematiËne kreditne izpostavljenosti s slabitvami. Za vsako problematiËno izpostavljenost, ki nima oblikovanih slabitev, Banka upošteva tudi vrednosti primernega kreditnega zavarovanja. Po stanju na dan 31. 12. 2009 se je vrednost problematiËne kreditne izpostavljenosti v primerjavi s preteklim letom poveËala za 33,1 milijonov evrov oziroma za 81 % na vrednost 74 milijonov evrov. Višina slabitev, oblikovanih za problematiËne izpostavljenosti, se je poveËala za 12,5 milijonov evrov oziroma za 53 % in je znašala 36,2 milijona evrov. Posledica prirasta v višini oblikovanih slabitev je bilo neto zmanjšanje vrednosti pokritja problematiËnih izpostavljenosti s slabitvami za 9,0 odstotnih toËk. Stanje problematiËne izpostavljenosti glede na strukturo doloËanja bonitete, oblikovane oslabitve in kreditna zavarovanja 12,42 2,58 21 % 7,11 18,05 10,58 59 % 7,31 10,46 10,52 101 % 1,98 40,93 23,68 58 % 16,40 Dne 31. 12. 2009 Banka ni imela oblikovanih slabitev pri finanËnih sredstvih razpoložljivih za prodajo. KREDITNO TVEGANjE NASPROTNE STRANKE Kreditno tveganje je v splošnem 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 divizije FinanËni trgi in vrednostnimi papirji. Za upravljanje s kreditnim tveganjem nasprotne stranke Banka uporablja interni model, ki temelji na pristopu simulacije. Izpostavljenost do posamezne nasprotne stranke ugotavljamo s pomoËjo simulacije razvoja vrednosti portfelja poslov, sklenjenih s stranko. Prihodnja vrednost portfelja se izraËuna na podlagi scenarijev, zasnovanih na triletni Ëasovni vrsti volatilnosti in korelacij faktorjev tveganja. Kot trenutna izkorišËenost limita oziroma izpostavljenost do nasprotne stranke se upošteva maksimum 97,5 % kvantilov posameznih Ëasovnih toËk v prihodnosti. Izpostavljenosti konec leta 2009 so precej nižje od izpostavljenosti konec leta 2008. Vzrok je izboljšanje splošnega položaja na finanËnih trgih, ki se odraža v nižjih trenutnih tržnih vrednostih izvedenih finanËnih instrumentov in nižjih volatilnostih faktorjev tveganja. Kreditno tveganje nasprotne stranke za UniCredit Banka Slovenija d.d. glede na boniteto strank Bonitetni razred Izpostavljenost tveganju nasprotne stranke (v mio EUR) 31. 12. 2009 31. 12. 2008 A 127,68 195,82 B - - C 2,91 - D - - E SKUPAj -130,59 -195,82 Tržna tveganja UniCredit Banka Slovenija d.d. je pri svojem poslovanju izpostavljena tržnim tveganjem. Gre za tveganje, da bi poštena vrednost ali prihodnji denarni tokovi finanËnega instrumenta lahko nihali 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 teËajev ali cen, kot so obrestne mere, kreditni razponi, menjalni teËaji, cene blaga in cene lastniških finanËnih instrumentov. METODE OBVLADOVANjA TRžNIH TVEGANj Obvladovanje tržnih tveganj vkljuËuje vse dejavnosti, povezane s posli divizije FinanËni trgi 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, doloËenimi s strani ALCO odbora. Obvladovanje tveganj v UniCredit Banka Slovenija d.d. vkljuËuje stalno poroËanje o poziciji tveganja, uporabi limitov in dnevni predstavitvi rezultatov poslovanja divizije FinanËni trgi. ALCO odbor vsaj enkrat letno doloËi 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 doloËen v Pravilniku za zakladništvo in je razdeljen na tri dele (splošni del, posebni del in del, ki velja za UniCredit Banka Slovenija d.d.). Izpostavljenost tržnim tveganjem lahko spreminjajo le tisti, ki so pooblašËeni za prevzemanje in spreminjanje pozicij. Za spremljanje izpostavljenosti tržnim tveganjem UniCredit Banka Slovenija d.d. uporablja model “NORISK”, ki ga je razvil oddelek Strateško upravljanje tveganj znotraj UniCredit Bank Austria AG Dunaj in se v UniCredit Banka Slovenija d.d. uporablja že veË let. Pred nekaj leti je bil model razširjen tako, da vkljuËuje dodatne metode izraËuna (pristop variance-kovariance je bil dopolnjen s pristopom simulacij). Posodobitev in izpopolnjevanje, ki ga izvaja oddelek Strateško upravljanje tveganj na Dunaju, vkljuËuje pregledovanje modela kot del postopkov testiranja za nazaj, integracije novih izdelkov in prilagajanja sistema splošnim tržnim dogajanjem. V tem smislu je bil tudi v UniCredit Banka Slovenija d.d. vzpostavljen postopek uvajanja produktov, v katerem enota za obvladovanje tveganj BanËna tveganja BanËna tveganja skupaj s prodajnimi enotami igra odloËilno vlogo pri odobritvi novih produktov. Model za obvladovanje tveganj “NORISK” na osnovi agregiranih podatkov vsak dan zagotavlja najpomembnejše parametre tveganj za poslovanje divizije FinanËni trgi. Osnovno orodje, ki se uporablja za merjenje in nadzor izpostavljenosti tržnemu tveganju, je tvegana vrednost (VaR). Predstavlja ocenjeno izgubo, ki bo nastala na doloËenem portfelju v doloËenem Ëasu (obdobje izraËuna) zaradi negativnega gibanja na trgu z doloËeno verjetnostjo (stopnja zaupanja). VaR za interno merjenje tveganj temelji na enodnevnem obdobju izraËuna in 99-odstotnem intervalu zaupanja. Poleg VaR se izraËunava tudi sedanja vrednost baziËne toËke (pvbp) in uËinki spremembe kreditne premije vseh izdajateljev. Za obvladovanje tveganj se uporabljajo limiti baziËne toËke glede na valuto in zapadlost, vsote baziËnih toËk po segmentu valute in/ali zapadlosti (vsota vrednosti absolutnih toËk). Drugi dejavniki, ki so prav tako pomembni, so volumni, vezani na izjemne situacije in limiti za posamezne pozicije. Dodatni elementi sistema limitov so limiti najveËje dovoljene izgube. Spremljanje trendov pri dobiËkih/izgubah zagotavlja zgodnje odkrivanje morebitnih nabranih izgub iz doloËenih pozicij. Informacije, ki se dodatno zagotavljajo ALCO in upravi, so še redni izraËuni izjemnih scenarijev. Takšni izjemni scenariji temeljijo na predpostavkah ekstremnih premikov posameznih parametrov tržnih tveganj. UniCredit Banka Slovenija d.d. analizira uËinke teh gibanj in motenj v likvidnosti specifiËnih produktov in dejavnikov tveganja na njene rezultate poslovanja in neto pozicijo aktive. Predpostavke ekstremnih gibanj so odvisne od valute in likvidnosti, Banka pa jih doloËa v tesnem sodelovanju z oddelkom Strateško upravljanje tveganj v UniCredit Bank Austria AG, Dunaj na diskrecijski osnovi. Rezultati izjemnih situacij se upoštevajo pri doloËanju in revidiranju limitov. Poleg rezultatov modela obvladovanja tveganj se tudi podatki o prihodkih zakladništva izraËunavajo in sporoËajo vsakodnevno. Ti podatki so predstavljeni za doloËeno Ëasovno obdobje in se primerjajo z naËrtovanimi podatki. PoroËanje vkljuËuje sestavine, ki se odražajo v neto prihodkih po Mednarodnih standardih raËunovodskega poroËanja (v nadaljevanju: MSRP) in vrednotenju vseh pozicij po tržni vrednosti, ne glede na njihovo pripoznavanje v finanËnih izkazih po MSRP (“celotni prihodki”). Z namenom preverjanja, ali so sklenjeni posli skladni s trgom UniCredit Banka Slovenija d.d. uporablja sistem “MARCONIS”, ki so ga razvili v UniCredit Bank Austria AG Dunaj. Sistem “MARCONIS” v celoti in sistematiËno pregleduje tržno usklajenost vsake posamezne transakcije divizije FinanËni trgi. V letih 2009 in 2008 ni bilo sklenjenih poslov, ki bi bili konËno ocenjeni kot neskladni s trgom. OBRESTNO TVEGANjE, VALUTNO TVEGANjE, TVEGANjA IZ NASLOVA TRGOVANjA Z LASTNIŠKIMI VREDNOSTNIMI PAPIRjI IN TVEGANjE KREDITNEGA RAZPONA Rezultati na tvegani vrednosti temeljeËega internega modela, ki predpostavlja enodnevno obdobje posesti in 99-odstotno stopnjo zaupanja, so za leto 2009 višji kot v predhodnem letu. Glavna razloga sta višja izpostavljenost tveganju lastniških finanËnih instrumentov v banËni knjigi kot posledica neizpolnitve posla zaËasnega nakupa delnic ter še vedno visoka volatilnost premij za kreditno tveganje na lokalnih kapitalskih in denarnih trgih. Primerjava izraËunov tvegane vrednosti za leto 2009 z izraËuni za leto 2008 je prikazana v spodnji tabeli. V izraËunih so upoštevane izpostavljenosti tveganju lastniških finanËnih instrumentov, izpostavljenosti kreditnemu tveganju dolžniških vrednostnih papirjev (DVP) ter obrestne in valutne izpostavljenosti Banke. V okviru upravljanja obrestnega tveganja se Banka izpostavlja predvsem tveganju v evrih, ameriških dolarjih in švicarskih frankih. Izpostavljenosti v omenjenih valutah so predstavljene v naslednji tabeli in vkljuËujejo tako vse postavke trgovalne kot tudi banËne knjige. Obrestno tveganje Banke v valutah, ki niso prikazane, je minimalno. VaR UniCredit Banka Slovenija d.d., 2008 - 2009 Slovenija 1.446,20 4.844,50 2.824,70 700,41 2.466,72 1.228,24 Gibanje tvegane vrednosti v UniCredit Banka Slovenija d.d. v letu 2009 v mio EUR 7 6 5 4 3 2 1 0 -1 -2 02. 01. 02. 02.02. 03.30. 03.28. 04.28. 05.29. 06.27. 07.24. 08.22. 09.20. 10.18. 11.17. 12. -3 TV izpostavljenosti volatilnosti TV valutnih izpostavljenosti TV obrestnih izpostavljenosti TV izpostavljenosti kreditnemu tveganju DVP TV izpostavljenosti tveganju lastniških FI Skupna tvegana vrednost (TV) Izravnalni uËinki Razmerje med obrestnim tveganjem v banËni knjigi in kapitalom banke, vzpostavljeno v okviru regulative Basel II, od Banke zahteva primerjavo spremembe v tržni vrednosti banËne knjige kot posledice premika obrestne krivulje za 2 odstotni toËki s kapitalom banke. V primeru, da omenjena sprememba obrestnih mer absorbira veË kot 20 % kapitala banke, lahko nadzorna institucija od banke zahteva sprejem ukrepov za omejitev tveganja. Rezultati testiranja scenarijev izjemnih situacij so pokazali, da bi nenaden premik obrestnih mer za 2 odstotni toËki absorbiral približno 3,9 % kapitala Banke, kar je obËutno pod mejno vrednostjo 20 %. Trenutna investicija lastniškega kapitala je pri testiranju upoštevana kot odprta izpostavljenost tveganju. UËinki premika obrestne krivulje za eno baziËno toËko v letu 2009 CHF (58) (248) (1.968) 590 91 (1.592) 2.944 (8.435) 2.629 EUR (65) 2.134 (6.892) 4.370 6.051 5.599 29.803 (22.110) 9.085 USD (34 9 110 1.049 467 1.600 2.352 (275) 1.879 SKUPAj 163 2.393 9.040 6.009 6.610 8.858 33.591 63 13.649 UËinki premika obrestne krivulje za eno baziËno toËko v letu 2008 (352) 1.534 (4.051) 458 306 (2.105) 6.907 (5.929) 2.015 (666) 1.958 (5.412) 9.300 (5.362) (182) 27.832 (23.259) 12.786 (24) 22 (47) 428 1.699 2.078 2.568 (321) 2.124 1.044 3.540 9.510 10.186 7.367 4.392 32.798 111 16.988 Portfelj dolžniških vrednostnih papirjev Banke združuje predvsem obveznice prvorazrednih izdajateljev, ki so uvršËene bodisi v kategorijo trgovalnih vrednostnih papirjev, kategorijo papirjev razpoložljivih za prodajo ali kategorijo papirjev v posesti do zapadlosti. Banka redno spremlja položaj na finanËnih trgih in ocenjuje kreditno kvaliteto izdajateljev. Poleg portfelja dolžniških vrednostnih papirjev ustvarjajo izpostavljenosti kreditnemu tveganju DVP tudi pozicije izhajajoËe iz trgovanja s terminskimi pogodbami na DVP. BanËna tveganja BanËna tveganja Kot merilo kreditnega tveganja DVP Banka dnevno izraËunava in nadzira velikost spremembe tržne vrednosti svojih portfeljev, ki bi jo povzroËila morebitna sprememba kreditnih premij izdajateljev za eno baziËno toËko. UËinki spremembe kreditne premije vseh izdajateljev za eno baziËno toËko v letu 2009 SKUPAj (1.223) (25.660) (83.240) (10.707) 120.830 171.287 105.661 131.655 UËinki spremembe kreditne premije vseh izdajateljev za eno baziËno toËko v letu 2008 SKUPAj (1.133) (9.730) (77.964) (34.508) 123.335 147.722 119.181 134.819 Banka je zgoraj opisane pristope, zasnovane na analizi obËutljivosti na posamezne dejavnike tveganja, razširila s testiranjem scenarijev izjemnih situacij za vse materialne komponente tržnega tveganja. MeseËno potekata izraËun in ovrednotenje uËinkov tako tistih scenarijev, ki jih predpisuje Basel II, kot tudi scenarijev, ki jih je loËeno identificirala finanËna skupina UniCredit Group. UËinki raznovrstnih potencialnih sprememb obrestnih mer, deviznih teËajev ter premij za kreditno tveganje se izraËunavajo tako za trgovalno kot tudi banËno knjigo. Poleg tvegane vrednosti se spremlja tudi odprta valutna pozicija za vsako valuto posebej. Banka je imela veËje odprte pozicije le v pomembnejših valutah. Odprta devizna pozicija v letu 2009 v 1.000 EUR Valuta max. kratka pozicija max. dolga pozicija AUD (76) (33) (4.453) (1.060) (1.018) (1.694) 120 102 600 500 744 4.689 CAD CHF GBP JPY USD Odprta devizna pozicija v letu 2008 v 1.000 EUR (15) 57 (2) 122 (3.385) 2.701 (611) 2.605 (3.960) 4.020 (3.029) 4.565 BilanËne postavke v razliËnih valutah za 31. 12. 2009 v 1.000 EUR BanËna tveganja BanËna tveganja BilanËne postavke v razliËnih valutah za 31. 12. 2008 v 1.000 EUR 40.845 332 725 41.902 144.576 -(2) 144.574 15.577 1.153 -16.730 217.389 --217.389 2.324 --2.324 1.759.750 573.914 20.241 2.353.905 248.778 21.278 19.391 289.447 1.510.972 552.636 850 2.064.458 29.721 --29.721 466 --466 9.532 --9.532 10.004 --10.004 2.030 --2.030 2.030 --2.030 62.568 (1) 97 62.664 2.294.782 575.398 21.061 2.891.241 200.729 --200.729 109.222 --109.222 6.942 --6.942 1.896.899 460.494 12.985 2.370.378 1.027.298 239.865 4 1.267.167 625.211 4.095 12.981 642.287 224.186 216.534 -440.720 20.204 --20.204 1.166 --1.166 2.485 --2.485 2.256 --2.256 229 --229 19.928 463 756 21.147 2.237.371 460.957 13.741 2.712.069 16.258 --16.258 61.885 -61.885 - (3.429) -(3.429) - 95.216 -95.216 - 9.242 -9.242 - 179.172 --179.172 2.416.543 460.957 13.741 2.891.241 4.457.713 659.449 210.052 5.327.214 Trgovalne pozicije so vrednotene po tržnih cenah, rezultat pa se odraža v izkazu poslovnega izida. V letu 2009 je bilo 72 dni od 205 opazovanih trgovalnih dni z negativnim rezultatom trgovanja. Od 72 dni, ko smo zabeležili negativen trgovalni rezultat, je le v 6 dneh negativen rezultat presegel 500.000 EUR. Spodnji histogram prikazuje, v koliko opazovanih trgovalnih dneh je bil trgovalni rezultat v doloËenem obmoËju. Histogram dnevnih prihodkov/odhodkov povezanih s trgovanjem - 12 mesecev, zakljuËenih 31. 12. 2009 Število trgovalnih dni -1400 EUR do -1350 EUR-1300 EUR do -1250 EUR-1200 EUR do -1150 EUR-1100 EUR do -1050 EUR-1000 EUR do -950 EUR-900 EUR do -850 EUR-800 EUR do -750 EUR-700 EUR do -650 EUR-600 EUR do -550 EUR-500 EUR do -450 EUR-400 EUR do -350 EUR-300 EUR do -250 EUR-200 EUR do -150 EUR-100 EUR do -50 EUR0 EUR do 50 EUR100 EUR do 150 EUR200 EUR do 250 EUR300 EUR do 350 EUR400 EUR do 450 EUR500 EUR do 550 EUR600 EUR do 650 EUR700 EUR do 750 EUR800 EUR do 850 EUR900 EUR do 950 EUR1000 EUR do 1050 EUR1100 EUR do 1150 EUR1200 EUR do 1250 EUR1300 EUR do 1350 EUR Celoten prihodek/odhodek v 1000 EUR IZVEDENI FINAN»NI INSTRUMENTI V skladu z mednarodnimi priporoËili Banka izvedene finanËne instrumente razvršËa v pogodbe vezane na obrestno mero, pogodbe vezane na devizni teËaj, pogodbe vezane na vrednostne papirje ter kategorijo kreditnih in drugih izvedenih finanËnih instrumentov. Podlaga za razvrstitev je osnovni finanËni 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. VeËino portfelja izvedenih finanËnih instrumentov Banke še vedno predstavljajo instrumenti, s katerimi se trguje na prostem trgu (OTC), bilanca stanja konec leta 2009 pa prviË izkazuje tudi pozicije v terminskih pogodbah 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 finanËnih instrumentov glede na preostali Ëas do zapadlosti. UniCredit Banka Slovenija d.d. uporablja izvedene finanËne instrumente tudi za optimizacijo strukture svoje bilance. Banka je v letu 2009 zakljuËila proces uvedbe novega produkta za kreditno zamenjavo, s Ëimer si je zagotovila dostop do uËinkovite zašËite pred potencialnim negativnim razvojem kreditnih premij na dolžniške vrednostne papirje. 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 Ëemer pozitivne tržne vrednosti OTC pogodb nakazujejo obseg kreditnega tveganja nasprotne stranke, ki izhaja iz zadevne dejavnosti. BanËna tveganja BanËna tveganja Obseg izvedenih finanËnih instrumentov 31. 12. 2009 v mio EUR Obseg izvedenih finanËnih instrumentov 31. 12. 2008 v mio EUR Skupaj 1.280 3.752 453 5.486 112 107 318 5.168 2 110 6 101 od katerih: OTC produkti 1.280 3.752 453 5.486 112 107 318 5.168 2 110 6 101 od katerih: produkti, s katerimi se trguje na priznanih borzah A. Izvedeni finanËni instrumenti, vezani na 849 2.851 453 4.154 28 35 318 3.836 2 26 6 29obrestno mero OTC produkti: 849 2.851 453 4.154 28 35 318 3.836 2 26 6 29 Dogovori o obrestni meri ------------Terminski posli na obrestne mere ------------Enovalutne zamenjave obrestnih mer 526 1.921 269 2.716 21 28 318 2.398 2 19 6 22 Kupljene obrestne opcije 162 465 92 719 7 --719 -7 --Prodane obrestne opcije 162 465 92 719 -7 -719 ---7 Drugi podobni instrumenti vezani na obrestno mero Produkti, s katerimi se trguje na priznanih borzah ------------Terminske pogodbe na obrestno mero ------------Opcijske terminske pogodbe, vezane na obrestno mero B. Izvedeni finanËni instrumenti, vezani na 395 890 -1.285 77 66 -1.285 -77 -66tujo valuto OTC produkti: 395 890 -1.285 77 66 -1.285 -77 -66 Terminski posli na tuje valute 182 --182 17 6 -182 -17 -6 Medvalutne zamenjave obrestnih mer 31 48 -79 3 3 -79 -3 -3 Kupljene valutne opcije 91 421 -512 57 --512 -57 --Prodane valutne opcije 91 421 -512 -57 -512 ---57 Drugi podobni izvedeni finanËni instrumenti ------------ Produkti, s katerimi se trguje na priznanih borzah ------------Terminske pogodbe na tujo valuto ------------Opcijske terminske pogodbe, vezane na tujo valuto C. Transakcije, povezane z vrednostnimi papirji OTC produkti: ------------Zamenjave, vezane na vrednostne papirje ------------Kupljene opcije, vezane na lastniške vrednostne papirje Prodane opcije, vezane na lastniške vrednostne papirje Druge pogodbe povezane z vrednostnimi papirji Produkti, s katerimi se trguje na priznanih borzah ------------Terminske pogodbe, vezane na vrednostne papirje Opcijske terminske pogodbe, vezane na vrednostne papirje D. Kreditni in ostali izvedeni finanËni 36 11 -47 7 6 -47 -7 -6instrumenti OTC produkti: 36 11 -47 7 6 -47 -7 -6 Kreditna zamenjava ------------Zamenjava skupnih donosov ------------Ostali kreditni izvedeni finanËni instrumenti ------------Ostali izvedeni finanËni instrumenti (blagovni) 36 11 -47 7 6 -47 -7 -6 BanËna tveganja BanËna tveganja Likvidnostno tveganje Likvidnostno tveganje je tveganje, da banka ni sposobna pravoËasno poravnati svojih plaËilnih obveznosti, ki nastopijo ob zapadlosti njenih finanËnih virov, ali ni zmožna nadomestiti finanËnih virov v primeru, da pride do njihovega nenadnega odtoka. Posledica je lahko neizpolnitev obveznosti do strank pri izplaËilu depozitov in Ërpanju odobrenih kreditnih linij. Likvidnostno tveganje je inherentna sestavina banËnega poslovanja in ga lahko sprožijo dogodki, neposredno povezani z zadevno institucijo, kot na primer znižanje kreditne bonitete ali pa dogodki na trgu, ko nastopijo veËje sistemske napake ali motnje v delovanju kapitalskih in denarnih trgov. UniCredit Banka Slovenija d.d. obravnava likvidnostno tveganje kot centralno tveganje v banËnem poslovanju in z njim upravlja na celovit in strukturiran naËin. Postopki, odgovornosti in linije poroËanja na podroËju likvidnosti so zapisane v likvidnostni politiki in vkljuËujejo tudi krizni naËrt v primeru likvidnostne krize. Glavni komponenti upravljanja z likvidnostnim tveganjem v Banki sta upravljanje s kratkoroËno likvidnostjo in upravljanje s strukturno likvidnostjo. Poleg rednih aktivnosti spremljanja in upravljanja pozicij obe vkljuËujeta analizo scenarijev in testiranje izjemnih situacij. KRATKORO»NA LIKVIDNOST Pod kratkoroËno komponento upravljanja z likvidnostnim tveganjem Banka razume vidika likvidnosti znotraj delovnega dne ter dnevnih potreb po refinanciranju Banke. Prvi je osredotoËen na dostop do zadostne likvidnosti tekom dne za pokrivanje vseh obveznosti do plaËilnih in poravnalnih sistemov ter vkljuËuje sprotno spremljanje obsežnejših plaËil in velikosti zavarovanja v plaËilnih sistemih. Dnevne potrebe po refinanciranju banka pokriva z aktivnim sodelovanjem na medbanËnem trgu v skladu z njihovim vsakokratnim gibanjem ter razvojev identificiranih v meseËnem naËrtu refinanciranja. Dnevno nadziranje presežkov in primanjkljajev v kratkoroËni likvidnosti zagotavlja, da so potrebe po refinanciranju vsak dan in preko vsakega prihodnjega Ëasovnega obdobja omejene. Da bi zagotovili kontinuiteto poslovanja med obdobji izredno negativnega razvoja dogodkov, Banka izvaja testiranje izjemnih situacij na podroËju kratkoroËne likvidnosti za širok nabor potencialnih scenarijev. Testiranje poteka meseËno in definira krizo imena ter znižanje kreditne bonitete med možnimi scenariji, specifiËnimi za banko. Izmed scenarijev, ki prizadenejo celotni banËni trg, sta kot najpomembnejša obravnavana scenarij napake v plaËilnem ali poravnalnem sistemu ter scenarij motenj v delovanju trgov refinanciranja. Z oblikovanjem zadostnega obsega virov financiranja Banka zagotavlja, da njene potencialne kapacitete za refinanciranje v vsakem od scenarijev presegajo ugotovljene potrebe po likvidnosti. STRUKTURNA LIKVIDNOST Upravljanje s strukturno likvidnostjo je komplement medbanËno orientiranemu okviru kratkoroËne likvidnosti. Pokriva razširjen Ëasovni horizont od zapadlosti preko noËi do konËnih zapadlosti dolgoroËnih sredstev in obveznosti banke ter obravnava vidike Ëasa do zapadlosti, valutne usklajenosti ter koncentracije. Celotna strukturna likvidnost se tekoËe analizira v standardnem scenariju likvidnosti ter scenarijih likvidnostne krize na trgu in likvidnostne krize specifiËne za banko. Prekomerna strukturna neskladja so prepreËena s spremljanjem položaja na ravni posameznih valut, kar hkrati znižuje obËutljivost banke na položaj trga medvalutnih zamenjav. Celovita samoocena razliËnih možnosti refinanciranja Banke je vedno na voljo v zadnji verziji izjave o likvidnostni politiki. Upravljanje s strukturno likvidnostjo ni omejeno le na celotni likvidnostni položaj, ampak obravnava razvoj postavk tudi na ravni posameznih produktov. Predvsem so pomembni volumni odobrenih kreditnih linij, vpoglednih vlog in varËevalnih raËunov ter volumni novo-odobrenih kreditov. V skladu z rastoËim pomenom depozitov strank kot stabilnega in zanesljivega vira financiranja, je Banka izboljšala interni proces upravljanja vpoglednih vlog in varËevalnih raËunov z vpeljavo statistiËnega modela, ki temelji na opaženih znaËilnostih teh produktov. Banka pri svojem poslovanju s strankami upošteva likvidnostne stroške. Vsakokratni veljavni stroški bremenijo oziroma so na podlagi oportunitetnega pristopa, pripisani razliËnim produktom na strani sredstev in obveznosti, ki vplivajo na likvidnost. V sedanjem procesu upravljanja to zagotavlja ustrezno raven cen produktov Banke. OCENA LIKVIDNOSTNEGA POLOžAjA OB KONCU LETA Kljub težki situaciji na globalnem in lokalnem trgu je Banka skozi celotno leto 2009 vzdrževala ustrezen likvidnostni profil. Glavni vir financiranja poleg primarnih virov ostaja likvidnostni center v UniCredit Bank Austria AG, Dunaj, kjer se Banka refinancira po likvidnostnih stroških finanËne skupine UniCredit Group. Banka kot zašËito pred kakršnimkoli nepredvidenim denarnim odtokom vzdržuje portfelj likvidnih sredstev, ki vkljuËujejo obveznice Republike Slovenije in ga lahko odproda ali zastavi v zavarovanje v primeru potreb po dodatni likvidnosti. Predvsem s temi sredstvi je Banka v letu 2009 sodelovala v operacijah centralne banke na odprtem trgu, z namenom sodelovanja pri implementaciji monetarne politike in podpore pobudam centralne banke, kjer je sodelovanje omogoËilo podaljšanje zapadlosti virov financiranja Banke. Bilanca stanja po zapadlosti na dan 31. 12. 2009 v 1.000 EUR BanËna tveganja BanËna tveganja Bilanca stanja po zapadlosti na dan 31. 12. 2008 v 1.000 EUR 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 ali zunanjih dogodkov. Ne vkljuËuje pa kreditnega, tržnega in likvidnostnega tveganja. Med operativna tveganja prištevamo tudi pravna tveganja, izkljuËena pa so strateška tveganja in tveganje ugleda. Za nadzor, zmanjševanje in kontrolo operativnega tveganja je Banka vzpostavila celovit okvir za ocenjevanje in upravljanje z operativnim tveganjem in uËinkovitim kontrolnim okoljem. Banka se osredotoËa na aktivno odkrivanje in zmanjševanje operativnega tveganja in z njim povezanih dogodkov. Cilj Banke je, da obdrži izpostavljenost operativnemu tveganju na ustrezni ravni, v luËi njenih finanËnih prednosti, znaËilnosti njenega poslovanja, trgov na katerih posluje, konkurenËnosti okolja in regulatornih omejitev, ki jim je izpostavljena. KljuËni poudarki so na transparentnosti informacij, eskalaciji glavnih problemov in odgovornosti za njihovo ustrezno rešitev. 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 uporabljene in izkorišËane. Najpomembnejše orodje pri omejevanju in zmanjševanju tveganja in dejanskih izgub je razširitev kulture zavedanja operativnega tveganja. UPRAVLjALCI OPERATIVNEGA TVEGANjA Znotraj divizije Upravljanje s tveganji deluje skupina za operativno tveganje 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 vkljuËena tudi v postopek vpeljave novih produktov. Upravitelji operativnega tveganja so odgovorni za vzpostavitev ustreznih ukrepov za zmanjšanje in prepreËevanje operativnega tveganja ter sklenitev morebitnega zavarovanja pred tveganjem. Banka letno organizira dan izobraževanja za upravitelje operativnega tveganja z namenom posredovati dodatno znanje s podroËja operativnega tveganja in poudariti tematike, ki so pomembne za prihajajoËe obdobje. Upravitelji operativnega tveganja imajo tako možnost nadgraditi svoja znanja ter izmenjati izkušnje in dobre prakse med seboj. MERjENjE OPERATIVNEGA TVEGANjA Napredni pristop (Advanced Measurement Approach - AMA) Glavni dosežek za Banko na podroËju operativnega tveganja v letu 2009 predstavlja odobritev naprednega pristopa pri izraËunu kapitalske zahteve za operativno tveganje. Banka Slovenije je opravila predvalidacijski pregled v letu 2008 in validacijski pregled v letu 2009, s katerim je ugotavljala stanje pripravljenosti Banke na napredni pristop. Proces merjenja 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, poroËanje in analiziranje podatkov, povezanih z operativnim tveganjem, ki omogoËajo identifikacijo tveganj, merjenje, nadzor, poroËanje in analizo in na ta naËin omogoËajo uËinkovito upravljanje Banke z operativnim tveganjem. Mreža neodvisnih funkcij in skupin vkljuËenih v upravljanje in kontroling tveganj zagotavlja upravi Banke zadostne informacije za upravljanje z operativnim tveganjem. PoroËilo upravljavcev operativnega tveganja zagotavlja pravoËasne in zadostne informacije, saj vsebuje informacije o dejanskih izgubah iz naslova operativnih tveganj kot tudi ukrepe za zmanjšanje operativnega tveganja. Namen tovrstnega poroËanja je omogoËiti upravi in višjemu vodstvu, da obdrži izpostavljenost operativnemu tveganju na ustrezno nizki ravni za vsako poslovno podroËje ter da se o pomembnih dilemah pogovarja tudi na višji ravni vodstva Banke. Oddelek tržnih in operativnih tveganj s pomoËjo ostalih odgovornih oseb za operativno tveganje redno obvešËa odbor za operativna tveganja, (deluje od novembra 2008) o izpostavljenosti Banke operativnemu tveganju in preverja uresniËevanje ukrepov za zmanjšanje tveganja. Zbiranje škodnih dogodkov Škodni dogodki se zbirajo od leta 2002 in so pomagali pri: • razširitvi zavedanja o operativnem tveganju skozi celotno Banko, • pridobivanju izkušenj pri samem pojmovanju operativnega tveganja in orodjih, • poglobljenem razumevanju o vkljuËenosti razliËnih tveganj v poslovni proces. BanËna tveganja BanËna tveganja Baza škodnih dogodkov se vzdržuje in obdeluje v tesnem sodelovanju z oddelki in enotami. Banka zbira vse izgube in dobiËke, 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 (ORX standard): • notranja goljufija, • zunanja goljufija, • praksa zaposlenih iz delovnega razmerja in varstva pri delu, • stranke, produkti in negativna poslovna praksa, • poškodbe fiziËnih sredstev, • prekinitev poslovanja in napake v sistemih, • izvedba, dostava in upravljanje procesov. Izgube operativnih tveganj se redno usklajujejo z raËunovodskimi izkazi, da bi s tem zagotovili popolnost zbranih izgub iz operativnih tveganj. Upoštevati moramo tudi dejstvo, da Banka opredeljuje številne ukrepe, s katerimi upravlja in zmanjšuje izpostavljenost operativnemu tveganju. Vpeljava ukrepov za zmanjševanje operativnega tveganja se redno nadzira in hkrati se z razvojem opredeljujejo tudi dodatni ukrepi. Samoocena Identifikacija tveganja je prepoznavanje dogodkov operativnega tveganja, za katere uprava Banke verjame, da se lahko realizirajo kot izguba iz operativnega tveganja. Banka v ta namen izkorišËa proces samoocenjevanja in na ta naËin aktivno podpira arhitekturo operativnega tveganja. Cilj procesa samoocenjevanja je identifikacija glavnih znaËilnosti posameznih tveganj iz podroËja operativnega tveganja, ki so specifiËne za naše okolje in ocenjevanje stopnje, do katere ustreza vzpostavitev kontrolnega okolja. Kjer se identificira potrebe za dodatni razvoj kontrol, se izdelajo akcijski naËrti in doloËijo odgovorne enote za njihovo izvedbo in spremljanje, skladno z zaËrtanim Ëasovnim okvirjem. Indikatorji tveganja Indikatorji tveganja so numeriËne spremenljivke, katerih trend je povezan z izpostavljenostjo procesov operativnemu tveganju. Indikatorji tveganja so razmerja ali podatki, ki odsevajo sliko operativnega tveganja: vrednost indikatorja bi morala korelirati s spremembami stopenj tveganja. Spremljanje operativnega tveganja z uporabo indikatorjev bo omogoËilo zgodnji opozorilni znak funkciji upravljanja z operativnim tveganjem, lastnikom procesov in osebam, ki so neposredno zadolžene za upravljanje s tveganjem. Proces izbora indikatorjev vkljuËuje funkcijo upravljanja z operativnim tveganjem in lastnike procesa in temelji na internih podatkih o izgubah, zunanjih dogodkih, analizi scenarijev, strokovnjakovih pobudah za procese, notranji reviziji, poslovnemu okolju, faktorjih notranje kontrole in aktivnostih v zvezi z vzporejanjem tveganj (risk mapping). Analiza scenarijev Namen analize scenarijev je oceniti stopnjo izpostavljenosti Banke operativnemu tveganju zaradi dogodkov z velikim uËinkom in majhno verjetnostjo. Scenariji se doloËijo na podlagi analiz internih izgub, relevantnih zunanjih dogodkov, trenda kljuËnih indikatorjev operativnega tveganja, procesov, produktov in vrst dogodka. Upoštevajo se tudi izkušnje oseb v vlogi upravljavcev operativnega tveganja, predlogi notranje revizije in vodstva Banke. Rezultati v smislu najslabšega možnega scenarija, kritiËnih procesov, predlogov ukrepov za zmanjšanje tveganja ali uËinkov na tvegani kapital so opisani v poroËilih scenarijev, ki jih izdela oddelek Upravljanje z operativnimi tveganji. Usklajevanje z raËunovodskimi evidencami Da bi zagotovili popolnost in pravilnost procesa zbiranja škodnih dogodkov, Banka vsako trimeseËje izvede preverjanje z raËunovodskimi evidencami. Za analizo uËinkov operativnega tveganja na izkaz uspeha je zadolžen oddelek Tržna in operativna tveganja v sodelovanju z RaËunovodstvom. Analiza daje uËinkovite rezultate tako na podroËju identifikacije vseh raËunov za operativno tveganje kot tudi popolnosti baze škodnih dogodkov. Dodatno se od leta 2008 analizira stanje na prehodnih raËunih v sodelovanju z RaËunovodstvom in lastniki raËunov. Modeliranje tveganja in kapitalska zahteva Vpeljava naprednega pristopa zahteva od Banke, da ima na voljo vse za operativno tveganje pomembne informacije. Napreden model izraËuna kapitalske zahteve za operativno tveganje je bil razvit na ravni Skupine in vpeljan tudi v UniCredit Banka Slovenija d.d.. Model izraËuna kapitalske zahteve izpolnjuje pogoje za napredni pristop v okviru kapitalske ureditve Basel II. Model uporablja kombinacijo notranjih podatkov, zunanjih podatkov, analize scenarijev in dejavnikov, ki odražajo poslovno okolje in notranje kontrole. Pravna tveganja Banke so visoko regulirane finanËne 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 banËno prakso ali etiËnimi 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 plaËati škodo ali povraËila drugim in za katere metode se izkaže, da niso zadostne. Dodatno je Banka izpostavljena tudi operativnemu pravnemu tveganju, ki nastane v teku sklepanja banËnih poslov in s katerim si Banka naloži obveznosti, ki niso bile predvidene oz. so veËje od predvidenih ali pa se izkaže, da so bile terjatve oz. pravice manjše ali izkazane v nižji vrednosti kot je bilo priËakovano v Ëasu sklepanja poslov. Naš namen je identificirati, upravljati, nadzirati in zmanjševati pravno tveganje, ki mu je Banka izpostavljena. Banka si prizadeva aktivno zmanjševati zgoraj navedena tveganja z njihovo prepoznavo, vzpostavitvijo minimalnih standardov za njihovo upravljanje kot tudi z zagotavljanjem skladnosti z aktivnim nadzorom. Politika obvladovanja pravnih tveganj je vpeljana skozi identifikacijo in ponavljajoËe preglede podroËij, kjer je bilo ugotovljeno oz. je prisotno pravno tveganje, doloËitev odgovornosti za razvoj ustreznih postopkov za upravljanje in zmanjševanje tveganj in skozi vzpostavitev postopkov za nadzor skladnosti, upoštevajoË zahtevane minimalne standarde. Pravnemu tveganju in tveganju skladnosti se ne moremo v celoti izogniti in ju povsem izniËiti ter ju je tudi zelo težko vnaprej napovedati. Banka je vkljuËena v izredno majhno število pravnih postopkov/sporov, ki so še v teku. Poslovno tveganje Poslovno tveganje je opredeljeno kot neugodna in nepriËakovana sprememba obsega poslovanja in/ali marž, ki jih ni mogoËe pripisati drugim vrstam tveganj, ter ima za posledico nihanje dohodkov in stroškov, brez upoštevanja izrednih postavk. Spremembe obsega poslovanja so rezultat nepriËakovanega razvoja tržnih gibanj, nepriËakovanega vedenja strank ali novih tržnih udeležencev/produktov. IzraËun poslovnega tveganja temelji na modelu tveganja neto prihodkov (“earnings-at-risk model”), ki uporablja Ëasovno vrsto prihodkov in stroškov. Merjenje poslovnega tveganja meri vpliv zunanjih dejavnikov na upadanje dobiËkov in uËinek 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 dolgoroËnih naložbah v delnice za svoj raËun z namenom, da bi realizirala kratkoroËno trgovanje ali bistvena dolgoroËna poveËanja vrednosti. Deleži Banke so bodisi tesno povezani z njenim poslovanjem (SWIFT, Bankart, itd.) ali pa rezultat poskusov prestrukturiranja. Zato UniCredit Banka Slovenija d.d. ne vidi potrebe po aktivnem pristopu pri upravljanju s tovrstnim tveganjem. Tveganja na podroËju nepremiËnin UniCredit Banka Slovenija d.d. beleži le manjšo izpostavljenost na podroËju financiranja nepremiËnin in ne vlaga v nepremiËnine. 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 finanËno skupino UniCredit Group, je Banka dolžna razkriti informacije o upravljanju s kapitalom, o razpoložljivem kapitalu in kapitalski zahtevi za razliËne kategorije tveganja. BanËna tveganja BanËna tveganja Upravljanje s kapitalom V okviru procesa ocenjevanja ustreznega notranjega kapitala se UniCredit Banka Slovenija d.d. osredotoËa na ekonomski pogled usklajevanja ekonomskega kapitala (kapitalska zahteva) s sposobnostjo prevzemanja tveganja (lastniški kapital) v skladu z drugim stebrom kapitalskega sporazuma. Ekonomski kapital se izraËuna za preteklo obdobje, in sicer vsake tri mesece, vendar se spremlja tudi v okviru letnega procesa naËrtovanja. Kapitalska zahteva in ponudba kapitala se spreminjata skozi Ëas, zato Banka zagotovi, da kapitalska zahteva (ki izhaja predvsem iz poslovnih naËrtov in napovedi o profilu tveganja v povezavi z makroekonomskimi scenariji) ne preseže ponudbe kapitala ter da se ponudba kapitala (na katero vplivajo zlasti naËrtovane transakcije s kapitalom in priËakovani dobiËki) ohrani na doloËeni ravni, ki omogoËa Banki kritje izraËunanih tveganj v vsakem trenutku. Ekonomski kapital banke naj bi odseval specifiËni profil tveganja banke na obširen in dosleden naËin. Z izjemo likvidnostnega tveganja, se ekonomski kapital izraËuna z uporabo enotne VaR metode za vse vrste tveganj, ki so bile omenjene v poglavju BanËna tveganja. Poseben faktor, ki ga ja potrebno upoštevati pri potrebnem tveganem kapitalu, je poslovno tveganje, ki odseva vpliv zunanjih dejavnikov kot so obnašanje potrošnika ali konkurenËnih razmer na tržno vrednost poslovnih enot ali podružnic. NepriËakovane izgube za obdobje enega leta so izraËunane 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 doloËene z Basel II sporazumom in slovensko zakonodajo. Regulatorni kapital za kreditno, tržno in operativno tveganje mora ustrezati kapitalski zahtevi, medtem ko bilanËni kapital (temeljni kapital, dodatni kapital 1 in dodatni kapital 2) predstavlja dejanski kapital Banke. Uprava Banke redno spremlja kapitalsko ustreznost, ki se poroËa 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. Naslednja tabela predstavlja kratek pregled sestave regulatornega kapitala in stopnjo kapitalske ustreznosti ob koncu leta 2009 in 2008. KoliËnik kapitalske ustreznosti je porasel iz 9,55 % ob koncu leta 2008 na 10,29 % ob koncu leta 2009. V letu 2009 je Banka zaËela z izraËunom kapitalske zahteve za operativno tveganje po naprednem pristopu, medtem ko je v letu 2008 za izraËun kapitalske zahteve za operativno tveganje še vedno uporabljala standardiziran pristop. IzraËun kapitala in kapitalske zahteve v 1.000 EUR Postavka 31. 12. 2009 31. 12. 2008 Skupaj kapital (za namen kapitalske ustreznosti ) 199.196 178.583 Temeljni kapital 169.196 158.583 VplaËani osnovni kapital 16.258 16.258 Kapitalske rezerve 61.885 61.885 Rezerve in zadržani dobiËek ali izguba 108.857 95.216 (-) Ostale odbitne postavke temeljnega kapitala (17.804) (14.776) (-) Neopredmetena dolgoroËna sredstva (12.621) (10.004) (-) Druge deželno specifiËne odbitne postavke (5.183) (4.772) Razlika med izkazanimi oslabitvami in rezervacijami po MSRP in sklepom o ocenjevanju izgub - 600 Drugi PP 5.183 4.172 Dodatni kapital I 30.000 20.000 Podrejeni dolg I 30.000 20.000 Skupaj temeljni kapital (za namen kapitalske ustreznosti) 169.196 158.583 Skupaj dodatni kapital I (za namen kapitalske ustreznosti) 30.000 20.000 Bruto znesek podrejenega dolga I 30.000 20.000 Minimalni osnovni kapital 5.000 5.000 Kapitalske zahteve 154.818 149.671 Vsota kapitalskih zahtev za kreditno tveganje, tveganje nasprotne stranke in tveganje zaradi Ëasovne neusklajenosti plaËila in izroËitve 148.036 140.434 Standardizirani pristop (SA) 148.036 140.434 SA kategorije izpostavljenosti brez pozicij listinjenja 148.036 140.434 Enote centralne ravni države ali centralne banke - - Enote regionalne ali lokalne ravni držav 3.292 659 Osebe javnega sektorja 2.655 2.947 Institucije 5.244 7.391 Podjetja 74.328 78.435 BanËništvo na drobno 45.897 40.811 Zavarovano z nepremiËninami 2.066 2.038 Zapadle postavke 3.383 2.899 Regulatorno zelo tvegane izpostavljenosti 5.758 3.488 Ostale izpostavljenosti 5.413 1.766 Tveganje poravnave - - Vsota kapitalskih zahtev za pozicijsko tveganje, valutno tveganje in tveganje sprememb cen blaga 1.605 1.822 Pozicijsko tveganje, valutno tveganje in tveganje sprememb cen blaga izraËunano po standardiziranih pristopih 1.605 1.822 Dolžniški finanËni instrumenti 1.582 1.822 Kapitalska zahteva za operativno tveganje 5.177 6.826 Standardizirani pristop - 6.826 Napredni pristop 5.177 - Druge in prehodne kapitalske zahteve - 589 Ostale deželno specifiËne kapitalske zahteve - 589 Presežek (+) / primanjkljaj (-) kapitala 44.378 28.912 KoliËnik kapitalske ustreznosti (%) 10,29 % 9,55 % We 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. Times change, but commitments do not. We emerged from 2009 with a renewed sense of purpose and direction. What was important to us before is even more important today. Namely, our customers. Accordingly, we developed a new mission statement in 2009 to reinforce those principles and practices that we believe to be drivers of greater customer centricity. Emphasized in this mission is the desire to make banking as easy as possible for our customers by offering the kind of simple, straightforward solutions that can assist them in achieving their financial goals reliably and efficiently. This is what we call “real-life banking”. It means providing our clients with more than just financial services by giving them the right support at the right time and in the right way. It is about looking our customers in the eye, working closely with them to assess their real-life needs, and then using our expertise to deliver effective solutions through smooth and easy interactions. We believe that our rigorous dedication to simplicity and transparency will continue to advance excellence in all that we do. It will also maintain and grow the trust of our customers - a trust that is exemplified in the following pages. This year’s report features photographs and personal stories from UniCredit Group customers across Europe, highlighting the concrete role that our company has played in their lives. Each of these individuals, who represent the foundation upon which we are structuring our shared future, has told us about a time we made their life easier. Introduction In 2010, we will continue to justify the trust placed in us by our existing -and through capitalization also new -investors. Our key goal will be to increase customer satisfaction and level of revenues. To our valued shareholders: Despite a significantly altered business climate and adverse market conditions, in 2009 UniCredit Banka Slovenija d.d. successfully pursued its strategy and achieved its goals. The Bank concluded the year as the fourth largest bank in Slovenia. The economic and financial crisis required us to change the way we reacted externally, towards our clients, as well as internally, towards our colleagues. In this sense, we are fully aware that it is not enough to talk and write about changes; our stakeholders must feel these changes. Only then our goal is achieved. For this reason also, in 2009, we again measured the satisfaction of our clients with the services we provide. We were delighted to learn that the results placed us among the best in Slovenia as well as in Europe. With 95 points achieved, we again significantly exceeded customer satisfaction levels of other banks in Slovenia, which averaged 76 points. In the European framework, we ranked among the top five percent of banks. We are proud of these results and they motivate us further to accomplish the ambitions set forth by our stakeholders: namely, our clients, investors, the local communities, where we operate, suppliers, and, of course, our colleagues. They bring our mission to life daily, thus helping us to become the best all-around bank. From operational, we shall now move to strategic thinking and optimization of our business processes. Namely, we strive to achieve more and better in a shorter period of time and by doing so, to further increase the satisfaction of our clients; on the path to accomplishing their financial goals, we would like to become their preferred financial advisor. We will thus continue to share our knowledge of financial markets -created by 170 research analysts in 15 countries -with our business partners as well as with the existing and potential new clients. By doing so, we want to demonstrate that we are a reliable partner, whose financial advice is based on thorough analysis and specific know-how. In 2009, the UniCredit Group -currently present in 22 countries with 10.000 branch offices and 170.000 employees -achieved a capital increase in the amount of 10 billion euros without state support and consequently an 8,39 % level of Tier 1. This result is a major achievement for our Group, as it means that through our work we were able to attract new investors, who, by purchasing the Group's shares, fully trusted us. In 2010, we will continue to justify the trust placed in us by our existing -and through capitalization also new -investors. Our key goal will be to increase customer satisfaction and level of revenues. Through our hard work, we will prove to potential clients that we are the right place for their financial needs. On the other hand, we will build even tighter relationships with existing clients, both in the retail segment as well as with corporate clients. Finally, we also want to support the real economy, primarily through an increased level of financing. Nevertheless, we will remain cautious in order also to protect existing clients. As we have seen in the past, cautiousness has proven to be the right path. We know it will not be easy to achieve the goals we have set for ourselves. Therefore, we expect the year 2010 to be a transition period, in which we aim to increase our market share, to do business even more rationally in terms of costs while at the same time, not affect the quality level of our services. At the beginning of 2010, for a variety of reasons, we developed a new mission statement. Because of the negative impact the financial crisis and related events had on the banking industry, we strive to commit to our core values more closely through our mission. One can not be successful in any kind of business if its company carries a bad reputation! So, how can we increase our reputation? How can we increase our name recognition? Obviously, this is not a short-term project. In order for our business partners to support and accept our changes, we have to start first with our clients' needs and by changing ourselves. For us, a mission is more than a statement; rather, it is a mid-term plan of activities, which we should stick to for the next three to five years. In the past, we measured our performance only with financial indicators. However, in the coming three years we would like to increase our clients' satisfaction as well as our reputation among them. Without good reputation, there exists no foundation for achieving our financial goals. We are aware of the value of our ››living capital« -our colleagues. Therefore, we strive to be an excellent employer, capable of retaining the best as well as attracting new employees, who will, through their commitment, set a good example not only for the banking industry but also for other service industries. We know that it is the employee-client relationship which makes a true difference in service businesses. We want to achieve excellence every day, every minute and in every part of the Group. In this context, one of our key priorities will be to ensure simplicity of doing business with us, accompanied by clients' ability to easily understand and apply our advice. We will measure how our new mission is being implemented. We will make sure that our activities are heading in the right direction and we will adjust them if necessary. Our mission must be reflected in tangible ways. Only then will we truly be pleased with the results. Finally, I would like to thank first our business partners, clients and investors, who entrusted their assets with us. And thanks go also to our suppliers, as they have been supporting us with their professional help and have been assisting us on our way to greater customer satisfaction. Last but not least, thanks to all of our colleagues, who in the Group's name, fight daily for attention and trust of both existing and new clients. To the local communities, where we operate, we promise the following: we will continue to listen to your needs and will return a portion of the funds generated through our operations, in the form of donations and sponsorships, back to those most in need. Federico Ghizzoni Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. Introduction Despite significantly changed and deteriorated business conditions, compared to other financial intermediaries, the Bank is satisfied with the results it achieved. Dear ladies and gentlemen, respected business partners, The 2009 developments in the home market, as well as in the global market, were marked by economic crisis, which caused a substantial change in economic conditions and which also had a fundamental impact on overall results. If 2008 saw most of our focus on high inflation levels and their impact on our edge in foreign markets, 2009 was marked particularly by the significant drop in gross domestic product (GDP), which fell from 3.5 % in 2008 to -7 % in 2009. What are the most important factors for such low economic growth, rising unemployment, high budget deficit, and decreased national consumption? • The Slovenian economy, in its openness, depends heavily on foreign markets, especially those within the EU but also on individual, fast growing economies. Demand on these markets was reduced significantly, resulting in a drop in Slovenian exports of approximately 20 % and simultaneously a drop in imports of more than 23 %. Consequently, the country recorded an equilibrium of the balance of payments, which is an important achievement compared to the previous year, when there was a deficit of approximately 6 % of the GDP. • A very sharp fall of more than 20 % was registered with investments into fixed assets. It should be emphasized that this category exceeded 30 % of the GDP in the past few years and was a generator of growth for the Slovenian economy and, at the same time, a guarantor for a high employment rate. It has to be added that the Slovenian as well as foreign credit support to investments used to be on a very high level. In other words, credit growth of the Slovenian banking system in the amount of 38 % on an annual basis peaked in 2007 and exceeded 20 % even in 2008, while it more or less halted in 2009. It is due to this fact that the Slovenian economy differs substantially from those of its rival countries, where credit growth was not so intensive, even though everywhere, including the old members of the European Monetary Union, credit growth substantially exceeded the values planned. What we wish to underline is the fact that rival economies are nearly as open for international trade as the Slovenian economy and yet they did not experience such a fall of the GDP and international trade. High credit growth, which Slovenia has been recording since it became a member of the EU in 2004, fostered, on one hand, quick growth of various investments while on the other, also affected greater domestic demand and substantially higher price growth compared to other members of the European Monetary Union. • In such conditions, domestic demand began to shrink with a recorded drop of over 4 %. On the other hand, public consumption recorded a 3.2 % growth. • On the job market, new business conditions were reflected in the growing rate of unemployment, which by the International Labour Organization (ILO) standards reached a 6 % level on average and continues to grow, compelling the country to adopt additional measures of intervention and social negotiations between employers and employees towards a new social agreement. • The only positive effect of new business conditions was their impact on the movement of prices, which started to slow down with the decrease in economic activities in Slovenia and abroad. For the first time since Slovenia has become an independent country, its average rate of inflation was under 1 %; for stable prices are considered to be the fairest social policy. With such economic conditions at home and abroad, the domestic banking system was also faced with completely different market conditions and assumptions, compared to the past few years of high credit growth and volume of asset growth. Among the most important factors affecting the banking business and our achieved results, the following should be noted: • Due to distrust in the financial markets, the so called funding was reduced to a minimum, or more precisely, access to foreign inter-bank resources was made possible only with the state’s assistance and its guarantee. In order to maintain trust among savers and banking financial intermediaries, the state issued a 100 % guarantee on all savings deposits of individuals, as well as of small and medium-sized companies, with no limit on the maximum amount of deposits and with a time limit of the end of 2010. This solution added to the growing ethical risk for both sides of the partnership. At the same time, it also added to the banks’ competition over which bank would offer the highest interest rate for various types of savings deposits, thus obtaining more “primary resources” that could be applied toward repayment of past due credit lines and, to a lesser degree, for additional credit resources. The initial outcome of this has been more expensive credits for retail clients and businesses. • Also, the economic and financial crisis has had an impact on the existing credit relations and other business relations between the bank and borrowers, as well as between borrowers and their contractual partners. With the general decrease in demand there also occur delays in payments, illiquidity, and even insolvency, which affects banks in terms of impairment of receivables, the ability to create additional reservations, and the modification of existing agreements from the point of view of time of credit repayment as well as of other credit terms. It can be concluded that in general the Bank’s activities and efforts in 2009 were oriented towards this type of activity with the goal of finding a suitable modus vivendi for both contractual partners. These types Introduction Statement by the Chairman of the Management Board of modifications to credit relations and impairments of receivables in banks are the next fundamental cause of higher margins or total credit costs. • The recession in itself, with the drop in economic growth, brought a general increase in credit risk, while also increasing aggravation of analysis of opportunity costs in relation to new investments. This means that, in principle, there is less interest in investments and also less demand for credits; ergo, a further cause of higher credit costs is increased credit risk. • In 2009, growth of domestic savings in the form of various types of deposits was 50 % lower than the previous year (approx. 5 %), which is the result of the population’s decreased income levels on one side and of poorer companies performance on the other. • The state adopted several measures aimed at solving the situation in the economic and banking sectors, of which the following three deserve to be mentioned: the state issued a sovereign guarantee for all deposits expiring at the end of 2010; it adopted a special “guarantee plan”, which is supposed to facilitate credit activities; and it took a 4 billion euros loan on the European market, relocating part of the funds into banks in order to improve liquidity and simultaneously to create a benchmark for credit costs for other market participants. Based on the mentioned assumptions, on which the whole economy and banking sector functioned, it can be said that UniCredit Banka Slovenija d.d. achieved and in some instances even surpassed the set goals. This assurance is supported by the following facts: • The Bank’s volume of assets increased by 13 % (though substantially less than the previous year, when a 36 % increase was recorded). In other words, it reached a level of 3.2 billion euros, which ranks the Bank 4th in Slovenia. It can be seen from a structural property balance that the Bank increased the financing of other banks and, though to a significantly lesser extent, also the financing of companies, with a 2 % growth, while crediting of retail clients grew by 14 %. • In 2009, the operating income is on previous year level and amounts to 64.54 million euros. • The Bank’s pre-tax profit dropped by more than 50 % and it reached 11.2 million euros. This is partly due to the lower volume of loans to all types of clients compared to the previous years, but mainly because of impairments and provisions amounting to 17.0 million euros, which is more than twice as much as the previous year (2008: 7.0 million euros). These results indicate that the operational profit1 of the Bank in 2009 amounted to 26.9 million euros, compared to 30.4 million euros in 2008, representing a drop of merely 12 %, despite the significant drop in the growth of the volume of assets and the total volume of loans. • Within the framework of these types of profits, the highest percentage is represented by net interest income, which amounted to 40.7 million euros and decreased by 10 % over the previous year. On the other hand, non-interest income amounted to 25.4 million euros, which is approximately 16 % more than in 2008. • The various measures adopted by the Bank in the area of rationalisation brought a decrease in administrative costs excluding depreciation of 4 %, specifically, from 33.0 million euros in 2008, costs dropped to 31.8 million euros in 2009. Costs of salaries remained virtually unchanged at 18.7 million euros in both years. Total operational costs decreased by 1 % and reached 36.2 million euros, while in 2008 they amounted to 36.6 million euros; the strongest factor affecting the costs increase being investments into business network expansion in the second half of 2008 in the form of additional deprecation, as well as the cost of information system upgrades. Despite significantly changed and deteriorated business conditions, compared to other financial intermediaries, the Bank is satisfied with the results it achieved. Hereby we refer to the fact that other financial intermediaries recorded a 34 % drop in profits as early as in 2008, while the Bank continued to reach 20 % growth. For the achieved results, we would first like to thank our partners for the trust they place in us. With their help, the Bank ranks first in the field of derivatives (reaching almost 50 % of the Slovenian market), first on the Ljubljana Stock Exchange, and holds one of the highest shares in custody services. All these activities had a fundamental impact on the growth of non-interest income, which remained within positive values despite the crisis. Thanks also go to our owners, namely the UniCredit Group which, with the help of additional capital, improved our capital adequacy to almost 10 %, thus enabling the Bank's organic growth. Special thanks also go out to all the members of the Supervisory Board, as well as of the Control Committee, for their recommendations, which the Bank has made good use of in performing its various daily activities. Since two members of the Management Board, Dr. Heribert Fernau and Mag. Stefan Vavti, concluded their mandate with the Board after more 1 Operational profit equals to the pre-ta x profit increased by the impairments and provi­sions. than ten years, special thanks go to both of them for their successful work on the Board, as well as with other staff members and those of other Bank's bodies. And finally, on behalf of the entire Management Board and myself, let me thank our dear collegues, who proved, by their unselfish work, their knowledge and diligence, that a time of crisis is only a new opportunity for strengthening the trust of our existing partners, and that of many new partners. In the end, combined with the quality of our services, this is the fundamental guarantee for achieving good results. Our colleagues represent our ››living capital«, which holds special value and is the cornerstone for the future growth and prosperity of our Bank, as well as that of the entire UniCredit Group. Thank you all for your trust, which we shall keep strengthening in the future, for only with your trust can we reach the results that guarantee the satisfaction of our partners, our owners and ourselves. Dr. France Arhar Chairman of the Management Board UniCredit Banka Slovenija d.d. Ljubljana, March 2010 Introduction 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: Federico Ghizzoni The Bank is legally registered: with the District Court in Ljubljana under Reg. No.: 1/10521/00 Share capital: 16,258,321.26 EUR Reg. no.: 5446546 VAT ID no.: SI 59622806 Settlement account: 01000-0002900092 Swift: BACXSI22 Supervisory Board Beginning of term Termination of term Name Board member of office of office Federico Ghizzoni Chairman of the Supervisory Board 25 April 2007 n.a. Herbert Hangel Deputy Chairman of the Supervisory board 25 April 2007 n.a. Martin Klauzer Member of the Supervisory Board 24 April 2007 n.a. Wolfgang Edelmüller Member of the Supervisory Board 24 April 2007 n.a. Helmut Haller Member of the Supervisory Board 24 April 2007 9 February 2009 Franco Andreetta Member of the Supervisory Board 9 February 2009 n.a. Giuseppe Verrascina Member of the Supervisory Board 9 February 2009 n.a. Management Board Beginning of term Termination of term Name Board member of office of office Dr. France Arhar Chairman of the Management Board 2 June 2006 n.a. Dr. Heribert Fernau Member of the Management Board 15 January 2007 30 November 2009 Mag. Stefan Vavti Member of the Management Board 15 January 2007 30 September 2009 Janko Medja, MBA Member of the Management Board 16 September 2008 n.a. Francesco Vercesi Member of the Management Board 20 October 2009 n.a. Introduction HJE:GK>HDGN7D6G9 D[[^XZg[dg egZkZci^dcd[ bdcZnaVjcYZg^c\! [^cVcX^c\iZggdg^hb VcY^beaZbZciVi^dc d[gZhig^Xi^kZ bZVhjgZh @Zn6XXdjcih B^YBVg`Zi AZ\ZcY 7dVgYBZbWZg HiV[[;jcXi^dc 9 k h^dc 9ZeVg ibZci$Jc^i 7gVcX]CZildg` 7gVcX]l^i]8dgedgViZ9Zh` =Zg^WZg i;ZgcVj"7dVgYBZbWZg jci^a(%CdkZbWZg'%%.0[gdb&9ZXZbWZg"(&9ZXZbWZg '%%.VaaY^k^h^dchlZgZgZedg i^c\idBVcV\ZbZci7dVgY# HiZ[VcKVki^"7dVgYBZbWZg jci^a(%HZeiZbWZg'%%.0[gdb'%DXidWZg'%%.i]ZcZl BZbWZgd[i]ZBVcV\ZbZci7dVgY^h;gVcXZhXdKZgXZh^# Branch Ljubljana BTC Branch Maribor Šmartinska 140, SI - 1000 Ljubljana Svetozarevska 6, SI - 2000 Maribor Phone: + 386 (0)1 5876 719 Phone: + 386 (0)2 2285 320 Branch Ljubljana Celovška Branch Murska Sobota Celovška 150, SI - 1000 Ljubljana Trg zmage 5, SI - 9000 Murska Sobota Phone: + 386 (0)1 5000 546 Phone: + 386 (0)2 5341 440 Branch Ljubljana Rudnik Branch Nova Gorica JurËkova cesta 231, SI - 1000 Ljubljana Tolminskih puntarjev 2b, SI - 5000 Nova Gorica Phone: + 386 (0)1 2836 000 Phone: + 386 (0)5 3383 130 Branch Ljubljana Tržaška Branch Novo mesto Tržaška 19, SI - 1000 Ljubljana Glavni trg 20, SI - 8000 Novo mesto Phone: + 386 (0)1 2410 364 Phone: + 386 (0)7 3737 400 Branch Ljubljana Wolfova Branch Ptuj Wolfova 1, SI - 1000 Ljubljana Ulica heroja Lacka 1, SI - 2250 Ptuj Phone: + 386 (0)1 5876 472 Phone: + 386 (0)2 7980 340 Branch Celje Branch Radovljica AškerËeva 14, SI - 3000 Celje Gorenjska cesta 24, SI - 4240 Radovljica Phone: + 386 (0)3 4252 479 Phone: + 386 (0)4 5971 630 Branch Kamnik Branch Sežana Ljubljanska cesta 4b, SI - 1240 Kamnik Partizanska 37a, SI - 6210 Sežana Phone: + 386 (0)1 8396 500 Phone: + 386 (0)5 7314 580 Branch Koper Branch Slovenska Bistrica Pristaniška 12, SI - 6000 Koper Trg svobode 21, SI - 2310 Slovenska Bistrica Phone: + 386 (0)5 6101 010 Phone: + 386 (0)2 8051 970 Branch Kranj Branch Trbovlje Na skali 1, SI - 4000 Kranj Ulica 1. junija 2, SI - 1420 Trbovlje Phone: + 386 (0)4 2018 170 Phone: + 386 (0)3 5612 560 Branch Logatec Branch Velenje Tržaška cesta 32, SI - 1370 Logatec Šaleška 20a, SI - 3320 Velenje Phone: + 386 (0)1 7591 940 Phone: + 386 (0)3 8987 300 Introduction JANUARY Verified the Satisfaction of Our Colleagues The traditional employee satisfaction survey is conducted every year at the entire UniCredit Group level. We have started collecting employees’ opinions regarding their satisfaction with the Bank and ideas on how to make improvements to the Bank’s operation and organizational climate. Based on results, we prepared an action plan, which we implemented throughout the year. Two of the Pioneer Investment Funds Received an Award In the Naj skladi - Zlati V 2009 (Best Funds - Golden V 2009) selection, organized by Kapital magazine, Pioneer Investment was awarded two Zlati V (Golden V) awards for the mutual funds: PI Euro Government Bond which was named best mutual fund of the year 2008 in the 1 year category: European Bond Funds and PI Dollar Bond which was named best mutual fund in the 1 year category: Global Mutual Fund. Participated in the Issuing of the State Bond The Republic of Slovenia successfully sold a reference three-year state bond. The syndicate of banks, led by JP Morgan, Societe Generale and UniCredit Banka Slovenija d.d. with the participation of Abanka d.d., BNP Paribas, Dresdner Kleinwort, Deutsche Bank, NLB and RBS, successfully placed the state bond on the European market. The total amount of the investors’ orders twice exceeded the offered amount of the bond. FEBRUARY Officially Opened Branch Offices in Logatec, Slovenska Bistrica, Radovljica and Ljubljana Rudnik The opening and successful launch of operations of the new Logatec, Slovenska Bistrica, Radovljica and Ljubljana Rudnik branch offices, were celebrated during official inaugurations at the new branches. We confirmed our commitment and helped local non-profit organizations with donations. Contributions in the amount of 4.000 euros were donated to the Elementary School in Logatec, the Ski Jumping Club of Logatec, the Institution for Education and Formation, the Handball School in Radovljica, the A. T. Linhart Elementary School in Radovljica, the Oskar KovaËiË Elementary School in Rudnik, the local Minka Namestnik-Sonja Elementary School in Slovenska Bistrica and the regional Red Cross Association in Slovenska Bistrica. Two of Our Colleagues Finalists at the Group Competition ››Our Commitment is Our Strength« The expert jury of the UniCredit Group received more than 300 proposals from colleagues in 22 countries, among which they chose the proposals of two of our employees. Urška Kolar - Štuklek and 1 All the branches were opened already in 2008. Of ficial opening ceremony is traditionally held a month or more af ter formal star t of branch operations. Efren Maldonado were among the 30 finalists of the competition. The finalists’ pictures and messages, representing what ››commitment« means to them, were published in the annual reports issued by the UniCredit Group member banks. Offered Favourable Housing Loans for Two A housing loans promotion was in course at UniCredit Bank until the end of March 2009. When owning or opening two of the Bank’s packages, our customers were offered the possibility to take housing loans without the approval costs. Started the ››Breakfast with the Management« Event In February, we invited our colleagues to join us at the first ››Breakfast with the Management« event, which was only one of the many activities organized with the goal of improving the internal climate based on the employee satisfaction surveys. At the event, which was repeated throughout the year, employees, who otherwise have very few opportunities to meet with the Bank’s management, were able to share their opinions regarding their well-being and work at the Bank as well as suggestions on possible improvements. MARCH Officially Opened Branch Office in Kamnik At the official opening of the Kamnik branch office, we made donations to the Education, Rehabilitation and Formation Centre in Kamnik, and the SneguljËica (Snow White) unit of the VVZ Antona Medveda Kamnik (Child Care and Education Institution in Kamnik). Petra MajdiË, successful Slovenian cross-country skier, whom the Bank has been sponsoring for two years, also attended the opening. All the new branch openings were accompanied by special offers for our customers. Good Business Results for 2008 Presented at Press Conference UniCredit Banka Slovenija d.d. has been one of the fastest growing banks in Slovenia for the past few years and more than doubled its volume of assets since 2003. Compared to the previous year, the volume of assets increased by almost 36 %, to over 2.89 billion euros by the end of 2008, which ranked us 4th by market share on the Slovenian market. The results of our successful operations were presented to the public at a press conference held on the same day as the UniCredit Group press conference. Commission-free Withdrawals from ATMs and Free Online Banking We started the ››Preizkusite nas« (Try Us) promotion offer, which included free online banking services for our customers and the Master Plus package for six months free of charge. Leading Managers Spent Day in the Branch ››A Day in the Branch« initiative was held for the second year in a row at all the branch units. Division managers and members of the Management Board spent a day at local branch offices around Slovenia. At this opportunity, they had the chance to listen to their colleagues and clients’ opinions on further development of banking services. Beginning of Plastic Bottle Caps Collection Project With our activities we wish to help the environment in which we operate. We thus invited our employees and customers to help in the collection of plastic bottle caps, in order to help with the purchase of a wheelchair for a girl from a socially deprived family. Many schools, day-care centres, bars and restaurants later joined our initiative. Received Award for Convincing Commercial At the 18th Slovenian Advertising Festival (SOF) we were awarded with the golden award for the TV commercial ››Maybe you need a bigger apartment«. Delivered a Series of Lectures for the Members of the Local Chambers of Craft and Small Businesses The situation on the international and local financial markets has an important impact on the business results of local companies. Expert meetings are an opportunity for the enrichment and enhancement of knowledge on the current situation of the market, since the members of the local Chambers of Craft and Small Businesses were able to share their questions with the financial experts of the Bank. Successful Inclusion into New Payment System (SEPA IKP) for Domestic Payments On 4 March 2009, the Bank was included into the newly established SEPA IKP payment system, which enables processing of small value domestic payments in accordance with the SEPA standards. By using the SEPA rules and standards, the Bank offers its clients more effective and standardised conduction of domestic payment transactions. APRIL Security SMS Message Gives Our Customers More Safety in Card Business Operations Since April 2009 customers of the Bank have been receiving notifications on their card transactions. We have offered them three different service packages; among others, a customer can determine the transaction amount of which they wish to be notified via SMS. To enable the customers to learn about the advantages of the service, we have offered a one-month free trial period. Up to Five Percent Interest Rate Deposit We prepared an offer of attractive interest rates for deposits. Customers, who transfer their operations from other banks to UniCredit Banka Slovenija d.d., can obtain a 5 % fixed interest rate on deposits for two years. If during the two years a customer should need funds, they can obtain substitute funds under favourable conditions. Call for Applications for Scholarships for the New Europe Master Program The UniCredit Group and the Cassamarca Foundation presented the program New Europe Master with emphasis on banking and entrepreneurship and a chance for a 3-month internship with the UniCredit Group. The scholarship, which amounts to up to 22,000 euros, was geared to selected graduates (both bachelor’s and master’s degrees) and young professionals from countries of Central and Eastern Europe, where the Group is present. Meeting of Shareholders Confirmed Development Plan At the General Meeting of Shareholders of the Bank it was discussed, among other things, how to allocate the Bank’s profit and the basis for the Bank's 2009 development plan. The Internal Audit Plan was approved, while the Bank's profit for 2008 was entirely allocated to other reserves from profit. Financial Markets Breakfast Clients and representatives of the media were invited to a lecture held by dr. Philip Gisdakis, who touched upon the following topics: economic development and overview with emphasis on Europe, an overview of the main currencies (EUR, USD, CHF), an analysis of shares, an analysis of the interest rate for the Euro, an overview of raw materials; base metals, precious metals, oil. The Financial Markets Breakfast, which has been well attended for several times now, was inaugurated by the Chairman of the Management Board of the Bank dr. France Arhar. MAY Journalist Award ››Writing for CEE« in the European ››Super-Year« We invited Slovenian journalists to participate with their contributions in the competition organized by our sister bank. Bank Austria and the Austrian Press Agency - APA have continued their successful cooperation in 2009 and awarded journalists for their excellent work. A prize in the amount of 5,000 euros was given for the sixth time. ››Minibus of Joy« Will Surely Bring Many Positive Experiences to the Young With our New Year’s donation at the end of 2008 we decided to revive the project of educating youth on the streets of their home towns, instead of purchasing gifts. At the inauguration ceremony of the ››Minibus of Joy« during the Fužine Festival, the mobile centre was first introduced to the children. The minibus visited many Slovenian towns in 2009. 2 2 For information and photo material on the towns and places that Minibus of Joy has already visited or will visit in the future, please see the following web site: ht tp://skala. donbosko.si/ Introduction Achievements and Events in 2009 UniCredit Group Became the Main Sponsor of International Guest Performances by the La Scala Theatre UniCredit Group became the proud main sponsor of the international tour of the La Scala theatre from 2009 to 2013. By supporting this emblem of excellence, the Group strengthened its commitment to music, a universal language that connects people. This sponsorship also coincides with the international profile of the Group. Helped Customers to Obtain Favourable Loans with Deposits We offered competitive interest rates for deposits also to legal entities. If during the period of deposit a company should need funds, they can obtain substitute funds in the same amount under very favourable conditions and with no additional costs. Bank of Slovenia Approved Preparations to Enter Foundation IRB Approach (F-IRB) for Calculation of Capital Requirement Between 20 April and 22 May, the Bank of Slovenia conducted the pre-assessment audit in order to evaluate the on-going preparation activities for calculation of capital requirement under the Foundation IRB approach for corporate clients. The message that was given to our Bank during the exit meeting was that the overall integration of the IRB approach within the Bank should be the basis for further development of banking business. JUNE Organized Meeting of Entrepreneurs We organized a meeting of the most influential Slovenian entrepreneurs held at Jable Castle. Among other things, we reached the conclusion that the key factors that will enable further development of the competitiveness of the Slovenian economy will be new business models for overcoming crisis circumstances and as preparation for the exploitation of new opportunities during periods of economic growth. Agreements between social partners must be more flexible, faster and more effective. The first responsibility of the government is to achieve a positive social and economic climate and the necessary conditions for a competitive economy on a long-term. With a Last Minute Consumer Loan We Helped Realise Vacation Dreams We offered a consumer loan to our customers that was characterised by a fast approval process and non-restricted use of the funds for vacations or larger purchases. Collected Donations to Help Abruzzo Earthquake Victims The employees of the Bank have joined the Group initiative to collect donations to help with the rebuilding of the houses of the victims of the earthquake in Abruzzo. Journalists Were Given the Opportunity to Meet With the Chairman of the Supervisory Board On the occasion of the visit of Federico Ghizzoni in Slovenia, we organized for the first time a meeting with the representatives of the media. JULY Offered Free Account Management to Customers Who Lost Their Jobs One of the most negative outcomes of the financial crisis is, without doubt, the loss of employment. We decided to lend a hand to our customers who found themselves in this unenviable situation, by inviting them to bring their unemployment status papers to the branch office where they have an account open by the end of November 2009. By doing so, they were granted free of charge account management until they find new employment or until end of December, 2010. UniCredit Group Became Sponsor of the UEFA Champions League for the Next Three Seasons The UniCredit Group became a proud sponsor of the UEFA Champions League until 2012. The UEFA Champions League is one of the most popular international football competitions on club level, followed passionately by one out of every two European citizens. Meeting with the La Scala Ballet Dancers Part of the international tour, supported by the UniCredit Group, was also the performance of the La Scala ballet dancers at the Ljubljana Summer Festival. Before the start of the show, we invited representatives of the media and journalists covering cultural topics to attend a press conference, where they were joined by the best dancers who performed at the show. After the show, the dancers also attended the reception that we organized for our business partners. Concert Echoed in Trenta Also in 2009 More than 150 talented music students from Central and Eastern Europe answered the call for applications, 23 successfully completed all the tests and were accepted to the Trenta training. For the tenth year in a row, Bank Austria, a member of the UniCredit Group, in cooperation with the Vienna Philharmonics organized the International Music Forum in Trenta, where talented students were introduced to the sound of one of the best orchestras in the world, through master courses for violin, viola and violoncello players. An intensive workshop that lasted ten days and was held in the Trenta national park was once again led by teachers and by the best string instrument players of the Vienna Philharmonic. The best participants were given the opportunity to introduce themselves to the public during the concert held at the renowned Musikverein in Vienna. The best among them will also have the opportunity to be given an engagement with the orchestra, since many participants of the International Music Forum in Trenta are now playing with the Vienna Philharmonic, while many others are engaged with the best European orchestras. The traditional event-end concert of solo artists echoed once again at the Trenta Lodge. AUGUST Offered a Safe and Long-term Option to Enrich Savings with the Trio Garant Investment Life Insurance We offered our customers triple protection in the form of our product Trio Garant: 100 % protection of paid-in funds, 100 % coverage of inflation across the Euroregion and 10 % return on paid-in funds. We have given them insurance coverage in the case of death in the amount of 110 % of the paid-in funds with the insurance agency’s guarantee and participation in potential return, tied to the business operations of the largest European companies and the gold index value. Internal Meeting Marked by Football Spirit The second anniversary of our new name was celebrated by the Lake of PodpeË, where we competed in different football-related games and table football. The best players and teams were awarded the ››Golden Football Shoe«, we awarded the title of ››Ronaldo of UniCredit«. A special ››Golden Football Shoe« was given to the member of the Management Board Stefan Vavti for special achievements in the field of football promotion within the Bank. This traditional internal event was thus connected with our sponsorship of the UEFA Champions League. SEPTEMBER Participated in the Issuing of the 5-Year State Bond The Republic of Slovenia issued a mandate to the banks HSBC, RBS, SGCIB and UniCredit Banka Slovenija d.d. to lead bank syndicate that organized the new reference issue of the bonds of the Republic of Slovenia. Within an hour the total orders exceeded 3.9 billion euros, which reflected great interest on the part of investors. The organizers lowered return to 80 bps above interest rate swap and the volume of issue to 1.5 billion euros. Introduced Special Promotion Deposit with Fixed Interest Rate We started offering an attractive deposit with 4.4 % annual interest rate for 30-month deposits of funds in euros, which is fixed for its entire duration and offers protection against the trend of decreasing interest rates. We have added the option of periodic interest payments (monthly, quarterly, half-yearly or annually) and access to substitute funds before the end of the fixed deposit period. Winning Integrity Charter Day Story Comes from Murska Sobota On the occasion of the Integrity Charter Day, we dedicated an hour to our values and discussed how every individual experiences the Bank's values, which one is the most important and which one we should pay more attention to in the future. The discussions were centered around events in which we showed trust, respect, reciprocity and responsibility in our interaction with the customers and where our actions were in line with the principle of transparency. During 2009, the two most exposed values were trust and respect, which is also a reflection of the current situation on the market. Our employees wrote down their stories and participated in an internal competition. Issuing of Approval for Advanced Measurement Approach for Calculation of Capital Adequacy for Operational Risk by Bank of Slovenia On 1st Seprember 2009 the Bank obtained an official approval by the Bank of Slovenia to use the Advanced Measurement Approach for the calculation of the capital adequacy for operational risk. The consequence is not only a lower amount of capital needed for operational risk, but also very high implemented standards for managing operational risk within the Bank. OCTOBER Changes in Management Stefan Vavti, former member of the Management Board of the Bank, responsible for the sales network and sales support, left for a new position inside the UniCredit Group. He accepted the challenge which will make him responsible for the development of the private banking segment of the UniCredit Group in Central and Eastern Europe, where the Group is present. His position in the Management Board was given to Francesco Vercesi. Winning Consumer Loan with a Favourable Interest Rate During the UEFA Champions League The Bank offered a ››winning consumer loan«, which is characterized by a favourable interest rate that is even lower until the end of May 2010. Customers can obtain loans of up to 20,000 euros with the possibility of repayment periods of up to 10 years. Euromoney Survey: UniCredit Banka Slovenija d.d. is the Leading Banking Services Provider in the Field of Cash Management Euromoney, an international financial magazine, named UniCredit Banka Slovenija d.d. leading banking services provider in the field of cash managment, based on a survey. Art Day in 22 Countries On the second Saturday in October, the doors of the Slovenian Ethnographic Museum were open for all the employees of the UniCredit Group, who were invited to attend three exhibitions. The visitors were able to see the exhibition entitled Between Nature and Culture, which is a treasury of the Slovenian and European heritage Introduction Achievements and Events in 2009 of the everyday life and of festivities with more than 3,000 objects on exhibit. In each country, where members of the UniCredit Group are present, our colleagues were thus able to visit at least one of the chosen museums. NOVEMBER Investment Duo The customers with surplus funds were offered favourable interest rates on deposits for periods of 6, 12 and 24 months. The winning combination within the promotion was that of the mentioned deposit and ERGO investment life insurance. A diversified funds’ allocation brought a potentially safer way to enrich one’s savings in unsecure times. Entering in force of the Payment Services and Systems Act As of 1 November 2009, the new Payment Services and Systems Act entered into force thus bringing the new European payment services directive to Slovenia. The Bank successfully adjusted its business conditions to the new requirements and ensured its clients even greater transparency and quality of service. DECEMBER Changes in Management In December, dr. Heribert Fernau formally concluded his work as a member of the Management Board of the Bank as the duties related to his function officially expired. Until further notice, the Bank’s Management Board consists of three members. Substitute Grandmothers and Grandfathers for Children Like every year, at the end of 2009, we donated our New Year’s presents’ funds to children from socially deprived families. With our donation we enable children from such families to go on holidays, where each child has the opportunity to choose a substitute grandmother or grandfather, who will keep in touch with the child and encourage him/her in the future. These activities, organized in cooperation with the Friends of Youth Association, started in December, when we collected toys and tools for creative play at every branch office in Slovenia, with the goal of bringing smiles to children’s faces as we approach the New Year. Creative Children of Our Employees In December, the children of our employees created greeting cards under the mentoring of volunteers of the Friends of Youth Association during workshops, where the children and their parents expressed their creativity. The representatives of the Association, to which we are granting this year’s donation, were happy to respond to our invitation to organize a workshop for the children of our employees. Business Report The recession, which started in the last quarter of 2008, exceeded even the most pessimistic forecasts. Economic growth, which amounted to 6.8 % on the annual level in 2007, dropped to 3.5 % in 2008. This was particularly due to the last quarter, when, for the first time during this recession, Slovenia recorded negative growth (-0.8 %) on an annual basis. Growth forecasts in Slovenia for 2009, which were still positive in autumn 2008, quickly started to turn negative in January 2009. In the first quarter of 2009, Slovenia recorded an -8.2 % drop in growth at the annual level, in the second quarter it had already reached -9.2 %, and in the third quarter, ­ 8.3 %. The final estimate for the total economic growth in Slovenia for 2009, prepared by the Institute of Macroeconomic Analysis and Development (IMAD), is now -7.8 %, while forecasts for the coming years are also very modest. The IMAD forecast for economic growth for 2010 is 0.9 % , and for 2011, 2.5 %. Such forecasts do not bring significant relief, since the forecasted levels are close to the forecast of average growth in the EMU. On the contrary, in previous years Slovenia experienced considerably higher growth and when our goal was a 2 percentage points higher growth than in the European Union (EU). in November 2009 it amounted only to 1.4 %. The growth rate, in regards to retail loans, is similar to that in 2008, whereby that rate was already more than half below the year before. Housing loans grew by 15.8 % until November 2009, while the amount of consumer loans remained virtually unchanged. The balance sheet of the banking sector has changed considerably compared to 2007, especially in the choice of bank investments, where growth rate of investments into securities increased considerably and growth of bank credit activity to the non-banking sector decreased significantly. Volume of assets of the banking sector amounted to 6.8 % from the beginning of 2009 until the end of November 2009, and the amount of profit before tax was lower by as much as 41 % compared to 2008. Operational costs of the sector were lower in the period until November 2009 than in the same period in 2008, and year-on-year labour cost growth did not exceed one per cent. Profitability of the banking system amounted to 6.3 %, which is slightly more than half of that in 2007 during the same period. The local stock exchange market (index SBI20) recorded 11.41 % growth in 2009, which was considerably lower than the growth on IMAD’S assumptions and international institutions’ forecasts for the economic growth in 2009 and 200 EMU (3.9) (4.2) (4) (3.9) Germany (4.8) (5.3) (4.9) (4.8) USA (2.8) (2.7) (2.5) (2.5) United Kingdom (4.7) (4.4) (4.7) (4.6) 0.4 0.3 0.9 0.9 0.9 0.8 1.4 2 0.9 1.5 2.5 1.8 (0.3) 0.9 1.2 1.3 Source: IMAD Autumn forecast (September 2009), UniCredit Group Friday notes The annual inflation level followed the trend of economic growth. bigger global markets (DAX 19.5 %, DOW 15.6 %, FTSE 18.5 %). From mid-2008 the monthly inflation rate began decreasing and in The volume of transactions at the Ljubljana Stock Exchange dropped July 2009, at the year-on-year level, reached a negative level. by 29.7 % compared to 2008. Despite the considerable correction of A turning-point came in November 2009, when inflation, measured quotations in 2008, P/E ratio remains relatively high at 23.6, whereby according to HICP, increased considerably and reached 1.8 % at it is important that quoted Slovenian companies had, on average, the year-on-year level, and in December even 2.1 %, mainly due bigger net profit losses than their EU competitors. Share of foreign to the energy price trends. Further growth of prices is expected in investors at the Ljubljana Stock Exchange is 7.4 %. 2010. IMAD foresees in its Autumn forecast that 2010 year-on-year inflation will increase to 2.0 % at the end of the year, whereby the average inflation level in 2010 will amount to 1.5 %. In 2011, the inflation should rise to 2.7 % at the year-on-year level according to this forecast. As early as 2008, the banking sector recorded a considerable drop in the growth of non-banking sector lending and thus indicated the future economic standstill. Growth of these loans amounted to as much as 40 % at the end of 2007; in 2008, we recorded a constant drop in these levels (in October 2008 it dropped to 33 %), while Business Report Economic Environment in 2009 Macroeconomic indicators for Slovenia, 2004 to 2009 4.3 4.3 5.9 6.8 3.5 3.2 2.3 2.8 5.6 2.1 (2.2) (1.4) (1.2) 0.5 (1.8) 6.3 6.5 6 4.5 4.4 Source: Statistical Office of the Republic of Slovenia *Estimated by IMAD Economic image in 2009 and forecasts for 2010 leave little room for significant optimism with regards to the development of the 2010 banking market. In the future, cost cutting, slow growth and low profit levels will characterise the banking sector as well as the economy in general. In such an environment, banks will emphasise quality estimates and risk management more than ever. Namely, there is no doubt that the economy will need more support and activity from the banking sector in order to achieve growth again. (7.8) (5.9) 5,7* Business Report Our Commitment is Our Strength At UniCredit Group, 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. At UniCredit Group, this commitment is renewed every day through the efforts and expertise of our 170,000 people across 22 countries, who represent the largest banking network and regional coverage in Central and South Eastern Europe. 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 Our mission is to create a new way of banking by serving our clients with innovative solutions. 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 UniCredit 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 honour 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 of action - 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. Value-based Management and Transparency of Results The overall management and steering of the Bank is based on the principles of value-based management. In line with the UniCredit Group, the Bank implemented Economic Value Added (EVA) as the 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. Divisional Business Model The UniCredit Group’s business model is based on specialisation in specific customer segments. For business activities such as investment banking, trading, international corporate banking or asset management, it is clear that customer needs, service models, and market segments are more similar to each other across countries than the national market practice. However, we believe that this also applies to retail banking in an environment of industrialised banking, while still taking into account local market specifics. In line with our mission, it is our main objective to meet every client’s personal needs in accordance with the idea that all business is local through discretionary or standardised products. However, in creating and developing products we try to unlock the economies Business Report Mission, Vision and Strategy 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 organisational set-up follows the Group standards and allows know-how and best-practice transfer throughout the Group. It also is seen as a competitive advantage to be able to serve customers through 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 harmonisation and Group-wide procurement or process design. 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 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. Business Report OPERATING INCOME General Performance Overview The year 2009 was primarily characterized by abundant mixed feelings due to uncertainty related to deepening financial crisis. The Bank adjusted to the new circumstances accordingly and found itself facing new challenges. On one hand, we were mainly improving our 2009 2008 cost effectiveness, while on the other hand we were also creating 0.3 additional impairments due to worsening economic conditions and consequently deteriorating credit portfolio. Low liquidity of the banking sector and lack of trust among banks contributed to increased costs and limitations of financing. The state actively intervened a few times by issuing bonds in order to stabilize the Slovenian banking sector, which in the meantime significantly decreased its willingness to assume new risks. Additionally, the influence of lower interest rates put pressure on net interest income. Regardless of the macroeconomic environment and the difficulties the banking industry faced in 2009, the performance of the Bank was successful. However, the Bank decreased for the first time in five years its operational profit1, which in 2009 amounted to 26.86 million euros and represented a drop by 3.54 million euros or 11.6 %. In 2009, the operating income is on previous year level and amounts to 64.54 million euros. However, the Bank was still achieving good results in all business segments. In line with expectations, the profitability of the Bank's core customer business developed well. Due to general economic conditions and adjusting to competition, which lead a fierce price policy on deposits, the Bank successfully substituted a decrease of revenue from deposits to non-banking sector with higher revenues from loans to non-banking sector. In line with the principles of value-based management, the Bank focused on a structural improvement of its result. As in previous years, the Bank focused on non- or low-capital consuming business, such as banking services and customer business. When granting new loans, the Bank tried to achieve a minimum margin that covers all cost factors and at the same time gives the required return on capital. The value creation is measured via EVA, or the economic value added. Also, the trading result goes into the EVA and in 2009 had a positive impact on it. The Income Statement for 2009 The interest net income decreased year on year from 45.16 million euros to 40.67 million euros, which is a 9.9 % drop. This category also includes the dividend income, which in 2009 amounted to 1.64 Amounts in million EUR 0.26 OTHER NET PROFITS FROM FINANCIAL ASSETS NOT MEASURED AT FAIR VALUE THROUGH P&L TRADING RESULT FEE AND COMMISSION NET INCOME INTEREST NET INCOME 1 Operational profit equals to the pre-ta x profit increased by the impairments and provi­sions. Business Report Financial Results million euros, compared to 0.04 million euros in 2008. In 2009, the major reason for decreased interest income was primarily lower interest rates on the market. Despite the fact that retail loan margins were under heavy pressure due to competition pricing behaviour and influenced by increased liquidity costs, the Bank increased the margin income out of the loan business due to the changed conditions of operations. Corporate loan margins continued to grow in 2009 absorbing the increased liquidity costs payable by the Bank. Due to sharpened competitive conditions and banks’ fight for funds, the deposit margin income decreased in 2009 and thus significantly contributed to decreased interest net income. The fee and commission net income grew in 2009 by 1.4 % and reached 17.02 million euros (in 2008, which was a record year: 16.78 million euros). Tailor-made solutions as well as the Bank's thrive for innovation, which resulted in attractive products and competitive service, are reasons for this further increase. Despite economic crisis, security and custody fees increased by 9.14 % and thus amounted to 3.53 million euros. Loan and lending related fees increased from 4.84 million euros in 2008 to 6.28 million euros in 2009. In the corporate business area, the Bank approximates the effective yield concept by accruing fees within the net interest income. However, this doesn’t apply to retail business. Besides increased volume of business and restructuring of existing businesses, one of the reasons for the positive development is also the fact that fees for granting loans in the banking sector increased and the Bank adjusted to it accordingly. In line with the Bank’s expectations, payment transaction and foreign trade related fees were at the similar level as in the preceding year. Thus, in 2009 this category amounted to 5.11 million euros as compared to 5.04 million euros in 2008. In 2009, realized gains and losses on financial assets and liabilities not measured at fair value through profit and loss amounted to 1.36 million euros, which in comparison with 2008 represents a decrease of 0.24 million euros. Within this position, the Bank reports the result of the sale of available-for-sale equity investments and bonds as well as the write­offs of loans carried at effective interest method and their recoveries. In 2009, the available-for-sale financial assets result amounted to EXPENSES 2009 2008 Amounts in million EUR 1.43 million euros (2008: 1.32 million euros) and referred primarily TAX EXPENSES to the sale of stocks obtained through the realization of loan DEPRECIATION collateral. OTHER ADMINISTRATIVE EXPENSES The activities of the Markets division trading on the Bank’s own STAFF EXPENSES account are reflected in the profit and loss statement in the positions PROVISIONS AND IMPAIRMENTS “Gains and losses on financial assets and liabilities held for trading,” “Gains and losses on financial assets and liabilities designated at fair value through profit or loss” and “Gains and losses on exchange differences”. This includes both the profit of the trading activities on the Bank’s account as well as the profits generated out of customer related derivatives business, which can be seen as a risk-free margin. The trading result significantly improved in 2009 and reached 5.75 million euros (2008: 0.81 million euros). The sharp increase is the consequence of the narrowing of the credit spreads in all asset classes in the bond market. Positioning on the yield curve resulted in significant interest trading profits. Also, the activities on the foreign currency markets contributed positively to the overall trading result as well as the sales of derivatives to clients. Within the position “Gains and losses on derecognition of assets other than held for sale”, the Bank reports gains and losses on the derecognition of its property and equipment as well as intangible assets. For 2009, the Bank reported a loss of 0.37 million euros (2008: a loss of 0.08 million euros) for this position. Despite increased volume of operations, in 2009 the Bank’s administrative costs decreased by 0.37 million euros. Hiring of new employees while opening five new branches calmed down in 2009, as on the other hand the Bank was constantly increasing its productivity and efficiency thus keeping the need for new employees at a low level. Additionally, in 2009 the Bank focused on marketing activities, which supported the retail expansion and to increase the recognition of UniCredit brand. The Bank managed its administrative costs tightly and cautiously. In 2009, the administrative costs amounted to 36.19 million euros (2008: 36.56 million euros) in total, which is a decrease of 0.37 million euros or 1 %. Staff expenses increased from 18.65 million euros in 2008 to 18.74 million euros in 2009. The ratio between variable and fixed part of staff expenses changed somewhat, as employees’ salaries increased as a result of inflation adjustment and addition for previous work, while on the other hand the Bank decreased a part of staff expenses related to variable compensation due to changed and uncertain market conditions. By the end of 2009, the Bank employed 504.8 full-time employees (2008: 500.9) while in that year on average 500.6 full-time employees (2008: 464.9) worked for the Bank. Other administrative costs decreased in 2009 by 1.36 million euros to 13.01 million euros, as the Bank tries to manage its costs with caution. Depreciation increased from 3.55 million euros in 2008 to 4.44 million euros in 2009, which is a 25.2 % increase and reflects the previous year’s increased investments into the Bank’s infrastructure. UniCredit Banka Slovenija d.d. tries to reduce the impairment losses on financial assets by state-of-the-art risk management techniques and a focus on clients with high credit worthiness. In 2009, the impairment of assets including provisions amounted to 16.96 million euros (2008: 6.99 million euros), which is an increase of 9.97 million euros and is a result of adjusting to market conditions and a conservative credit risk management policy. Net income from exchange differences amounted to 4.77 million euros and remained almost identical as in 2008, when it totalled 4.75 million euros. In 2009, the Bank achieved a pre-tax profit of 11.25 million euros, compared to 23.53 million euros in 2008, which is a decrease of 12.28 million euros. Within the tax expenses of 2.45 million euros (2008: 5.04 million euros), the Bank records current taxes of 1.94 million euros (2008: 5.51 million euros) and a deferred tax profit of 0.51 million euros (2008: a profit of 0.46 million euros). The net profit for the financial year amounts to 8.80 million euros compared to 18.48 million euros in 2008, which represents a drop of 9.69 million euros. The Balance Sheet for 2009 In line with its strategy, UniCredit Banka Slovenija d.d. is committed to profitable growth. Consequently, the Bank doesn’t believe that balance sheet growth per se is a good performance measure. In 2009, the Bank’s balance sheet grew by 376.13 million euros or 13.0 % to 3,267.37 million euros. The main reasons for this increase are as follows: • Faced with the liquidity crisis, the Bank decided to keep more cash with the central bank as well as with Bank Austria AG, as UniCredit Group’s liquidity centre for Slovenia. The purpose of these measures was to have sufficient cash at any point of time. Deposits by banks increased by 335.42 million euros. • The growth of loans to non-banking customers calmed down compared to the record preceding year, so that such loans increased by 32.47 million euros (in 2008: 469.23 million euros). • Available-for-sale financial assets increased by 135.22 million euros and currently amount to 352.61 million euros. The major part of this increase is due to realization of loan collaterals in the form of securities. Cash and cash balances with central banks grew in 2009 by 36.12 million euros to 78.02 million euros as a consequence of the global liquidity crisis. Available-for-sale financial assets consequently increased in 2009 from 217.39 million euros to 352.61 million euros. The position consists of the Bank’s capital investments, the liquidity portfolio, as well as some credit spread positions in corporate and bank bonds and stocks in companies. The Bank intends to sell the latter as it Business Report Financial Results Amounts in million EUR FINANCIAL ASSETS 2009 2008 30 30 65 30 78 42 OTHER ASSETS HELD TO MATURITY LOANS AND RECEIVABLES WITH BANKS LOANS AND RECEIVABLES WITH CUSTOMERS * AVAILABLE FOR SALE HELD FOR TRADING CASH AND CASH BALANCES WITH CB acquired them as a result of realization of loan collaterals. Loans and receivables to banks increased from 289.45 million euros in 2008 to 561.13 million euros as a consequence of the global financial crisis and the Bank’s intention to keep more liquidity available in the short term. Loans and receivables to non-banks rose from 2,064.46 million euros to 2,096.92 million euros by the end of the year. The increase was moderate primarily due to lower demand for loans and general economic conditions. Held to maturity financial investments, where UniCredit Banka Slovenija d.d. owns local bank bonds, amounted to 29.77 million euros and are thus at a comparable level with 2008, when this category amounted to 29.72 million euros. The increase of tangible and intangible assets from 19.54 million euros to 22.15 million euros reflects the Bank’s investments into business infrastructure. The decrease from 62.66 million euros to 27.51 million euros within other assets is mainly the result of pending securities transaction. Financial liabilities to the Central bank amounted to 120.63 million euros, which represents a decrease of 80.10 million euros compared to 2008. They reflected the amount of repo transactions (repurchase agreements) the Bank concluded for financing reasons with the Central bank. Financial liabilities held for trading decreased in 2009 by 27.46 million euros and amounted to 81.77 million euros. The position comprises solely of the negative market value of derivatives, which is a consequence of customer driven business. The increase on the asset side was mainly financed by financial liabilities measured at amortized cost, which increased from 2,370.38 million euros in 2008 to 2,836.58 million euros by the end of 2009. Loans and deposits from customers increased by 178.47 million euros to 820.75 million euros. In order to maintain enough capital and to comply with the Bank of Slovenia regulation regarding capital adequacy, the Bank received in 2009 a subordinated loan in the amount of 10 million euros, which together with the subordinated debt from 2008 amounts to 30.13 million euros. * The item ››Loans to customers« includes loans measured at amortized cost as well as well as those measured at fair value through profit and loss. LIABILITIES The shareholder’s equity increased in 2009 by the profit carried forward from 2008. In order to finance future growth and stay in line 2009 2008 with the capital adequacy regulations set by the Bank of Slovenia, the Bank will also retain the full 2009 profit and will not pay dividends. The shareholder’s equity amounts to 191.22 million euros (2008: 179.17 million euros). TOTAL EQUITY OTHER LIABILITIES DEPOSITS FROM CB LOANS FROM BANKS (SUBORDINATED LIABILITIES INCLUDED) DEPOSITS FROM CUSTOMERS DEPOSITS FROM BANKS HELD FOR TRADING Business Report Retail and Small Business Banking GENERAL OVERVIEW 2009 simultaneously was a year of myriad trials and challenges in the field of retail and small business banking for UniCredit Banka Slovenija d.d. On one hand, consequences of the economic and financial crisis, especially during the first two quarters of the year, resulted in a decreased ability for Bank customers to repay their loans. Employment loss or reduced monthly income among retail clients, as well as reduced orders and decreased payment discipline among small businesses gravely jeopardized both private and corporate finances for many Bank clients. The Bank approached customers with understanding, assisting them with expert advice and various types of restructuring options for their financial obligations, in order to see them through the worst of things. On the other hand, consequences of the crisis were also reflected in a significantly lower demand for loan products from customer, compared to the previous year. However, 2009 also brought a number of opportunities that the Bank again took full advantage of. The total number of customers grew to more than 80,000 and we once again ranked first among all the Slovenian banks in terms of customer satisfaction ratings. Our youngest business units in Sežana, Slovenska Bistrica, Logatec, Radovljica, Kamnik and Ljubljana Rudnik, successfully concluded their first year of operations and succeeded in acquiring 2,500 new customers. Positive feedback received from the latter give us additional confidence and conviction in our strategy for further future expansion of our business network. SEGMENTS AND PRODUCTS In 2009, both the retail and small banking segments shared the same challenge - decreased ability of regular loan repayments by Bank customers, which caused an increase in credit risk provisions on the Bank’s part. These amounted to 6.165 million euros in 2009, which is 70.28 % more than in 2008. Although revenues from loans increased by 18.7 % and by 4.6 % in the segment of small businesses, the total realised revenues from operations with retail and small businesses were 6.42 % lower, compared to 2008. The main reason for the drop in total revenues is primarily attributed to lower revenues from deposit products, which is a result of lowered reference interest rates and competitive pricings of banks for primary resources. Mass and Affluent Segment In addition to a traditionally competitive offer in the area of loans, in 2009 we launched several attractive investment products. First, we met customer needs with an attractive fixed term deposits offer, emphasizing those with maturity longer than 12 months. Despite fierce competition, in 2009 we succeeded in collecting more than 15,646 million euros in fixed term deposits, which is 9.79 % more than the year before. We also obtained above-average success with our partner insurance company ERGO. In 2009, we successfully sold 926 insurance packages. By introducing the Asset Management service, we approached the most demanding of clients, who have entrusted us with 4.4 million euros. With individualised expert financial consulting services and the Pioneer Investment funds, we can now offer our customers a more rounded palette of products and services. Perhaps surprisingly for many, the negative effects of the crisis have least affected the sale of housing loans, where we recorded an unprecedented height in terms of demand and sales. Based on a relatively favourable interest rate, many customers decided to take advantage of real estate opportunities. In our traditionally strongest segment, we thus recorded a 16.76 % growth of sales volume and, in accordance with our long-term plan, a 12.3 % increase market share at the end of December 2009. Small Business Segment In 2009, small business segment expressed more interest in short-term loan products for working capital refinancing than in long-term investment products. Despite the fact that the total volume of loans remained unchanged from last year - 73.3 million euros - relatively speaking, we approved more short -term loans for working capital refinancing in 2009 (+7 %), and by doing so, adapted our offer to customer demand. Also, due to our renewed offer of transactional banking services, we reached above-average success rates in acquiring new customers. The total number of customers has exceeded 5,100, which represents a 30 % increase, compared to 2008. FUTURE FORECAST It is unlikely that the financial and economic crisis will come to an end in 2010, which means that the Bank’s focus and key goals in the field of retail and small business banking will remain the same as in 2009. We will continue to address our customers’ financial challenges in an active and timely manner, challenges which could subsequently worsen their ability to repay loan obligations. We also will continue to foster the quality of our credit portfolio - a task that remains one of our main priorities. Nevertheless, we are entering into 2010 with realistic optimism, which means that we wish to take advantage of opportunities that arise as the crisis begins to end. We intend to support good investments in real estate, aimed at solving the housing needs within the retail segment, as well as good investments in the development of new products, the expansion of production capacities and new customer markets in the segment of small businesses. On the other hand, we also wish to use surplus financial resources to offer “tailor-made” investment plans to our customers, which will bring minimal risk with the expected revenue. An optimal combination of investments in fixed term and structured deposits, in Pioneer Investment funds, ERGO investment life insurance policies and, not least, in asset management, should satisfy even the most demanding expectations of our customers. In the coming year, we plan to strengthen our alternative sales channels, while intensely preparing for a new wave of sales network expansion across Slovenia. Corporate Banking GENERAL OVERVIEW A less favourable macroeconomic environment coupled with negative economic growth of approximately 7.8 % in 2009 left a mark on the economy as a whole. The banking segment was also equally affected by these developments. In the first quarter of 2009, the financial crisis reached its peak in developed economies. It was accompanied by increasingly difficult conditions in the real sector and by pessimism and anxiety in regard to future prospects among companies. On the Slovenian banking market, such conditions made it impossible for banks to ensure a normal refinancing process, which was perceived by the economy as the credit crunch. The banking sector tightened the criteria for credit business approval. The trend of increasing interest rates continued and at the same time the banks required better quality of collateral for renewing existing businesses. Interest revenues continued to gain importance compared to non-interest revenues. As a consequence of numerous measures adopted by the central monetary authorities with the purpose of increasing liquidity and the individual economic superpowers taking action with fiscal instruments, the second half of 2009 brought the beginning of an improvement of the conditions. The beginning of the recovery process of the real sector was greeted with optimism by the financial markets. The conditions on the inter-bank market also started to improve. Due to the lack of good projects on the market and the banks being risk averse, there was no growth of volume of loans to economy. The unsuitable structures of financing companies of the past have pushed the banks into a position where reprogramming the existing short-term financial obligations of clients took precedence. The absence of an interest differential and the increased volatility of the EUR/CHF exchange rate reduced the appeal of borrowing in Swiss francs. The whole year 2009 was characterized by the lowest level of interest rates compared to historical levels. Despite very adverse conditions, the Bank once again achieved good corporate banking results in 2009 and once again exceeded set goals from a revenue point of view. Revenue was 4 % above the plan and 12.3 % above last year's results. The revenue growth in the area of large Slovenian companies was as high as 37 %. Therefore, the Bank was capable of maintaining its market position, which represents a great success given the circumstances and the Bank's more conservative credit risk policy (increased provisions). SEGMENTS AND PRODUCTS The Bank’s overall market share in the corporate loans segment remained mostly unchanged. This is to a large extent a result of the Bank’s conservative approach, which forms the foundation for comprehensive assessment of companies’ credit ratings. As a result, we declined many transactions because of the risk involved, which was not aligned with our business policy. In the future, we will strive to meet the expectations of companies; however, we will only participate in businesses with an adequate level of balance between risk and return. In 2009, a volume of the Bank’s liabilities towards corporations was 4 % higher than in 2008. The increase in volumes of deposits was highest in the segments of real-estate and project financing, where the Bank achieved 162 % growth compared to the previous year and in the segment of medium-sized companies with 45 % growth rate. The volume of loans to legal entities decreased by 3 % compared to the previous year. The only segment where we achieved growth is the segment of medium-sized companies, which experienced 9 % growth compared to 2008. The volume of foreign payment transactions in the segment of electronic payment orders rose by 6 %, while the volume of domestic payment transactions in the same segment rose by 8 %. Revenues from payment transactions services decreased by 14 % in 2009, compared to the previous year. Due to difficult and unpredictable circumstances in the financial markets, in 2009 there was a shift of companies’ focus back to their core business. Our clients were consequently less inclined towards derivative financial instruments of protection against currency, commodity, and interest risk. However, the Bank managed to exceed its plans in this area in terms of revenues and successfully strengthened its market leader position. The Bank continued building its expertise about products and services in the challenging and complex area of project financing and is already establishing itself as one of the major players in this market segment. Business Report Bank’s Segment Performance Review FUTURE FORECAST UniCredit Banka Slovenija d.d. will continue to follow its ambitious goals in the area of corporate banking, with particular focus on the following: • Further growth of revenue, profitability and improvement of the ratio between revenue and average risk weighted assets; • Increased client satisfaction compared to other banks and to the previous period; • Maintaining or achieving a leading position in the area of products, such as cash management, instruments for reducing risks, issuing bonds, project financing, and others; • Improving the internal processes in terms of better operating efficiency and higher quality of services for clients; and • Developing the knowledge, experience, and satisfaction of our team, which is a necessary requirement for long-term success. In 2010, we expect the banking industry to remain competitive, while an improved macroeconomic environment and economic climate at home and globally will contribute to more favourable conditions for doing business. The anticipated positive growth of GDP in Slovenia will lead to improved, but still demanding conditions for companies. The banks will still exercise restraint in financing new businesses, but there will be increased interest in good projects on the part of lenders. The banking sector as a whole will once again show growth in the area of credit business volume, while average interest rates will stabilise at a relatively high level in the second half of the year. The companies will report on weaker results in 2009, which will increase the price of cash for them. The banks will have to assess which customers will be successful in the long term and with which customers they wish to build a long term partnership. For banks, their ability to find good new businesses and ensure the right financing structure for them will be crucial. Despite forecasted negligible economic growth, continuation of conditions characterized by low interest rates and a conservative policy in the area of loans, the Bank will remain focused on sustainable growth, ensuring quality solutions for our clients and exceeding set goals. Markets The Markets division is responsible for the Bank’s activities in currency, interest rate, fixed income and shares trading, sales of treasury products to customers, and debt capital markets origination. Furthermore, it provides customers with custody, brokerage, and asset management services. Thus, this segment links financial markets with customers and the Bank. Leveraging on its integrated platform, the Markets division is also responsible for maintaining relationships with financial institutions. This organization allows for fast response times and accurate detection of customers needs with this highly market sensitive client segment. GENERAL OVERVIEW The shock waves following the bankruptcy of Lehman Brothers in September 2008 receded gradually in 2009 and risk appetite returned jointly with liquidity to credit markets in second half of the year. Nevertheless, many product lines remained negatively affected by the lack of customer demand, especially in the area of structured investment solutions and risk mitigation strategies. Against the backdrop of such difficult market conditions, the Markets division managed to deliver convincing performance and recorded revenues of 8.25 million euros. Gross operating result2 amounted to 4.1 million euros, cost/income ration was 50.1 % and return on equity (ROE) before tax reached 88.4 %. SEGMENTS AND UNITS The Trading unit achieved good results from interest rate derivative trading by taking advantage of steep euro yield curve during the year. Sovereign credit spread tightening also had a positive effect on the result. Business activity with financial institutions benefited from excellent credit markets in second half of the year. By combining the placement capacity of our Group with our domestic understanding of customer needs, we were able to win and successfully execute two lead management mandates for the Republic of Slovenia, in amount of 1 billion euro and 1.5 billion euro respectively. The latter transaction represents the first 15-year long bond issued by the Republic of Slovenia. The Corporate Treasury Sales unit responded to changes in customers’ demand and risk sensitivity by refocusing its products and solutions on basic hedging needs. In some way, the adjusted derivatives sales strategy can be described by a ‘back to basics’ motto, where product simplicity and advisory transparency were the key factors of our approach to customers. The Custody unit increased the amount of assets under custody 2 Gross operating result equals to revenues deducted by operating expense. to record high levels and made a strong contribution to overall revenue. For another year in a row, our bank scored highest among Slovenian custody providers in a customer satisfaction survey among international investors. Several new markets have been opened, making our custodian offer more attractive to domestic investors investing abroad. Low liquidity on the Ljubljana Stock Exchange (LJSE) had a negative effect on fee revenues generated from brokerage activities. Nevertheless, the Bank kept its position as one of the top brokers on the LJSE when measured by traded turnover. The Asset Management Unit, introduced in December 2008, made off to a good start and achieved excellent results for its customers. The performance of all major portfolios beats its benchmarks while keeping risk indicators at moderate levels. FUTURE FORECAST Past two turbulent years have emphasized strengths of our business model, which is based on customer driven business. We will therefore continue with our efforts to build our product competence on customer needs. This will require an even closer cooperation with coverage units, especially of the Corporate division, and a clear organisation of the Markets division along the lines of a product factory. Irrespective of future market developments and challenges, we look with optimism to the year 2010 and expect the Markets division to deliver strong results again. Sales Support The employees of the Sales Support division manage customer segments, introduce new products and prepare marketing actions for all customer segments in both retail and corporate banking. When managing customer segments, new product development and preparation of marketing actions, we build on the needs of different customer segments and create products and services tailored to them. We help them achieve their goals and ambitions in the spirit of a modern and innovative bank. Customer satisfaction remains our key objective, and is confirmed year after year by research showing that the UniCredit Bank brand has become synonymous with excellence in the Slovenian banking market. In coordination with the UniCredit Group, the Bank measures customer satisfaction indices in corporate banking as well as retail and small business banking. The customer satisfaction index for retail banking is calculated by an independent institution, T.N.S., enabling the Bank to compare its results with those of other banks within the UniCredit Group and other banks in Europe and Slovenia. By achieving a score of 95 points, the Bank is proud to significantly exceed the customer satisfaction rating of our Slovenian retail banking competitors - which are given a score of 76 points on average. This places the Bank among the best five percent of all banks in Europe. Results in the area of corporate banking also show that in 2009 the Bank was again ranked among banks with the greatest customer satisfaction. The Bank will strive to preserve high customer satisfaction in all segments in the future as well. In the area of retail banking and small business banking, our focus in 2009 was primarily on acquiring new customers and increasing cross-selling. The Division carried out 24 different marketing campaigns. Due to the increased demand for savings products, a large part of the Division’s marketing activities was focused on forming competitive offerings of deposit and savings products tailored to the customers. In cooperation with the insurance company Zavarovalnica ERGO d.d., in 2009, we offered our clients a range of attractive investment life insurance options. In the area of small business banking, we updated our offerings of business banking packages, which made us more accessible to the needs of various small businesses sub-segments. We also concluded business cooperation with the Slovenian Chamber of Crafts with the intention of increasing the visibility of our banking offerings among its members and acquiring new customers. In the segment of corporate banking, the Division successfully carried out 11 marketing campaigns which contributed to the visibility of the Bank and thus the acquisition of new customers, as well as to the increase in sales despite unfavourable market conditions. One of our greatest successes continues to be the central communication channel that we maintain with our corporate clients, which enables us to provide effective transfer of knowledge and best practise in the area of financial products management. In 2009, the Division carried out 15 such campaigns. As a member of the UniCredit Group, UniCredit Banka Slovenija d.d. also became a proud official sponsor of the UEFA Champions League in 2009 for a sponsorship period from 2009 - 2012. Sponsorship represents a powerful marketing and communication tool, which will enable us to increase the reputation and recognition of the Bank. For this purpose, we carried out several football-themed marketing activities in 2009, through which we invited customers to join in the football excitement of the UEFA Champions League, which will continue through 2010, culminating in the final game in Madrid. In 2010, we will put more emphasis on researching the needs of individual client segments and developing products, services and marketing channels tailor-made for them. Business Report Bank’s Segment Performance Review Back Office In 2009, the back-office integration continued, so that already in the beginning of the year we included activities in this area, related to keeping the register of domestic and foreign financial institutions and loro accounts, as well as opening, monitoring and controlling of nostro accounts, exchange of SWIFT keys and messages with other banks. Mid-year, we additionally centralized the area of realisation of bills of exchange for natural people (individuals), which was unified with the processes for bills of exchange of legal persons. In autumn 2009, we implemented the centralisation of opening and maintaining transaction accounts of legal people from the business network and the area of corporate banking. In order to achieve higher efficiency, we also implemented system support for automation of recording brokerage and custody operations, which is shown in the system link of analytical and book­keeping applications in the first half of 2009. By centralising and optimising other processes on one hand, and additional minor automations of processes on the other hand, we achieved higher efficiency of operations, higher quality level of activity performance and thus lower operational risks. This was also proved in the regular comparative analysis of back-office activities within the UniCredit Group subsidiaries in the CEE region. The comparative analysis process also includes an annual preparation of a plan of measures for achieving higher efficiency of back-office operations, which are regularly monitored and amended in accordance with the Group guidelines and initiatives of individual back-office areas in the Bank. In accordance with the new Payment Service Directive, we implemented adjustments of processes and consequently of applicative support in operations with transaction accounts and bills of exchange. In addition to this, we amended individual back-office processes and applicative support in the area of credit operations on the basis of the regulatory binding schedule for introduction of the Basel II IRB approach. We implemented additional system and process controls in back-office activities of brokerage and treasury operations, defined key indicators of operational risk in all back-office areas and implemented the necessary risk scenarios in accordance with the advanced approach of operational risk measurement. Challenges of the Year 2010 The subsiding economic crisis and the first signs of the economy beginning to grow again - both at home and abroad - give us hope that the toughest challenges for all market participants are behind us. However, they are a reminder that caution is still necessary when entering into different types of business relations, particularly where risk is involved. In 2010, the banking sector will be facing the following challenges in particular: • The period of the expansive monetary policy of the European Central Bank (ECB), in proportions that we have witnessed over the past two years, is over. This means that possibilities for refinancing with the ECB will be limited and, as a consequence, primary resources, which are crucial for every bank, will become even more limited. There will be increased demand for them on the Slovenian market as we can expect a continuing trend of reduced dependence on foreign banks on one hand and a higher level of security for them on the other, because the government’s guarantee for their repayments will still be in force. At UniCredit Banka Slovenija d.d. we will endeavour, despite rising unemployment levels and thus slower growth of primary resources, to establish new partnerships and acquire their financial resources, with the trust we have built on the market, the know-how and the quality of our services. In cooperation with the entire UniCredit Group, the Bank will strive to offer new products with an emphasis on risk, as well as return. In other words, we will aim to ensure optimal proportion of these two most important financial elements, especially for the clients who do not possess the necessary financial knowledge. • During the recent financial crisis, in general, assets of various legal entities have deteriorated significantly. This brought about lowered credit capacity, illiquidity and, in some cases, insolvency. This is why UniCredit Banka Slovenija d.d. will try to find new solutions with these clients for their existing credit arrangements, nurturing the interests of both contracting partners, with the purpose of achieving a better business outcome with a more stable foundation. • The Bank is interested in and will endeavour to participate in the financing or co-financing of new investment projects with the current financial resources at our disposal and in collaboration with domestic and foreign investors, while simultaneously meeting the financing needs of the state of Slovenia. Considering the fact that Slovenian clients are increasing their presence as investors on the markets where the UniCredit Group has its business network, the Bank will invest additional efforts into ensuring that such business participations achieve the best possible results, while reducing business risk with additional optimisation of cash flow management. • The Bank is aware that, due to market instability, the topic of market risk will require more attention on the part of all participants. For this reason, the Bank will invest additional efforts, knowledge and experience on further reducing these risks by using various financial instruments and thus contribute to achieving the best results; the leading market share that the Bank has on the Slovenian market in this segment of operations is not only proof that a variety of clients trust us but also adds to our responsibility of ensuring the highest level of professionalism and seeking new and additional angles to reduce these risks. • In its role among the leading intermediaries in the operations on the Slovenian capital market, the Bank will do all that is possible to promote the domestic market among potential foreign investors, while simultaneously, in collaboration with the entire UniCredit Group, introducing the variety of possibilities that foreign markets can offer to domestic investors. The Bank is aware that the process of ownership structure profiling on the domestic market is still in course, which is why the Bank will support the process with various financial instruments that are based on the highest standards of professionalism and ethics. • The Bank is conscious that sustainable organic growth of its entire set of business operations is a basic guarantee for achieving new results that will fulfil the expectations of our business partners, owners and employees. Because of that, the Bank will endeavour to continue with the process of rationalising operations, and ensuring a higher degree of synergy in cooperation with the entire UniCredit Group. We are convinced that only through a combination of both activities can we yield optimal results for all participants mentioned. • While we wait for an upturn in the economy, the Bank will assess the possibilities of continuing with our current business plan in connection with expanding our business network and thus bringing the Bank closer to the public, especially to small- and medium-sized companies, which represent the majority of the Slovenian economy. The economic and financial crisis brought us all new realities and experiences, of which it is our duty to apply the positive ones toward achieving better results and regarding the negative ones as additional motivation to reduce the various risks that we encounter on a daily basis. UniCredit Banka Slovenija d.d. will strive to use these new realities and combine them with further investments into the knowledge of our employees and full awareness of our responsibilities, in order to achieve the set goals and thus gain more trust among our existing and new business partners. Business Report Risk Management The year 2009 continued to show the importance of having a strong focus on risk management and the continuous need to refine risk management practices. While our risk and capital management continuously evolves and improves, there is no guarantee that we can anticipate all market developments - particularly those of an extreme nature - at all times. The risk management of UniCredit Banka Slovenija d.d. is driven by the Risk Management division. In line with our expectations, the credit risk environment of 2009 proved to be challenging. The instability and uncertainty of financial markets in 2008 caused a deteriorating economic environment also in Slovenia at the end of 2008 and throughout 2009, affecting both the corporate sector as well as private individuals. Anticipating that our customers’ liquidity situation and creditworthiness would come under pressure, UniCredit Banka Slovenija d.d. started to take preventive and responsive measures. Already at the end of 2008 and continuing in 2009, the Bank has been running systematic liquidity checks of important credit exposure customers and customer groups as well as of credit customers in endangered industries. Further care has been dedicated to assessing liquidity of the Bank’s customers’ customers, which added scrutiny to an already comprehensive customer credit check. Active management of client relationship was further strengthened. Where needed and based on each individual assessment of the situation and possibilities, restructuring and/or reduction of credit exposure and/or improved collateralization was considered and pursued. The Bank decided to take part in the state’s guarantee scheme in order to continue to support the Slovenian corporate sector, while at the same time mitigating the credit risk via the partial state guarantee. The Bank strengthened its restructuring and workout team with additional staff. A special collection team was established for quick collection of overdue customer obligations. The latter activity added further valuable information to the Bank’s credit portfolio monitoring database. In 2009, the Bank created additional impairments for credit exposures in the amount of 15.6 million euros, more than twice the budgeted net increase and almost 2.5-times of the previous year’s net add-on. The increase was mainly driven by the mentioned deterirated economic developments, although nearly one-third is attributed to a single, major corporate insolvency case. UniCredit Banka Slovenija d.d. responded to the increased risk costs in a timely manner with an overall correction in credit risk pricing. While in 2009 the Bank continued to use the standardized approach for calculating capital requirements for credit risk, the use test period for the Foundation Internal Ratings Based approach (F-IRB) started on 1st January 2009. The application package for F-IRB was handed over to the regulator in December 2009. In the field of market and liquidity risks, the Bank as well as the UniCredit Group in 2009 particularly in the first months focused on short-term and structural liquidity. In line with the market situation, the Bank had more frequent liquidity meetings and intensified liquidity reporting requirements. As we have practiced in the past, we have regularly performed strict monitoring of FX, spread risk, BPV and VaR limits. In May 2009, the Bank of Slovenia performed a validation check based on the UniCredit Group’s intent to implement the Advanced Measurement Approach (AMA) for capital requirements for operational risk. In September 2009, the regulator issued consent to the usage of the AMA approach. Based on that and in line with the Bank’s expectations, the third quarter saw a decrease in capital requirements for operational risks. Based on macroeconomic forecasts for 2010, the Bank does not expect a quick easing in the credit risk environment. The Bank will continue to focus on adequate restructuring of stressed credit exposure, improving its underwriting processes and monitoring activities. Regarding market and operational risk management, the Bank will continue to keep its high quality level monitoring of risks in line with regulatory requirements and developments within the UniCredit Group. Finally, in terms of risk appetite, a cautious exposure expansion strategy shall be pursued in order to create a sufficient revenue base to maintain and improve the Bank’s loss absorption capacity. Information Technology Support In the area of information technology (IT) support for operations, 2009 was marked with several important goals at UniCredit Banka Slovenija d.d. These included: continuation of activities related to automation of business processes, introduction of information technology support for the IRB approach for Basel standards, development of additional services in the field of card operations and upgrading of document management tools. A higher level of services, responsiveness and an increased productivity of complex business processes through their informatisation (the introduction of Workflow tools), which was launched in 2008, continued intensely in 2009 and was also expanded to new areas. Since December 2009, the informatisation of the mortgage loan-granting process for retail clients has been in the pilot use stage. The project of informatisation of the loan­granting process for corporate clients started in February 2009 with a scheduled transition into regular use in March 2010. Also, in 2009 many smaller business processes and sub-processes were supported from the information technology point of view. This represented a first step towards their comprehensive informatisation, which is scheduled for the coming years. The support for the Basel II standards for calculating capital adequacy was one of the most important priorities of the IT development in 2009. There is a full-blown activity in this field inside the Bank, which is also synchronised throughout the entire Group. A series of information system expansions was introduced (monitoring client riskiness, control of loan collateral, control of bad loans payment - in the implementation stage), while for the integrated collection and monitoring of data we introduced a central data warehouse, which currently serves primarily for processing of the Basel II related information. As for the introduction of the single payment area in euros (SEPA), the Bank continued with the information system upgrading. In March 2009, we transferred domestic payment settlements to the new clearing house SIMP within Bankart. At the same time, we entirely moved domestic payments into the SEPA payment scheme. Permanent orders were also moved to SEPA as of April 2009. The introduction of the new European Payment Services Directive (PSD) was an important challenge for the Bank, which did not only require the adjustment of information support, but also a full adjustment of payment services. The activities were concluded by the originally envisaged deadline, so since November 2009 the Bank has been fully in compliance with the Payment Services Directive. The development of new services in the area of card business has been a regular practice within the Bank. In 2009, we offered our clients a possibility to receive information on executed transactions with MasterCard and Maestro cards via SMS (the so called SMS security message). This service enables clients a higher level of security and lower risk in case of card abuse or theft. The Bank also started developing the corporate Maestro card. The development was completed by the end of 2009, while the Bank has been offering a new card to its clients since January 2010. The trend of growth of transactions with cards issued by the Bank continued in 2009, as we saw a 7 % growth in VISA transactions, a 15 % growth in MasterCard and a 19 % growth in Maestro transactions. The number of cards issued by the Bank also increased, namely by 12 % for VISA, by 23 % for MasterCard and by 17 % for Maestro cards. In 2009, we continued the trend of increasing number of domestic transactions (by 10 %) as well as the cross-border and international payment transactions (by 5 %). The share of electronically sent payment orders increased to 94 % in domestic transactions as well as in cross-border and international payment transactions. In the area of electronic banking, the Bank made an important step forward for retail clients. As of March 2009, a brand new internet banking system has been available for clients, which is user-friendlier and offers additional services, not enabled by the old one. This is also a shared information solution for all the Group’s subsidiary banks in Central and Eastern Europe and allows our users to manage their accounts with other subsidiary banks. The trend of increasing share of users of electronic banking systems continued throughout 2009 as well, since 45 % more corporate clients (legal entities) and 37 % more retail clients were using them compared to the preceding year. In 2010, the Bank will continue to implement projects of information technology support for business processes and to conduct activities aimed at supporting the Basel II standard. We also plan the introduction of various new services, such as e-invoices, where the development activities are already taking place. DATA PROTECTION AND INFORMATION TECHNOLOGY SECURITY In 2009, the Bank continued its established operations in the area of IT system security as well as security in other areas of operations. INDEX OF SHARE OF USERS / INSTALLATIONS GROWTH, COMPARISON 2007 - 2009 (in %) 93.4 Online b@nk for individual clients - users E-Bank and MultiCash for corporate clients (legal entities) - installations Business Report Managing Business Risks CARD TRANSACTION INDEX (in %) 58 Maestro cards MasterCard cards VISA cards A considerable emphasis was put on the area of physical and technical security. On the basis of the revised Decision of the Bank of Slovenia on risk management and the implementation of the process of assessing sufficient internal capital for banks and savings banks, which deals with personal protection, the Bank implemented all the necessary activities. An overall inspection of all the buildings of the Bank headquarters was performed as well as all the branches across Slovenia. The inspection was performed by an independent expert. On the basis of this thorough inspection, a detailed security report of the Bank was prepared. In general, it was found that physical and technical security was on a very high level. The inspection also proved to be an excellent opportunity to eliminate some of the minor weaknesses found in the mentioned security area. There was also a novelty in the area of BCP - Business Continuity Process, where the Bank fully tested for the first time its so-called alternate location. The test involved complete transfer of operations of all IT systems from primary location to the alternate one, performing (simulation) of business operations on the basis of operations on the INDEX OF GROWTH IN NUMBER OF PAYMENT TRANSACTIONS (in %) 8.05 77.99 2005 2006 2007 2008 2009 Domestic payment transactions Foreign payment transactions alternate location and then transfer back from the alternate location to the primary one. The test results were very successful. On the basis of the reinforced management by the UniCredit Group, the Bank will further extend its operations in the security area in the future. Business Report UniCredit Banka Slovenija d.d. as a part of the UniCredit Group3, a leading European Bank strives to be active 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, freedom to act and trust are the values we follow especially thoroughly in our daily 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 to the public. It is important to do this in times of extremely volatile market conditions, where partners seek the safest and most stable solutions and partners. 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 UniCredit 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 operation and are the key factor in building respect in the eyes of other stakeholders. With activities that we performed in 2009 we wanted to show colleagues that their contribution matters, is welcome, and appreciated. We used communication to emphasize the connection of selling and non-selling points and joint commitment to reaching the same goal-realization of the Bank’s strategy. With active communication and realization of the projects, such as Integrity Charter Day, Culture Day, collecting donations by employees under the auspices of the Unidea Foundation, UniQuest perspective employees educational program, 3 UniCredit Group has been preparing repor ts on its sustainability since as early as 2000. From 2007 on, UniCredit Banka Slovenija d.d. figures in the report within the Central and East-European countries group (ht tp://w w w.unicreditgroup.eu /en /Sustainabilit y/Sustain­abilit y _ repor t.htm?sParam=2008&sParam1). Repor t on corporate sustainabilit y of the Group for 2008 was compliant with GRI3 requirements and with compliance level B+. It discloses in det ail activities implemented by the Group and indicates links bet ween strategies for corporate sustainabilit y and relations with stakeholders. The ninth repor t in line includes the following countries: Italy, Germany, Austria, Poland, Bulgaria, Croatia, the Czech Republic, Romania, Russia, Serbia, Slovakia, Slovenia and Hungar y, where there are 114,000 employees in members of the Group. informing about other opportunities of education and employment within 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 by using channels such as letters from management, personal letters, e-mails, redesign of the Bank’s intranet page, and personal meetings with employees. We were actively involved in the preparation of a web monthly newsletter, which was launched in all CEE countries of the Group and published local internal news called KomUNIkacija. In 2009, employees met with UniCredit Leasing d.o.o. and UniCredit CAIB Slovenija d.o.o., in PodpeË, where we celebrated the second anniversary of our new name in the spirit of the Champions League and thus communicated our sponsorship of the UEFA Champions League to the local employees. We also launched meetings of our employees with the highest management of the Group, so in autumn 2009 we enabled our co-workers to meet with the Chairman of the Supervisory Board, Federico Ghizzoni, and ask him questions about topics of interest to them in a relaxed atmosphere. Key employees received personal acknowledgement from the Bank’s management for successfully completed special projects which required high personal engagement. By doing this, the Bank emphasized their role during the projects and rewarded their efforts. In communication with employees, the Identity and Communications, Human Resources, and Marketing departments joined their forces and contributed to the strengthening of the involvement of employees into the Bank’s life, by increasing the feeling of being a part of the Bank and motivating employees for successful further work. GROWTH IN THE NUMBER OF EMPLOYEES AND HIRING In the last five years, the number of employees at UniCredit Banka Slovenija d.d. has increased net by 214 employees. The highest growth was recorded in 2008 (growth in the number of employees amounted to 18.9 %) when despite volatile conditions on the market we implemented one of the biggest investment projects and opened six new branches. The number of employees has been more stable since the beginning of 2009 than in the previous periods. At the beginning of 2009, the Bank had 534 employees. By the end of the year, that number had grown to 541 employees. On a monthly basis we have additionally engaged 28 students on average (in most cases for the project electronic archiving of documentation). The growth in number of employees in the last year was 1.3 % which is also the result of our efforts to maintain the growth of costs at zero level. Business Report Corporate Sustainability GROWTH OF NUMBER OF EMPLOYEES 2002 2003 2004 2005 2006 2007 2008 2009 The average age of the Bank’s employees is currently 36.5 years: 63 % of the staff employed by the Bank are women while 37 % are men-the gender ratio was unchanged from 2008. We take care of diversity among employees, which is also shown in mixed employee structure (namely, 4 employees are expatriates) and the structure of managers by gender, as there are 53 % women and 47 % men at all levels of the management structure. In 2009, 41 new employees joined our ranks, while 35 left the Bank. We have concluded 18 contracts for fixed-term employment, 9 traineeship contracts, and the remaining employment contracts were concluded for an indefinite period. On average, the Bank had monthly 58 fixed-term employees and 10 trainee employees, which is a total of 12.6 % of fixed-term employees over the year. The percentage of fixed-term employees has decreased by 2.2 percentage points as compared to the end of 2008. With regard to the drastically changed market conditions, the Bank's goals for new hires in 2010 are predominantly: further search for internal resources and knowledge possessed by employees in various areas as well as motivating employees with high development potential and raising ambitions for new knowledge and work areas. EDUCATIONAL STRUCTURE UniCredit Banka Slovenija d.d. pays particular attention to knowledge and education, as evidenced by available data showing that 5 % of our employees have a Ph.D. or Master's degree (an increase of 0.5 percentage point over 2008); 50.6 % of employees have higher or university education degrees (up 1.6 percentage point over 2007); while 44.4 % of employees have high school diplomas (a 2.1 percentage point decrease over 2008). A trend of an improving education structure is seen, as the level of higher or university education degrees increased. TRAINING AND EDUCATION In 2009, we allocated 0.4 % of total revenue toward training our employees, which is considerably less (40 %) than in the exceptional preceding year. In 2008, we opened six new branches which required training of over 30 new employees for independent work. Additionally, in 2008 the amount of money dedicated to education was twice the amount of that in 2007 and 2009 due to high economic upturn, which enabled the implementation of a wide variety of trainings in professional areas as well as in sales techniques and management skills. In 2009, we conducted a total of 19,600 hours of educational and training activities (a 37 % decrease over 2008), while the average stood at 39 teaching hours per employee (a 33 % decrease over 2008). The topics covered by training and educational activities included banking professionalism, as well as sales techniques, management skills, and improving computer and language skills. In 2009, we conducted two new Leadership Academy modules “Receiving and providing feedback” and “Management styles” with over 80 managers participating, and for the new managers we repeated two most important modules “Forming and managing teams” and “Introduction and management of changes” which had already been conducted in 2008. EDUCATIONAL STRUCTURE OF EMPLOYEES Ph.D. or Master’s degree University Education 5.0 % High School 44.4 % Higher Education The share of internal trainings was 28 % and comprised the following topics: products and processes (a total of approximately 68 % of all internal trainings), the introductory seminar for new employees, titled “Welcome Amongst the Best” (a total of 17 % of all internal trainings), communication skills and collection skills (a total of 15 % of all internal trainings). Introductory seminar “Welcome Amongst the Best”, the purpose of which is faster and easier inclusion of the new employees as well as their acquaintance with the vision and strategy of the main organisational units and their roles in the Bank, has been conducted in the Bank since 2004. The seminar has been conducted 26 times since its launch; 52 employees attended in 4 repeats in 2009. 5.0 % of all training hours were dedicated to this training. In accordance with the strategy and aims of the Human Resources department, we launched the Talent Management Program in 2009, which was concluded by 14 perspective young employees in December by finishing work on the project “Family-friendly Company”. Within the context of the Talent Development Program, a 2-day teambuilding was organised in summer on the topic “The role of a team leader". The Group trainer, Kerr Wells, who performs management trainings for banks in the Group and has prepared 3-day workshop “Leadership 4 Results”, visited us in Slovenia in autumn 2009. The UniCredit Group’s orientation is to organise in its subsidiaries as many trainings as possible with its own trainers. For this purpose, the Group conducts relevant “Train the Trainer Training” which was attended in 2009 by 11 employees from the Bank, trained especially in the area of sales and risk management. A 40-hour English course with the emphasis on banking and financial terminology was attended by 36 employees, which represents 7.60 % share of all education hours in 2009. Training for the use of MS Office programs Excel and Access was attended by 56 employees, who spent 1,045 hours in workshops or 5.3 % of all training and educational hours in 2009. In the area of obtaining licenses in 2009, one employee obtained stock exchange license, 12 employees passed the exam for sale of investment funds and 18 employees successfully passed the test of expert knowledge, necessary for performing insurance mediation operations. As of the end of 2009, there is a total of 85 employees holding a license for sale of investment funds, 42 employees a license for insurance mediation, and 10 employees a stock exchange license. Within the total training and educational hours, we dedicated 65 % of them to banking professionalism, 12 % to training for the use of leadership skills and abilities, 10 % to additional training in the area of sales and communication skills, 8 % were dedicated to learning foreign languages, and 5 % to improving computer skills. EMPLOYEE DEVELOPMENT AND REMUNERATION For the last few years, the Bank has been systematically taking care of the development of key human resources (with the aid of the Executive Development Plan - EDP and Talent Management Review - TMR), implemented on the level of the entire Group, and the Talent Development Program which is carried out locally. The main point of all the programs is taking care of the continuity of employee development, their skills and knowledge, as well as providing for new generations of capable leaders and experts, who will ensure long-term stability and bank business growth. In 2009, we were very proud of the Talent Development Program implementation, through which we have identified the first generation of potential young experts and started training them for leadership roles in the future. The program was completed by 14 employees and during the program two of them already had the opportunity to show their leadership skills, which they now successfully demonstrate in practise. The Group also offers the Uniquest program for which any employee can apply and after passing the selection process in one year, they can work together with their Group colleagues on real business projects of the Group for one year. We systematically take care of employee development also with the help of the Management by Objectives system, the key characteristics of which are: joint objective setting (leader-employee) with each employee and mid-year evaluation as well as providing feedback on work performance. The annual development interview, as part of the Management by Objectives, is implemented at all organizational levels and we consider it to be a competitive advantage, as assessment of behaviour and skills is the foundation for such an interview. The result of the Management by Objectives approach is better familiarity with the goals and strategy of the Bank and of the individual organizational units and therefore greater employee satisfaction. At the same time, the remuneration system also is connected to achieving individual goals. SURVEY ON EMPLOYEE ENGAGEMENT Since 2006, we have been conducting a survey on employee engagement (People Survey) within the UniCredit Group, which presents the key element of our model of employee management and their skills and knowledge. Therefore, we conduct the People Survey each year, and we thus measure continuously the progress Business Report Corporate Sustainability No. of hours of education EDUCATION 3,000 9,600 7,500 6,000 5,200 2005 2006 2007 2008 2009 are proud of the fact that there are 30 employees who are members of this library and that employees have contributed a total of 100 books and other literature from their own collections. In 2009, we also continued with the Leadership Academy, which enables leaders to acquire knowledge with the help of trainers from practise and includes content, defined in the competence model. We have put (and will put also in the future) more emphasis on trainings being related to actual needs of employees and organisational units and defined during annual development interviews, but we have also focused on the development of leadership potential of young talent in the Bank and so in 2009 the first generation of talented employees was already included in the Talent Development Program. As regards the category of work performance management our main objective is to improve communication and transparency of performance management system. We wanted to encourage diversity mostly through communication, directed at internal clients -employees -with an emphasis on the inclusion (in projects and decision-making) of employees with longer working experience in the Bank. We organised three breakfasts of the Management and employees, who have over 15 years of work experience in the Bank, which enabled them to present their opinion, ideas and suggestions on improvements, and discuss the Bank’s strategy and results with the members of the Management Board. 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, while feedback helps us to improve quality of relations and satisfaction of our employees. In 2009, over 120,000 employees from the entire UniCredit Group participated in the survey and shared with us their feelings and thoughts regarding their professional lives in the Group. At UniCredit Banka Slovenija d.d., the percentage of participants amounted to 83 % which is a reflection of strong commitment of our employees, which is one of our main advantages. The results of the survey performed in January 2009 showed that, as compared to the previous year, engagement improved in all categories, especially in training and development area, compensation package, management/ supervision of direct managers, engagement and loyalty and our trust in the future and in the Group. Other areas that have also improved are the following: organizational efficiency, cooperation and working relationship and fairness - integrity and corporate sustainability. We published the results of this year’s survey on engagement on our intranet site. In the area of education and development, we gave more attention to the exchange of knowledge and experience and to their acquisition in a different manner (e.g. internal transfer of knowledge, self-education); for this purpose we established an internal library with a catalogue of material, which is published on the Bank’s intranet. We In order to increase engagement of employees who have children and to help them balance their professional and private life more easily, the group of talented employees included in Talent Development Program, worked intensively during the year on “Family-friendly company” project, so that we are ready to enter the process of acquiring a “Family-friendly company” certificate in 2010. Activities in the area of leadership continued to be implemented with the aim of building on internal communication, also through personal contact with the Management Board and leaders of the highest organisational units (we continue with Management and employees breakfasts, Human Resources department began with "Open Door Policy of Human Resources Department”, we held “A Day in a Branch Office” for the third consecutive year) and increased inclusion of employees into the decision-making process and best practise exchange. VALUES In 2009, as in previous years, we celebrated the “Integrity Charter Day” on 23 September 2009, dedicated to the discussion of six values: equality, trust, respect, transparency, freedom of action, and reciprocity, which help an individual in their work and support them in their work with our stakeholders (employees, local communities, shareholders and clients). On this day, we organised workshops, where we exchanged “stories” - examples from practise, where concrete employees or organisational units rose to the occasion by TOPIC OF EDUCATIONS Leadership Skills Sales and Foreign Languages 12 % Communication Skills 8 % 10 % Information Technology 5 % 65 % Banking Professionalism working in the spirit of our bank values. From 23 selected stories, we chose a winning story of showing respect and equal treatment as well as client approach, which took place in our branch in Murska Sobota. The Ombudsman position, which was established in the Bank at the end of 2007, allows independent submission of potential complaints relating to breaches of the Integrity Charter caused by acts or behaviour among 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 synergies among members of the Group. Ombudsmen deal 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 2009, we nominated also a deputy of the Ombudsman. Both Ombudsmen are former female employees, retirees, so they know the Bank and its employees very well and can thus more easily cooperate in the resolution of any cases. In 2009, the Ombudsmen thus recorded five cases, which mostly related to breaches of the following values: transparency, respect and equality. Most cases were successfully resolved by means of discussion and finding new, different views on the situation. The fact that employees turn to the Ombudsmen indicates that the Ombudsman position has been adopted in practise and represents one of the tools for resolving conflict by common agreement. TAKING CARE OF EMPLOYEES Taking care of and monitoring our employees’ health is both our obligation and a commitment that expresses our support of our employees. In 2009, we thus conducted 63 preliminary medical examinations and at the end of the year, traditionally provided our employees with the option for a flu vaccination. On average, 20 % of employees takes this option, which is organised in our Bank’s headquarters. This year, due to the new flu pandemic and according to the crisis plan for similar cases, we additionally provided the employees with an option to get vaccinated against the new flu virus A(H1N1). Education regarding health and safety at work and fire protection are also a component part of professional training of all employees, therefore we organise the necessary trainings in this area according to the legislation every year. One of these trainings is Health and safety at work and fire protection, which every employee must attend as soon as possible after being employed and these skills must be renewed in accordance with our Safety statement with 5-year risk assessment and in which 237 employees participated (43.8 % of all employees) in 2009. Another training was Training of persons responsible for initial fire extinction and evacuation, where 37 employees participated (up to two persons per location where Bank operates). Percentage of sick-leave remained close to the level of 2008, but increased minimally from 3 % to 4 %. The increase can be attributed to the young employee structure and consequently to the fact that there are many young families with small children (family member care represents 9.5 % of total sick-leave days). In 2009, the Bank employees again contributed to the population growth, as we marked, as in the past two years, an increase in the number of women who gave birth. Namely, at the end of 2009 there were 33 employees (6.1 % of all employees), who were on pregnancy leave. In 2009, our employees had 53 babies. This is also one of the reasons why we will continue focusing on the creation of an environment friendly to work/ life balance. Within the framework of our care for the elderly, we also provide the possibility of participating in a voluntary supplemental pension insurance, which is used by 65 % of our employees. This figure is understandable considering the age structure and awareness of our demographic. The above described care for employees is also reflected in successfully maintaining the fluctuation rate at an acceptable level by taking into account the demographic and situation on the labour market, since this rate decreased from 8.09 % in 2008 to Business Report Corporate Sustainability 6.08 % in 2009 (also the result of the unstable labour market, since unemployment in Slovenia rose by 50 %). In order to care for our employees, their health and well-being, as well as socialising, we support the following activities: organized sports events, subsidized cultural performances, various sports competitions, annual active participation in the Banking Games, summer picnic; and also through the sports association “Tilda”, which operates within the Bank framework and which has 422 employee members (78 % of all employees), 15 students and 8 retirees otherwise the services the Association provides are available to all employees. Relationships with Clients When forming and implementing the marketing strategy in 2009, we adapted to specific conditions on the financial market. Many comprehensive marketing-communication activities were successfully carried out. By using advertising campaigns and direct mail we presented to select target segments our offer of savings and insurance products, consumer loans, and various bank packages to encourage consumers to change their bank. As a member of the UniCredit Group, in autumn 2009 we became a proud official sponsor of the UEFA Champions League for period 2009 - 2012. Since sponsorship represents a powerful marketing and communication tool, we formed special offers for individual segments and presented them to the existing and potential clients through football-themed advertising campaigns, an internet contest “Reach your goal”, direct mail and promotion in branch offices and at events. Football fans could regularly see our brand at football matches, especially through their television sets, but some also live. Studies showed that football matches and football-themed advertising campaigns efficiently increased awareness and brand recall, and additionally strengthened the UniCredit Bank brand positioning, which is distinguished for being modern, innovative, different, and distinctively oriented towards active individuals whom the Bank helps to achieve their wishes, ambitions, and goals. We organized numerous information session events for business partners of the Corporate Banking and Markets divisions. The most highly publicized event for clients was the meeting of the most reputable business partners and some of the most visible representatives of the Slovenian economy at Jable Castle, with whom we opened important topics in the turbulent time of the financial crisis and formed a common opinion on the relevance of various projects for the development of the Slovenian economy. The most visited events were “Financial Markets Breakfast” events, dedicated to the presentation of monetary instruments and interest rate movements on the local and international financial markets. Special focus was dedicated also to monetary policy of ECB inside and outside EMU. We organised a workshop for clients on the topic of international services in cooperation with Ernst&Young, training on the topic of tax and financial consultation within business package Planet, and we also presented municipal infrastructure opportunities to mayors across Slovenia. In cooperation with the Chamber of Craft of Slovenia, we presented the dangers and opportunities of the financial crisis mostly to small businesses in nine Slovenian cities. We rounded up the year with the traditional New Year’s concert by the Slovenian Philharmonic. We continued to publish a magazine for clients, called Azimut, where we mixed professional topics with topics related to the lifestyle of a modern businessman. In 2009, as in previous years, we approached target segments through various communication channels and presented them with innovative and tailor-made banking products. With modern marketing communications, we proved ourselves as a proactive and client-oriented bank.4 Media Relations The media is and will always remain one of the sources of information most trusted by the public and thus also our potential and existing clients. We are aware the media is an important factor when building the recognition and reputation of the Bank. Results of research show that the authorship articles by journalists are four to seven times more credible than paid advertising, which is why we strive in our communication with journalists for a proactive approach, professionalism, responses in line with set deadlines, availability of collocutors for giving statements and explanations, and thus to build long-term relationships with representatives of media houses. Good cooperation with the media was undoubtedly reflected also in increased interest by the media for reporting on the Bank. In 2009, we received a total of 838 sets of journalist questions (in 2008: 630, in 2007: 480). We kept the journalists updated on the events in the Bank through the entire year, and published information and photographs on events and people also in the press centre on our website. In 2009, we additionally increased our presence in the media by taking an active and open approach but also because of current topics, within which the Bank appeared as a business partner. At the press conference in spring 2009, we presented to the media 4 For several years now, we have been monitoring our clients’ s atisfaction through People Sur vey research at the UniCredit Group level. You c an find out more about the People Sur vey results in the chapter Bank’s Segment Per formance Review, section Sales Suppor t. our business results from 2008 and we also invited the journalists from culture-focused media to a press conference during the visit of the Milan Scala ballet ensemble at the Ljubljana Summer Festival, where we included also the director of La Scala Balet and a selection of ballet dancers, who performed in the show. Later, we invited Slovenian journalists to participate in the UniCredit Group’s project “Journalist award for reporting about CEE”. We enabled two Slovenian journalists to be present at the Euromoney Conference in Vienna, which was supported also by the UniCredit Group. During the visit of Federico Ghizzoni, the Chairman of the Supervisory Board, we organised a meeting for journalists and we organised another meeting with the Slovenian journalists during the visit of Doris Tomanek, the Human Resources Manager for CEE countries, where the Group is present. In this manner, we enabled the Slovenian journalists to have direct contact with the highest management of the Group. We invited them actively also to certain events for clients, especially those, where we talked about trends in the economy. Positive response by the journalists was reflected also in an increased number of articles, and at the same time they also received contacts to help them in their daily work and collection of information about the Group or market and trends in general. Relations with Local Communities On their own initiative, the Bank’s branches were independently communicating with the local market, through a variety of communication channels. Besides publishing and broadcasting planned articles in local media, the branches also conducted local NUMBER OF PUBLISHED ARTICLES ON THE BANK advertising campaigns, events, direct marketing, and they made donations to local organizations and individuals, participated in sports and cultural events, and sponsored local fund raisers. Through direct mail and other activities, we contributed to the intensity of communicating these activities and the Bank's offer. Sponsorships and Donations In the care for creating lasting value and further development, we are aware of the importance of responsible inclusion into the environment in which we work. In 2009, sponsorships and donations continued to follow the determined direction, especially in culture, aid to socially impaired individuals and children, awareness of responsible behaviour towards the environment, and sport on the national level and we also included our co-workers in those activities. Spring 2009 marked the launch of the Mini bus of joy, intended for socially impaired children in block apartment residential areas in Slovenia, and offering them help with learning, organised games and sporting activities but also conversation. We actively supported humanitarian projects such as Red Noses (collecting waste cartridges and money contributions in the Bank’s branch network) and the Charity Bazaar of the Slovenian International Ladies Association (SILA). We also donated funds to the Vid Humanitarian Institute. We joined a charity campaign “Children better than stock exchange gurus” by Moje Finance newspaper, in which donated funds are intended for socially impaired children under the auspices of Slovenian Youth Friends Association. For the eighth successive year, we supported the Slovenian 2005 2006 2007 2008 2009 Business Report Corporate Sustainability Philharmonic Orchestra’s new instrument purchase fund, this time for two concert violins. With sponsorship funds we also supported the performance of Milan’s Scala Ballet Ensemble with Pink Floyd ballet at the opening of the Summer Festival in Ljubljana. In terms or environment and climate awareness, we proved our social responsibility by participating in the Planet of changes web site project under the auspices of the Umanotera society, and by making a donation for the project of environmental reading clubs for adults and environmental recycling spots for children in the Environment Centre. We included also our co-workers into the Centre’s activities. In all branches, the Bank’s co-workers also collected plastic bottle caps for humanitarian purposes. At new branch openings, we contributed for the benefit of children with special needs and socially impaired children, local humanitarian societies and organisations. At the UniCredit Group level, co-workers and the Bank joined our efforts and collected a contribution for earthquake victims in Abruzzi in Italy and thus contributed to the reconstruction of their homes. The UniCredit Group formed a partnership and is a proud sponsor of the UEFA Champions League for the period of three years. Locally, we supported participation of the Bank’s team of workers in the Ljubljana Marathon and the Triples Running Competition, and took active participation in the traditional event Pot ob žici. At the national level, we supported the Slovenian Nordic Disciplines competitors and successful Slovenian cross-country skier Petra MajdiË. At the end of 2009, we donated funds to the Slovenian Friends of Youth Association for executing the project Coexistence of Generations within which children from socially impaired families and socially excluded children will spend a week at camp with retired experts and thus find substitute grandparents with whom they will keep in touch also after returning home. At the end of 2009, co-workers in all the Bank branches collected social games, didactic and other toys for children under the auspices of the Slovenian Friends of Youth Association and also invited our clients to join the action. The amount of funds for sponsorship and donations in 2009 exceeded 110,397 euros. Janko Medja, MBA Chairman Member of the Management Board of the Management Board Member of the Management Board Report from the Supervisory Board In 2009, the Supervisory Board of UniCredit Banka Slovenija d.d. regularly monitored and oversaw current business operations of the Bank, financial results attained and work of the Management Board, in accordance with its powers, authorizations and duties as set out in the Articles of Association of the Bank, the Companies Act and the Banking Act. At the Supervisory Board’s regular sessions, the Bank’s Management Board kept 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 through the end of the fiscal year and about end results. In 2009, there were some changes in the structure of the Bank's Supervisory Board. At the Bank’s General Meeting on 9 February 2009, mag. Helmut Haller was discharged from his function as Supervisory Board member, while Franco Andreetta and Giuseppe Verrascina were appointed as the Supervisory Board members for the period until 24 April 2011. The Supervisory Board is thus composed of six members, apart from the above mentioned Andreetta and Verrascina, the remaining members include Federico Ghizzoni (Chairman), Herbert Hangel (Deputy Chairman), Wolfgang Edelmüller and Martin Klauzer. Despite the specific ownership structure, whereby UniCredit Bank Austria AG is almost a 100 % owner of the Bank and its majority owner is UniCredit S.p.A., two Supervisory Board members (Franco Andreetta and Giuseppe Verrascina) are not employed in the Group, but as external experts in the area of accounting and financial business contribute to a high-quality and transparent performance of the Supervisory Board. 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 interests. Regardless, the UniCredit Group has all the adequate mechanisms to control and solve potential conflicts of interests, should they occur. In the year 2009, the Bank’s Supervisory Board met and adopted resolutions at six regular meetings as well as at correspondence sessions. All members of the Supervisory Board were present at the first, the second and the sixth regular meeting, while the following members excused their absence: Herbert Hangel at the third meeting, Wolfgang Edelmüller at the fourth meeting and Franco Andreetta at the fifth meeting. In line with legislation 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 the Supervisory Board correspondence sessions and subsequently presented and validated during the next regular meeting of the Supervisory Board. Important Supervisory Board Decisions At its first regular meting, on 9 March 2009, the Supervisory Board adopted the Annual Report of Bank’s operations for 2008, proposed to the General Meeting of Shareholders of the Bank, nomination of an External Auditor on the basis of the Audit Committee proposal, provided opinion on the Internal Audit unit’s Annual Report on internal audit for 2008, adopted the Resolution on use of the net profit for 2008, approved the Management Board’s proposal for the use of accumulated profit for 2008, was briefed about Auditor’s report of the Authorised Auditing Company for 2008, to which it had no comments, and approved all other documents, on which the General Meeting of Shareholders of the Bank made decisions on 29 April 2009. At the second regular meeting, which took place on 4 May 2009, the Supervisory Board again appointed France Arhar, Ph.D., as Chairman of the Management Board for the period from 1 June 2009 to 31 May 2011. At its third regular meting, on 19 June 2009, the Supervisory Board adopted the UniCredit Group Policy regarding remuneration of members of management and supervisory bodies and approved amendments to the Rules of procedure regarding work of the Bank’s Management Board and Rules of procedure regarding work of the Internal Audit unit. On 20 July 2009, at their fourth regular meeting, members of the Supervisory Board discussed and approved half-year results of the Bank and proposal of the Management Board for convening the General Meeting of Shareholders, where shareholders adopted the Decision on payment of remuneration to external members of the Bank’s Supervisory Board. At its correspondence meeting, on 7 September 2009, the Supervisory Board of the Bank appointed a new member of the Management Board, Francesco Vercesi, who obtained the Bank of Slovenia permission for acting as the member of the Bank’s Management Board on 20 October 2009, when he took up duties. At its fifth regular meeting on 14 October 2009, the Supervisory Board was briefed about the resignation of Management Board member, Stefan Vavti, whose mandate terminated on 1 October 2009. On 30 November 2009, the Supervisory Board, at its last meeting in 2009, discharged Heribert Fernau from his function of the member of the Bank’s Management Board. At its sixth (last) regular meeting in 2009, the Supervisory Board of the Bank also gave its consent to the Work Plan of the Internal Audit unit for 2010 and approved proposal of the Management Board regarding competence distribution among the members of Management Board of 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 2009. 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. Report from the Supervisory Board Report from the Supervisory Board Use of Net Profit and Accumulated Profit for Fiscal Year 2009 In 2010, the Bank’s Management Board presented for discussion to the Supervisory Board the Resolution on use of the net profit for fiscal year 2009 in the amount of 8,798,350.62 euros and the draft Resolution on use of accumulated profit for fiscal year 2009 in the amount of 4,399,175.31 euros. Given the planned expansion of operations in 2010, and in subsequent years, the Management Board proposed, in accordance with the adopted mid-term plans of the Bank and with a view to meeting the capital adequacy requirements, that the Bank’s net profit be allocated, in its entirety, to other Bank reserves instead of being distributed to 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 net profit for fiscal year 2009, in accordance with their powers. The adoption of such a resolution will allow for the Bank’s future growth. The Supervisory Board adopted the Resolution on use of the net profit for 2009, approved the Management Board’s proposal for the use of accumulated profit for 2009, and recommended to adopt it in the proposed form at the General Meeting of Shareholders. Operations of the Supervisory Board Audit Committee The Audit Committee of the Bank’s Supervisory Board had four regular meetings and one correspondence meeting in 2009. As an advisory body of the Supervisory Board, the Audit Committee’s operations include assessing, advisory and proposing functions, whereby it aids the Supervisory Board with the fulfilment of its duties and responsibilities regarding: adequacy and effectiveness of internal audit banking procedures, including assessment and measurement of risks and risk management; compliance with the legislation, rules and policies governing the Bank’s operations; adequacy of accounting standards, used for preparation of financial statements; adequacy and independence of external banking auditors and provision of employees within the Internal Audit unit. Annual Report for 2009 The Bank’s Management Board prepared the Annual Report on the business operations of UniCredit Banka Slovenija d.d. in 2009 and presented it to the Supervisory Board for review by the legally prescribed deadline. Together with the Annual Report, the Supervisory Board also received the Audit Report on the review of financial statements for fiscal year 2009 and an additional Audit report on meeting the criteria for managing risks in the bank from 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 2009, as well as with the reports on the economic and political environment in which the Bank operates 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 fiscal year 2009, 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 fiscal year 2009. 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 2009. The Audit Report on the review of the financial statements for fiscal year 2009, 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 2009 and about an additional Audit report on meeting the criteria for risk management for 2009 and had no objections thereto. The Supervisory Board deems its work in 2009 as professional and in line with the valid legislation and internal rules of the UniCredit Group. Federico Ghizzoni Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. 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 2009, 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 Dr. France Arhar Janko Medja, MBA Chairman Member of the Management Board of the Management Board Francesco Vercesi Member of the Management Board Ljubljana, March 2010 Report of Auditors Report of Auditors Report of Auditors Financial Statements Financial Statements Financial Indicators 67 Balance Sheet 68 Comprehensive Income Statement 69 Statement of Changes in Shareholders’ Equity 70 Cash Flow Statement 7 Summary of Accounting Policies 72 Notes on the Financial Statements 80 Financial Indicators 2009 2008 2007 Balance Sheet (EUR ,000) Volume of assets 3,267,368 2,891,241 2,132,693 Deposits, customers 820,753 642,287 721,539 Deposits, legal and other entities 566,662 423,463 370,875 Deposits, private customers 254,091 218,824 350,664 Loans, customers 2,096,924 2,064,458 1,595,225 Loans, legal and other entities 1,440,505 1,486,958 1,159,762 Loans, private customers 656,419 577,500 435,463 Equity 191,217 179,172 163,615 Impairment of assets, measured at amortised cost 37,549 25,471 16,181 Provisions 2,478 1,166 1,071 Off-balance sheet items 5,169,843 5,327,214 5,765,607 Income Statement (EUR ,000) Net interest income 39,030 45,117 35,750 Net non-interest income 25,513 19,355 20.278 Staff costs (18,741) (18,648) (15,424) Other administrative costs (13,006) (14,366) (13,419) Depreciation (4,443) (3,548) (3,165) Impairment and provisions (16,965) (6,993) (4,306) Net income before taxes 11,248 23,527 19,712 Corporate income tax (2,450) (5,044) (4,531) Employees Number of employees at 31. 12. 541 535 451 Shares Number of shareholders 26 26 28 Book value of shares for nominal values below (EUR) 417.29 - - - 41.73 - - - 4.17 49.04 45.95 41.96 Number of shares for nominal values below 417.29 - - - 41.73 - - - 4.17 3,898,878 3,898,878 3,898,878 Equity Capital adequacy 10.3% 9.5% 8.5% Assets Quality and Commitments Impairment of assets measured at amortised cost and provision / Sorted assets and sorted off-balance sheet positions 1.3% 0.9% 0.7% Profitability Interest margin 1.3% 1.8% 1.8% Margin of financial brokerage 2.2% 2.7% 2.8% Return on assets before taxes 0.4% 1.0% 1.0% Return on equity before taxes 6.1% 13.6% 12.7% Return on equity after taxes 4.8% 10.6% 9.8% Operating costs Operating costs/average assets volume 1.2% 1.5% 1.6% Liquidity Average liquid assets / average short-term deposits non-banks 37.9% 28.7% 27.9% Average liquid assets / average assets 9.2% 6.7% 8.1% Financial Statements Balance Sheet Item Description Note 3. 2. 2009 3. 2. 2008 EUR ,000 Cash and cash balances with central banks 1 78,021 41,902 Financial assets held for trading 2 84,659 144,574 Financial assets designated at fair value through profit or loss 3 6,366 16,730 Available-for-sale financial assets 4 352,608 217,389 Derivatives - hedge accounting 5 5,672 2,324 Loans and receivables 6 2,658,049 2,353,905 To banks 561,125 289,447 To customers 2,096,924 2,064,458 Held-to-maturity financial assets 29,773 29,721 Non-current assets held for sale 8 65 466 Property, plant and equipment 9 9,530 9,532 Intangible assets 10 12,621 10,004 Tax assets 11 2,498 2,030 Current tax assets 822 - Deferred tax assets 1,676 2,030 Other assets 12 27,506 62,664 TOTAL ASSETS 3,267,368 2,89,24 Deposits from central banks 13 120,633 200,729 Financial liabilities held for trading 14 81,765 109,222 Derivatives - hedge accounting 15 13,992 6,942 Financial liabilities measured at amortised cost 16 2,836,581 2,370,378 Deposits from banks 1,602,586 1,267,167 Deposits from customers 820,753 642,287 Loans from banks 383,113 440,720 Subordinated liabilities 30,129 20,204 Provisions 17 2,478 1,166 Tax liabilities 18 1,253 2,485 Current tax liabilities - 2,256 Deferred tax liabilities 1,253 229 Other liabilities 19 19,449 21,147 TOTAL LIABILITIES 3,076,5 2,72,069 Share capital 20 16,258 16,258 Share premium 21 61,885 61,885 Fair value reserves 22 (182) (3,429) Retained earnings 23 108,857 95,216 Net profit for the year 24 4,399 9,242 TOTAL EQUITY 9,27 79,72 TOTAL LIABILITIES AND EQUITY OFF-BALANCE SHEET ITEMS 43 3,267,368 5,69,843 2,89,24 5,327,24 The notes form an integral part of the financial statements. Francesco Vercesi Member of the Management Board Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board Comprehensive Income Statement Statement of Income Item Description Note 2009 2008 EUR ,000 Interest income 25 118,606 146,486 Interest expense 26 (79,576) (101,369) Interest net income 39,030 45,7 Dividend income 27 1,638 41 Fee and commission income 28 20,413 19,140 Fee and commission expenses 29 (3,390) (2,360) Fee and commission net income 7,023 6,780 Realised gains and losses on financial assets and liabilities not measured at fair value through profit or loss 30 1,364 1,599 Gains and losses on financial assets and liabilities held for trading 31 834 (4,504) Gains and losses on financial assets and liabilities designated at fair value through profit or loss 32 144 566 Exchange differences 33 4,773 4,745 Gains and losses on derecognition of assets other than held for sale 34 (372) (82) Other operating net income 35 109 210 Administrative costs 36 (31,747) (33,014) Depreciation 37 (4,443) (3,548) Provisions 38 (1,354) (123) Impairment 39 (15,611) (6,870) Profit or loss from non-current assets held for sale (140) 2,610 PROFIT BEFORE TAX ,248 23,527 Tax expense 41 (2,450) (5,044) NET PROFIT FOR THE FINANCIAL YEAR 8,798 8,483 Earning per share (EUR) 24 2.26 4.74 Other comprehensive income statement Item Description 2009 2008 EUR ,000 Net profit/loss for the financial year, net of income tax 8,798 8,483 Other compehensive income, net of income tax (82) (3,429) Fair value changes from cash flow hedge (effective portion) (6,479) (5,25) Gains/losses recognised in fair value reserves (6,479) (5,251) Fair value changes from financial instruments available-for-sale 6,252 90 Gains/losses recognised in fair value reserves 6,169 910 Fair value reserves transferred to profit or loss 83 - Income tax on other comprehensive income 45 912 TOTAL COMPREHENSIVE INCOME FOR THE YEAR, NET OF INCOME TAX 8,66 5,054 The notes form an integral part of the financial statements. Francesco Vercesi Member of the Management Board Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board Financial Statements Statement of Changes in Shareholder's Equity 9,242 9,242 OPENING BALANCE FOR THE REPORTING PERIOD Total comprehensive income for the period Profit of loss for the financial year Other compehensive income, net of income tax Fair value reserves, Cash flow hedge Effective portion of changes in fair value Fair value reserves, Financial assets available-for-sale Change in fair value Net amount transferred to profit and loss Transfer of the net profit to reserves from profit CLOSING BALANCE FOR THE REPORTING PERIOD BALANCE SHEET AVAILABLE PROFIT FOR THE FINANCIAL YEAR Statement of Changes in Shareholder's Equity 2008 Item description OPENING BALANCE FOR THE REPORTING PERIOD Total comprehensive income for the period Net profit/loss for the financial year Other compehensive income, net of income tax Fair value reserves, Cash flow hedge Effective portion of changes in fair value Fair value reserves, Financial assets available-for-sale Change in fair value Net amount transferred to profit and loss Transfer of the net profit to reserves from profit CLOSING BALANCE FOR THE REPORTING PERIOD BALANCE SHEET AVAILABLE PROFIT FOR THE FINANCIAL YEAR 6,258 6,885 (4,48) 79 95,26 9,242 79,72 4,399 4,399 8,798 (1,035) (1,035) 4,199 4,199 83 83 9,242 (9,242) ­ 6,258 6,885 (5,83) 5,00 08,857 4,399 9,27 4,399 4,399 -9,242 9,242 18,484 (5,389) (5,389) 2,462 2,462 7,591 (7,591) ­ 6,258 6,885 (4,48) 79 95,26 9,242 79,72 The notes form an integral part of the financial statements. Francesco Vercesi Member of the Management Board Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board Cash Flow Statement PositonItem description 2009 2008 EUR ,000 A. CASH FLOWS FROM OPERATING ACTIVITIES a) Total profit or loss before tax ,248 23,528 Depreciation 4,443 3,548 Impairments / (reversal of impairments) of financial assets held to maturity 15,611 6,870 Impairments of tangible assets, investment property, intangible fixed assets and other assets - - Net (gains) / losses from exchange differences (4,773) (4,745) Net (gains) / losses from financial assets held to maturity (53) (4) Other (gains) / losses from financing activities (129) (10,686) Net unrealised gains in fair value reserves from financial assets available for sale (excluding effect of deferred tax) 5,342 3,144 Net unrealised gains in fair value reserves from hedging of cash flows against risks (excluding effect of deferred tax) (1,228) (6,842) Other adjustments to total profit or loss before tax 1,354 123 Cash flow from operating activities before changes in operating assets and liabilities 3,85 4,936 b) (Increases) / decreases in operating assets (22,626) (456,02) Net (increase) / decrease in financial assets held for trading 686 28,802 Net (increase) / decrease in financial assets designated at fair value through profit or loss 10,320 4,392 Net (increase) / decrease in financial assets available for sale (156,376) (12,602) Net (increase) / decrease in loans and receivables (8,195) (425,069) Net (increase) / decrease in other assets 30,939 (51,625) c) (Increases) / decreases in operating liabilities 392,690 63,583 Net increase / (decrease) in financial liabilities to central bank (80,000) 200,729 Net increase / (decrease) in deposits, loans and receivables and debt securities measured at amortised cost 474,464 402,440 Net increase / (decrease) in other liabilities (1,774) 10,414 d) Cash flow from operating activities (a+b+c) 30,879 72,47 e) Income taxes (paid) refunded (5,07) ,50 f) Net cash flow from operating activities (d+e) 296,86 73,98 B. CASH FLOWS FROM INVESTING ACTIVITIES a) Receipts from investing activities 266 ,503 Receipts from the sale of tangible assets and investment properties - 49 Receipts from non-current assets or liabilities held for sale 266 1,454 b) Cash payments on investing activities (7,4) (39,428) (Cash payments to acquire tangible assets and investment properties) (2,196) (4,900) (Cash payments to acquire intangible fixed assets) (5,215) (4,811) (Cash payments to acquire held-to-maturity investments) - (29,717) c) Net cash flow from investing activities (a-b) (7,44) (37,925) C. CASH FLOWS FROM FINANCING ACTIVITIES a) Cash proceeds from financing activities 0,000 20,204 Cash proceeds from subordinated liabilities issued 10,000 20,204 b) Cash payments on financing activities - - c) Net cash flow from financing activities (a-b) 0,000 20,204 D. Effects of change in exchange rates on cash and cash equivalents ,854 ,545 E. Effects of change in fair value on cash and cash equivalents 570 2,726 F. Net increase in cash and cash equivalents (Af+Bc+Cc) 299,77 56,98 G. Opening balance of cash and cash equivalents 390,57 230,049 H. Closing balance of cash and cash equivalents (D+E+F+G) 692,658 390,57 Francesco Vercesi Member of the Management Board Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board Financial Statements 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 2008, the Bank was operating a total of 20 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, via A. Specchi, 16, Italy. UniCredit Banka Slovenija d.d. has an 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 transaction services in accordance with the Payment Transaction Act (ZPlaP), excluding payment system management services; • Issuing and management of payment instruments (i.e. credit cards and travellers cheques); • 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. These unconsolidated financial statements have been approved for issue by the Management Board on 22nd February 2010. 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 unconsolidated 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. As of the date of issuing these financial statements, the IFRS as adopted by the European Union do not differ from the IFRS as issued by the IASB, except for portfolio hedge accounting under IAS 39 which has not been approved by the EU. The Bank does not use portfolio hedging and hence has determined that portfolio hedge accounting under IAS 39 would have no impact on the financial statements had it been approved by the EU as of the balance sheet date. These financial statements are prepared in accordance with the International Financial Reporting Standards (IFRS) under the historical cost convention, except for certain financial instruments measured at fair value. The Bank has no associates with the controlled interest, so is not obliged to prepare consolidated financial statements. USE OF ESTIMATES AND JUDGEMENTS The preparation of financial statements requires 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. According to the definition of the fair value, in line with IFRS 7, the Bank classifies financial assets in three leves, which are: • Level 1: fair value are determined in whole, directley by reference to published price quotations in an active markets; • Level 2: fair value are determined partly by refference to published price quotations in an active markets; • Level 3: fair value are determined using the valuation technique. The Bank classifies financial assets in the highest possible level. (b) Impairment Impairment allowances for counterparty’s financial assets are for non-private customers evaluated individually based upon best estimate of the present value of the cash flow that are expected to be received. In estimating these cash flows, the Bank makes judgments about counterparty’s financial situation, past repayment (in)discipline and repayment pattern. Net realizable value of any underlying collateral is taken into calculation only when exposure expired or is cancelled due to broken contractual clauses. Collateral valuation taken into impairment calculation is based on the Bank’s experiences and valuations if and when available. The Bank is also using different collateral factors in aspect of conservative approach to value of available collateral. The Bank is creating impairments on a monthly basis; the procedure is covered with guidelines and is supported by IT solutions. Each impaired asset is assessed on its merits, and the work-out strategy and estimate of cash flows considered recoverable are independently approved by the Credit Risk function. The Bank is using a collective assessment for private customers. Impairment allowances cover credit losses inherent in portfolios of loans and advances. In assessing the need for collective loss allowances, 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 yearly basis, based on portfolio quality and so-called detection period. CHANGES IN ACCOUNTING POLICIES Pursuant to these amendments of IAS 39 and IFRS 7, issued in October 2008, the Bank reclassified certain financial assets out of trading assets to available-for-sale financial assets and to held to maturity financial assets. The Bank realised that due to current market situation it will not sell them in the near term. Reclassifications were made at fair value at the date of reclassification, 1 December 2008. Book values and fair values of the reclassified financial assets and the effect the Statement of income, if the financial assets were not reclassified the Bank shows in the note 4 Available-for-sale financial assets and note 7 Held-to-maturity financial assets. The revised IAS 1 Presentation of Financial Statements effective from 1 January 2009 requires information in financial statements to be aggregated on the basis of shared characteristics and introduces a Statement of comprehensive income, which will replace “Statement of Income”. Statement of comprehensive income is presented in two separate statements: Statement of Income and Statement of Other Comprehensive Income. Presentation of items of net profit does not affect the content not the net profit for the financial year. Revised IAS 23 - Borrowing Costs effective form 1 January 2009 requires that the borrowing costs, directley attributable to the acquisition, construction or production of a qualifying asset are capitalized as part of the cost of that asset. As the Bank acquires tangible and intangible assets with exclusiveley own founds, there are no borrowing costs, directley attributable to the acquisition, construction or production of the assets. NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED A number of new standards, amendments to standards and interpretations are not yet effective for the year ended 31 December 2009, and have not been applied in preparing these financial statements: • The revised IFRS 3 Business Combinations: The scope of the revised Standard has been amended and the definition of a business has been expanded. The revised Standard also includes a number of other potentially significant changes including: - All items of consideration transferred by the acquirer are recognized and measured at fair value as of the acquisition date, including contingent consideration.; -Subsequent change in contingent consideration will be recognized in profit or loss; - Transaction costs, other than share and debt issuance costs, will be expensed as incurred; - The acquirer can select to measure any non-controlling interest at fair value at the acquisition date (full goodwill), or at its proportionate interest in the fair value of the identifiable assets and liabilities of the acquiree, on a transaction-by-transaction basis. The revised IFRS 3 is not relevant to the Bank’s operations as the Bank does not have any interests in subsidiaries that will be affected by the revisions to the Standard. Revised Standard is effective on or after 1 July 2009. • The revised IAS 27 Consolidated and Separate Financial Statements replaces the term “minority interest” with “non­controlling interest”, and defines it as "the equity in a subsidiary not attributable, directly or indirectly, to a parent". The revised Standard also amends the accounting for non-controlling interest, the loss of control of a subsidiary, and the allocation of profit or loss and other comprehensive income between the controlling and non-controlling interest. Financial Statements Summary of Accounting Policies The Bank has not yet completed its analysis of the impact of the revised Standard. Revised Standard is effective on or after 1 July • Amendment to IAS 32 Financial Instruments: Presentation - Classification of Rights Issues. The amendment requires that rights, options or warrants to acquire a fixed number of the entity’s own equity instruments for a fixed amount of any currency, are equity instruments if the entity offers the rights, options or warrants pro rata to all of its existing owners of the same class of its own non-derivative equity instruments. • The amendments to IAS 32 are not relevant to the Group’s financial statements as the Group does not apply hedge accounting. Standard is effective on or after 1 February 2010. • Amendment to IAS 39 Financial Instruments: Recognition and Measurement - Eligible Hedged Items. The amended Standard clarifies the application of existing principles that determine whether specific risks or portions of cash flows are eligible for designation in a hedging relationship. In designating a hedging relationship the risks or portions must be separately identifiable and reliably measurable; however inflation cannot be designated, except in limited circumstances. The Bank has not yet completed its analysis of the impact of the amendments to the Standard. Standard is effective on or after 1 July 2009. • IFRIC 12 Service Concession Arrangements. The Interpretation provides guidance to private sector entities on certain recognition and measurement issues that arise in accounting for public-to­private service concession arrangements. IFRIC 12 is not relevant to the Group’s operations as none of the Group entities have entered into any service concession arrangements. Standard is effective on or after 1 April 2009. • IFRIC 15 Agreements for the Construction of Real Estate clarifies that revenue arising from agreements for the construction of real estate is recognized by reference to the stage of completion of the contract activity in the following cases: - The agreement meets the definition of a construction contract in accordance with IAS 11.3; - The agreement is only for the rendering of services in accordance with IAS 18 (e.g. the entity is not required to supply construction materials); and - The agreement is for the sale of goods but the revenue recognition criteria of IAS 18.14 are met continuously as construction progresses. In all other cases, revenue is recognized when all of the revenue recognition criteria of IAS 18.14 are satisfied (e.g. upon completion of construction or upon delivery). IFRIC 15 is not relevant to the Bank’s operations as it does not provide real estate construction services nor develops real estate for sale. Standard is effective on or after 1 January 2010. • IFRIC 16 Hedges of a Net Investment in a Foreign Operation explains the type of exposure that may be hedged, where in the group the hedged item may be held, whether the method of consolidation affects hedge effectiveness, the form the hedged instrument may take and which amounts are reclassified from equity to profit or loss on disposal of the foreign operation. IFRIC 16 is not relevant to the Bank’s operations as it does not have any investments in a foreign operation. Standard is effective on or after 1 July 2009. • IFRIC 17 Distributions of Non-cash Assets to Owners applies to non-reciprocal distributions of non-cash assets to owners acting in their capacity as owners. In accordance with the Interpretation a liability to pay a dividend shall be recognised when the dividend is appropriately authorised and is no longer at the discretion of the entity and shall be measured at the fair value of the assets to be distributed. The carrying amount of the dividend payable shall be remeasured at each reporting date, with any changes in the carrying amount recognised in equity as adjustments to the amount of the distribution. When the dividend payable is settled, the difference, if any, between the carrying amount of the assets distributed and the carrying amount of the dividend payable shall be recognised in profit or loss. As the interpretation is applicable only from the date of application, it will not impact the financial statements for periods prior to the date of adoption of the interpretation. Further, since it relates to future dividends that will be at the discretion of the Management Board / shareholders it is not possible to determine the effects of application in advance. Standard is effective on or after 1 November 2009. • IFRIC 18 Transfers of Assets from Customers. The Interpretation requires an entity that receives a contribution in the scope of the Interpretation to recognize the item as an asset at its fair value if the transferred item meets the criteria for property, plant, and equipment in IAS 16, Property, Plant and Equipment. The Interpretation also requires the entity to recognize the amount as revenue; the timing of revenue recognition depends on the facts and circumstances of the particular arrangement. IFRIC 18 is not relevant to the Group’s financial statements as the Group does normally receive contributions from customers. Standard is effective on or after 1 November 2009. FOREIGN CURRENCY TRANSLATION Functional and presentation currency: Items included in the financial statements for both years, 2009 and 2008, are measured in euros, which is the Bank’s functional and presentation currency. Transactions and balances: Foreign currency transactions are translated into the functional currency using the European Central Bank exchange rates at the dates of transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the income statement except when deferred in equity as qualifying cash flow hedges and available-for-sale investments. Forward transactions denominated in a foreign currency are translated into euro using the forward rate. The spot rates of exchange used in preparation of the Bank’s balance sheet as of the reporting date were as follows: Currency 3. 2. 2009 3. 2. 2008 CHF 1.4836 1.4098 USD 1.4406 1.4963 FINANCIAL ASSETS The Bank classifies its financial assets into the following categories: financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, and available-for-sale financial assets. The Bank determines the classification of its investments at initial recognition. All financial assets held by the Bank are recognized and derecognized using trade date accounting except loans and receivables, which are recognized on settlement date. When a financial asset is recognized initially, the Bank measures it at its fair value plus, in the case of a financial asset not-at-fair-value through profit or loss, transaction costs that are directly attributable to the acquisition of the financial asset. The Bank derecognizes a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by the Bank is recognized as a separate asset or liability. The Bank derecognizes a financial liability when its contractual obligations are discharged or cancelled or expire. (a) Financial Assets at Fair Value through Profit or Loss This category contains financial assets held for trading and those which are upon initial recognition designated by the Bank as at fair value through profit or loss. • A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or repurchasing in the near term or if it is a part of portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short-term profit-taking. Derivatives are also categorized as held for trading unless they are designated as hedging instruments. Subsequent to the initial recognition, these financial assets are accounted for and stated at their fair value, which approximates the price quoted on recognized stock exchanges or calculated by acceptable valuation models. The fair value model 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 includes unrealized gains and losses in ”Gains and losses on financial assets and liabilities held for trading”. Interest earned on trading securities is accrued on a daily basis and reported in “Interest Income” in the Income Statement. • The Bank’s financial assets are designated at fair value through profit or loss when doing so significantly reduces measurement inconsistencies that would arise if the related derivatives were treated as held for trading and the underlying financial instruments were measured at effective interest method. Loans measured at fair value through profit or loss are fixed-rate loans which are hedged at the loans' reference rate with interest rate swaps. Loans are designated at their fair value through profit or loss in order to avoid a mismatch in the presentation of the economic content of a transaction. The change in fair value of loans is based on a marked to model methodology on a monthly basis. (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. The Bank assesses at each reporting date whether there is any indication that an asset may be impaired. If any such indication Financial Statements Summary of Accounting Policies exists, the Bank estimates the recoverable amount of the asset. An individual assessment of financial assets is used for all loans, apart from private customers, where a portfolio assessment of the quality of a financial asset is applied. (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. The Bank assesses at each reporting date whether there is any indication that an asset may be impaired. If any such indication exists, the Bank estimates the recoverable amount of the asset. (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 remeasured at their fair value. The Slovenian bond market is characterized by rather low liquidity and low issue volumes. Consequently the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond. In this 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. A gain or loss on an available-for-sale financial asset is recognized directly in equity, through the statement of changes in equity, 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 profit or loss. However, interest calculated are accrued daily using the effective interest method and are recognized in profit or loss. Dividends on an available-for-sale equity instrument are recognized in profit or loss when the Bank’s right to receive payment is established. 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 initially recognized at cost and subsequently remeasured 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. HEDGING INSTRUMENTS a) Fair Value Hedge In the year 2009, the Bank had not implemented fair value hedging. b) Cash Flow Hedge In accordance with the IFRS, cash flow hedges serve to hedge uncertain (variable) cash flows in the future. For this purpose, interest cash flows of the hedged items and related derivatives designated as hedging instruments are projected into the future (forecasted transactions). The hedge relates to the exposure to variability in cash flows associated with recognized assets or a recognized liabilities or a planned or forecasted transaction (or portions of the three) which will affect reported net income. In the case of cash flow hedge accounting, the hedging instrument is recognized at its fair value. The hedged items are interest cash flows (forecasted transactions) of underlying transactions. The underlying transactions in a cash flow hedge may be any customer or securities transaction, on the assets side or on the liabilities side of balance sheet, in which the interest rate is sensitive to changes in money market rates. Hedging instruments are any derivatives that can hedge the exposure to variability in the relevant cash flows. Changes in fair value are separated into an effective portion attributable to the hedge and an ineffective portion not attributable to the hedge. A hedge is considered as effective if, for each time bucket, the netted cash flows associated with the hedging instruments are smaller than or equal to the cash flows of the hedged item(s). The effective portions are recognized directly in equity (Fair Value Reserves, Cash Flow Hedge). The ineffective portion of the gain or loss on the hedging instrument is recognized in the Statement of Income. In order to avoid ineffectiveness, projections are made, especially for limits and potential causes of ineffectiveness. The Market Risk department runs an efficiency test at the end of each month. Cash flow hedges are used by the Bank for managing interest rate risk on an aggregated basis. The derivatives are not attributed to individual transactions. PROPERTY, PLANT AND EQUIPMENT AND INTANGIBLE ASSETS Property, plant and equipment as well as intangible assets are initially recognized at cost. The Bank has chosen for measurement after recognition cost model, which means that an asset is carried at its cost less any accumulated depreciation and any accumulated impairment losses. Depreciation is calculated on a straight-line basis. Land and assets in the course of construction are not depreciated. The useful lives are set out below: 3. 2. 2009 3. 2. 2008 Leasehold improvements 10 years 10 years Hardware 4 years 4 years Furniture, devices and motor vehichles 4-10 years 4-10 years Intangible assets -software 5 years 5 years The Bank periodically reviews the useful life and amends the period of depreciation if appropriate. Leasehold improvements are capitalized and depreciated over the lesser of their useful life or the remaining lease term on a straight-line basis. If of a minor extent, repairs and renewals are charged to the income statement when the expenditure is incurred. The Bank assesses whether assets may be impaired. If, and only if, the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. That reduction is an impairment loss. A reversal of an impairment loss for an asset is recognized immediately in profit or loss. The carrying amount of an item of property, plant and equipment is derecognized on disposal or when no future economic benefits are expected from its use or disposal. The gain or loss arising from derecognition of an item is included in profit or loss when the item is derecognized. The gain or loss arising from derecognition of an asset is determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item. OTHER ASSETS Other assets consist of prepaid expenses, accrued income, and other assets that are not disclosed under any other item. FINANCIAL LIABILITIES Financial liabilities are recognized at fair value. After initial recognition, the Bank measures all financial liabilities at amortized cost using the effective interest method. The Bank had not yet recognized any financial liabilities at fair value through profit or loss. The position “Financial Liabilities held for Trading” represents negative market value of derivatives. PROVISIONS A provision is recognized when the Bank has a present obligation 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-balance sheet 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. CASH FLOW STATEMENT For the purpose of the cash flow statement, 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. 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. 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; • Anticipated increase of jubilee awards; • Mortality rates - Slovenian mortality table 2000-2002; • Fluctuation (termination without payment) depending on the Bank’s past experience in service time; • Retirement age: 59 for women, 61 for men; • The Bank’s most recent employee data (the length of employment with the Bank, age, gender, average salary); Financial Statements Summary of Accounting Policies • Average monthly salary in the Republic of Slovenia; • If, on the valuation date, the calculated retirement age has already been reached or exceeded, the retirement has been assumed to take place 6 months after the valuation date. These obligations are measured at present value of future cash outflows. The gains and losses are recognized in the income statement. Actuarial gains and losses, arising from experience adjustments and from changes in actuarial assumptions, in excess of the greater of ten percent of the value of plan assets or ten percent of the defined benefit obligation, are charged or credited to income over the expected average remaining working life-time of the related employees. 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. UniCredit Group established a medium/long-term share options and performace shares program, granting equity instruments by UniCredit Italiano S.p.A. to selected managers and employees if the various Group Subsidiaries. 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 and the 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 conditions for the Stocks are 1 year, westing conditions for the Stock Options are 4 years. Granted Stock's are exercisable in 4 years, whereas Stock Options are exercisable in 10 - 13 years. 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. 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, no diluted earning per share is calculated. 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. 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 income statement using the effective interest method. IMPAIRMENT LOSSES ON LOANS AND RECEIVABLES The Bank assesses at each reporting date whether there is any indication that loan or receivable may be impaired. If such indication exists, 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 discounted at the asset’s original effective interest rate. The amount of the loss is recognized in profit or loss. 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 income statement 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 21 % (22 % in the year 2008), for deferred taxes 20 % (21 % in the year 2008) was used, which is the corporate income tax in 2010. Deferred taxes are provided for temporary differences arising between the tax bases of assets and liabilities and their carrying amount on the balance sheet. 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 Assets managed by the Bank in its capacity as a nominee, trustee or agent are not assets of the Bank and are accordingly not included in these financial statements. SEGMENT REPORTING The Bank did not decide to disclose segment information as its equity is not publicly traded and it is not in the process of issuing equity or debt securities in public securities markets. 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. As of 31 December 2009, 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 Group, including directors and officers of the Bank and close members of the families of such individuals; • 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. Financial Statements Notes on the Financial Statements Notes on the Balance Sheet Note 1: Cash and cash balances with central banks EUR ,000 3. 2. 2009 3. 2. 2008 Cash 2,454 2,633 Balances with the Central Bank 65,567 29,269 Minimum reserve with the Central Bank 25,567 29,269 Other balances with the Central Bank 40,000 - Total 78,02 4,902 The European Central Bank (ECB) requires credit institutions established in participating Member States to hold minimum reserves, they are to be held on accounts with the ECB and participating national central banks. It is essential that credit institutions hold their balances only with the participating national central banks. Liabilities owed to any other credit institution and participating national central bank and liabilities owed to ECB shall be excluded from the reserve base. A reserve ratio of 2 % shall apply to the following liability categories: -Overnight deposits; - Deposits with an agreed maturity up to two years; - Deposits redeemable at notice up to two years; -Debt securities issued with an agreed maturity up to two years. A reserve ratio of 0 % shall apply to the following liability categories: - Deposits with agreed maturity over two years; - Deposits redeemable at notice over two years; -Repos; -Debt securities issued with an agreed maturity over two years. An allowance of 100 thousand euros, to be deducted from the amount of the minimum reserves, is granted. The Bank’s minimum reserve calculated based on volumes as of 31 December 2009 amounts to 14,622 thousand euros. The Bank has to hold it in the period from 10 February 2010 till 9 March 2010. Note 2: Financial assets held for trading EUR ,000 Equity instruments 9 Shares, corporates 191 Debt instruments 2,644 Bonds, Republic of Slovenia - Bonds, central government units 2,644 Bonds, banks - Derivatives held for trading - Forwards - Options - Swaps - Total 2,835 -9 -191 4,67 7,35 4,671 4,671 -2,644 77,53 77,53 118 118 34,330 34,330 42,705 42,705 8,824 84,659 4,09 24,43 28,252 -23,532 23,532 4,109 -4,109 -611 -6,322 6,322 -5,324 5,324 -64,903 64,903 -46,095 46,095 4,09 40,465 44,574 The Slovenian bond market is characterized by rather low liquidity and low issue volumes. Consequently, the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond. Therefore the value of the majority of bonds in the Bank’s trading portfolio is measured by valuation model. 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, München. Notional values of derivatives are disclosed in Note 43. Clarification on determination of the fair value hierarchy is in Accounting principles under Use of estimates and judgements, determining fair values. Debt instruments EUR ,000 2009 2008 Balance at . . 28,252 35,007 Increases 649,030 69,066 Purchase 649,030 614,163 Positive changes in fair value - 4,903 Decreases (669,967) (725,82) Sales / Redemption (669,498) (597,542) Reclassification to available-for-sale financial assets - (95,531) Reclassification to held-to-maturity financial assets - (29,640) Negative changes in fair value (469) (3,108) Balance at 3. 2. 7,35 28,252 Equity instruments EUR ,000 2009 2008 Balance at . . - - Increases 26 72,77 Purchase 216 721,177 Decreases (25) (72,77) Sales / Redemption - (474,829) Negative changes in fair value (25) (246,348) Balance at 3. 2. 9 - Note 3: Financial assets designated at fair value through profit or loss EUR ,000 3. 2. 2009 3. 2. 2008 Level 3 Level 3 Loans 6,366 16,730 Total 6,366 6,730 Financial Statements Notes on the Financial Statements Annual changes, level 3 EUR ,000 2009 2008 Balance at . . 6,730 20,444 Increases ,38 2,08 New loans 651 1,400 Positive changes in fair value 145 564 Exchange rate differences 342 117 Decreases (,502) (5,795) Redemption (11,167) (5,792) Exchange rate differences (335) (3) Balance at 3. 2. 6,366 6,730 Loans designated at fair value through profit or loss bear fixed interest rate and are hedged to reference interest rate by interest rate swap. Interest rate swap is recognized at fair value, therefore is also a loan designated at fair value through profit or loss. The largest exposure to the credit risk from the loan, given to the non-resident on 31 December 2009 amounts to 4,794 thousand euros. Clarification on determination of the fair value hierarchy is in Accounting principles under Use of estimates and judgements, determining fair values. Note 4: Available-for-sale financial assets 53,698 -229 53,927 -163,160 -163,160 35,487 --35,487 -87,043 12,991 100,034 89,85 250,203 3,220 352,608 --282 282 -136,876 -136,875 30,812 --30,812 -9,648 30,225 39,874 9,546 --9,546 40,358 46,524 30,507 27,389 The Slovenian bond market is characterized by rather low liquidity and low issue volumes. Consequently, the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond. Therefore, fair value of the majority of bonds in the Bank’s Available-for-sale portfolio is measured by valuation model. Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. As at December 31, the pool of securitis eligible for borrowings from the Central banks amounts to 207,552 thousand euros. Annual changes, shares, level 3 Annual changes, bonds, level 3 EUR ,000 2009 2008 Balance at . . 282 350 Increases - ,204 Purchase - - Positive changes in fair value and exchange rate differences - 1,204 Decreases (53) (,272) Sales - (1,272) Negative changes in fair value (53) - Balance at 3. 2. 229 282 EUR ,000 2009 2008 Balance at . . 30,225 29,857 Equity instruments 93 406 Purchase - 263 Positive changes in fair value and exchange rate differences 93 143 Balance at . . (7,327) (37) Sales (17,290) - Negative changes in fair value (37) (37) Balance at 3. 2. 2,99 30,225 Annual changes, bonds EUR ,000 2009 2008 Balance at . . 27,07 5,027 Increases 27,22 2,756 Purchase 121,856 22,968 Reclassification from Financial assets held for trading - 95,530 Positive changes in fair value 5,356 3,258 Exchange rate differences - - Decreases (45,638) (9,676) Sales / Redemption (44,987) (19,561) Negative changes in fair value (651) (115) Balance at 3. 2. 298,68 27,07 Financial assets reclassified out of trading 89,733 89,733 95,531 95,531 95,923 95,923 assets to available-for-sale financial assets In the year 2009, the Bank sold debt securiteis in the amount of 9,513 thousand euros. If the Bank would not have made reclassifications of financial assets, its Statement of Income would differ in the following position in the following amount: EUR ,000 2009 2008 Gains and losses on financial assets and liabilities held for trading 3,323 392 Note 5: Derivatives - hedge accounting EUR ,000 3. 2. 2009 3. 2. 2008 Level 2 Level 2 Cash flow hedge 5,672 2,324 Total 5,672 2,324 Hedging derivatives are valued at fair value, which is a market price in the front-end system OPUS. Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. Clarification on determination of the fair value hierarchy is in Accounting Principles under Use of Estimates and Judgements, determining fair values. Financial Statements Notes on the Financial Statements Note 6: Loans and receivables Loans and receivables to banks EUR ,000 3. 2. 2009 3. 2. 2008 Demand deposits 62,719 92,977 Short-term loans 477,222 152,886 Long-term loans Total 21,184 56,25 43,584 289,447 EUR ,000 Short-term loans 30,40 (,396) 299,005 549,406 (7,600) 54,806 Corporates 253,491 (8,787) 244,704 476,838 (5,632) 471,206 Financial institutions 29,498 - 29,498 20,903 (2) 20,901 Public sector 325 - 325 10,108 - 10,108 Private customers 20,452 (2,609) 17,843 19,294 (1,966) 17,328 Non-residents 6,635 - 6,635 22,263 - 22,263 Long-term loans ,824,072 (26,53) ,797,99 ,540,523 (7,87) ,522,652 Corporates 904,004 (12,979) 891,025 785,179 (9,739) 775,440 Financial institutions 59,929 - 59,929 63,622 - 63,622 Public sector 129,861 - 129,861 30,680 - 30,680 Private customers 651,595 (13,019) 638,576 568,304 (8,132) 560,172 Non-residents 78,683 (155) 78,528 92,738 - 92,738 Total 2,34,473 (37,549) 2,096,924 2,089,929 (25,47) 2,064,458 Loans and receivables to customers Loans to corporates include loans to sole traders. The balance of loans to the employees on 31 December 2009 amounts to 17,534 thousand euros and 15,785 thousand euros on 31 December 2008. As at December 31 the pool of loans eligible for borrowings from the Central banks amounts to 98,063 thousand euros. Impairment EUR ,000 2009 2008 Balance at . . (25,47) (8,340) Increases (27,611) (20,347) Decreases 15,533 13,216 Balance at 3. 2. (37,549) (25,47) Note 7: Held-to-maturity financial assets EUR ,000 3. 2. 2009 3. 2. 2008 Level 3 Level 3 Bonds, banks 29,773 29,721 Total 29,773 29,72 EUR ,000 2009 2008 Balance at . . 29,72 - Increases 45 29,72 Reclassification from financial assets held for trading - 29,640 Purchase 145 77 Positive changes in fair value - 4 Decreases (93) - Sales / Redemption (93) - Balance at 3. 2. 29,773 29,72 As at 31 December, the total volume of the securities held-to-maturity was in the pool of securitis eligible for borrowings from the Central banks. Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. Financial assets reclassified out of trading assets to held­ 29,773 29,765 29,640 29,640 29,721 29,645 to-maturity financial assets If the Bank would not have made reclassifications of financial assets, its Statement of Income would differ in the following position in the following amount: EUR .000 2009 2008 Gains and losses on financial assets and liabilities held for trading (8) 5 Note 8: Non-current assets held for sale EUR ,000 3. 2. 2009 3. 2. 2008 Non-current assets held for sale received as payment of claims Total 65 65 466 466 Financial Statements Notes on the Financial Statements Note 9: Property, plant and equipment Cost Balance at . . Additions Transfer from work in progress Disposals Balance at 3. 2. Depreciation Balance at . . Depreciation for the year Disposals Balance at 3. 2. Net book value Balance at . . Balance at 3. 2. 8,054 1,116 -(102) 9,068 4,46 -441 (475) 4,2 5,95 -594 (251) 5,538 4 1,097 (1,036) -75 7,509 2,213 (0) (828) 8,893 3,92 825 (98) 3,99 2,847 617 (473) 2,99 ,938 676 (161) 2,453 ---- 7,977 2,118 (732) 9,363 4,862 5,49 ,299 ,2 3,257 3,085 4 75 9,532 9,530 5,628 3,634 3,725 2 3,099 2,426 --2,474 4,900 -759 1,713 (2,472) - -(247) (243) -(490) 8,054 4,46 5,95 4 7,509 2,630 2,457 ,570 -6,657 562 594 536 -1,692 -(204) (168) -(372) 3,92 2,847 ,938 -7,977 2,998 ,77 2,55 2 6,442 4,862 ,299 3,257 4 9,532 Bank has no contractual commitments for the ayquisition of property, plant and equipment. The Bank can not sell the leasehold improvements and has other contractual commitments related to them. The bank did not capitalised the borrowing costs related to the tangible assets. Note 10: Intangible assets EUR ,000 2009 2008 Cost Balance at . . 24,907 20,096 Additions 5,180 4,811 Disposal (3,148) - Balance at 3. 2. 26,939 24,907 Amortization Balance at . . 4,903 3,047 Amortization 2,325 1,856 Disposal (2,910) - Balance at 3. 2. 4,38 4,903 Net book value Balance at . . 0,004 7,049 Balance at 3. 2. 2,62 0,004 Intangible assets solely comprise computer software. Bank has no internally generated intangible assets. The contractual commitments for acquisition of intangible assets amounts to 115 thousand euros. The Bank has prolonged the useful lives of tangible assets with the remaining value in amounts of 2,718 thousand euros for a year. This lead to the higher costs for depriciation in the year 2009 for 170 thousands euros and in the next three years for 372 thousand euros. The cost for research and development amount to 1,777 thousand euros (1,780 thousand euros in year 2008), which the Bank has commited to the improvements of the existing business processes and tehnological solutions. The Bank did not capitalised the borrowing costs related to the intangible assets. Note 11: Tax assets EUR ,000 3. 2. 2009 3. 2. 2008 Current tax assets 822 - Deferred tax assets ,676 2,030 Assets / Liabilities held for trading 181 678 Loans to banks and loans to customers 21 43 Available-for-sale financial assets 17 - Property, plant and equipment, Intangible assets 22 28 Provisions for severance and jubilee salaries 137 140 Fair value reserves, Cash flow hedge 1,296 1,103 Fair value reserves, Available-for-sale financial assets 2 38 Total 2,498 2,030 Financial Statements Notes on the Financial Statements 2,030 (354) 1,141 157 889 (511) 229 ,024 229 1,024 ,80 (,378) 912 (867) 889 (511) Note 12: Other assets EUR ,000 3. 2. 2009 3. 2. 2008 Claims arising from settlement of securities - 43,897 Other claims arising from settlement of transactions 2,326 3,442 Claims arising from post-financing transactions 12,541 14,289 Deferred expenses and accrued income 872 566 Claims for fees 681 419 Impairment on claims for fees (18) (13) Given advances 32 22 Other assets 14,639 63 Impairment on other assets Total (3,567) 27,506 (21) 62,664 Other assets include claims from termination of interest rate swap. Impairment on other assets represents mainly claim from termination of interest rate swap. Note 13: Deposits from central banks EUR ,000 3. 2. 2009 3. 2. 2008 Short-term debts arising from loans and advances from base money supply against pledged securities 120,633 200,729 Total 20,633 200,729 For short-term debts to central banks, the Bank is included in the pool of securiteis eligible for borrowings from the Central Bank under conditions, consistent with the monetary policy of the Bank of Slovenia. Note 14: Financial liabilities held for trading EUR ,000 3. 2. 2009 Level 2 3. 2. 2008 Level 2 Derivatives held for trading 8,765 07,43 Forwards 543 4,573 Options 34,330 64,925 Swaps 46,892 37,915 Other financial liabilities held for trading - ,809 Total 8,765 09,222 Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. Note 15: Derivatives - hedge accounting EUR ,000 3. 2. 2009 3. 2. 2008 Level 2 Level 2 Cash flow hedge 13,992 6,942 Total 3,992 6,942 Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. Note 16: Financial liabilities measured at amortised cost Deposits from banks EUR ,000 3. 2. 2009 3. 2. 2008 On demand 12,428 5,078 Short-term deposits 1,144,155 644,965 Long-term deposits Total 446,003 ,602,586 617,124 ,267,67 Loans from banks EUR ,000 3. 2. 2009 3. 2. 2008 Short-term loans - 29,328 Long-term loans 383,113 411,392 Total 383,3 440,720 Financial Statements Notes on the Financial Statements Deposits from customers EUR ,000 3. 2. 2009 3. 2. 2008 On demand 274,444 238,397 Corporates 147,363 129,406 Financial institutions 4,043 2,033 Public sector 4,998 8,307 Private customers 90,112 73,522 Non-residents 27,928 25,129 Short-term deposits 439,87 342,542 Corporates 90,245 125,687 Financial institutions 30,928 22,908 Public sector 225,324 79,515 Private customers 69,465 98,377 Non-residents 23,855 16,055 Long-term deposits 06,492 6,348 Corporates 4,427 1,771 Financial institutions 1,053 7,255 Public sector 1,452 1,461 Private customers 94,514 46,925 Non-residents Total 5,046 820,753 3,936 642,287 Deposits from corporates also include deposits from sale traders. Subordinated liabilities EUR ,000 3. 2. 2009 3. 2. 2008 Subordinated liabilities to banks Total 30,129 30,29 20,204 20,204 In the year 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 the year 2009, the Bank signed an additional subordinated loan facility agreement for 10,000 thousand euros with loan interaste rate Euribor + 3 %. Both facility amounts were signed with UniCredit Bank Austria AG and fully drawn. Note 17: Provisions EUR ,000 3. 2. 2009 3. 2. 2008 For pending legal cases 119 5 For severance and jubilee salaries 880 794 For operational risk - money laundering 14 14 Potential losses 931 - For off-balance sheet items Total 534 2,478 353 ,66 Balance at . . Increases Decreases Use of provisions Other decreases Balance at 3. 2. 5 794 4 -353 ,66 9 27 -93 86 ,993 (5) (41) --(635) (681) -(41) ---(41) (5) ---(635) (640) 9 880 4 93 534 2,478 3 626 4 48 ,07 5 84 -555 744 (3) (6) -(620) (649) (12) (16) --(28) (1) --(620) (621) 5 794 4 353 ,66 Provisions for severance and jubilee salaries have increased due to the actuarial losses/gains. Provisions for Potential losses were built due to the repo settlement agreement. Note 18: Tax liabilities EUR ,000 3. 2. 2009 3. 2. 2008 Current tax liabilities - 2,256 Deferred tax liabilities ,253 229 Fair value reserves, Available-for-sale financial assets 1,253 229 Total ,253 2,485 Note 19: Other liabilities EUR ,000 3. 2. 2009 3. 2. 2008 Liabilities arising from settlement of securities 54 7,119 Other liabilities arising from settlement of transactions 8,446 3,140 Accrued expenses and deferred income 6,120 5,962 Liabilities to suppliers 2,241 2,441 Liabilities arising from gross salaries 1,160 1,133 Liabilities for taxes and contributions 457 365 Liabilities for fees 75 70 Other liabilities 896 917 Total 9,449 2,47 Financial Statements Notes on the Financial Statements Note 20: Share capital EUR ,000 3. 2. 2009 3. 2. 2008 Ordinary shares - subscribed by privates 1 1 Ordinary shares - subscribed by foreign banks Total 16,257 6,258 16,257 6,258 The Bank’s share capital on 31st December 2009 amounts to 16,258,321 euros and is comprised of 3,898,878 pieces of ordinary non-par­value shares, which are fully paid. Each non-par-value share entitles its holder to one vote when concluding decisions at the Bank’s General Meeting of Shareholders, to share in profit (dividend) and to appropriate share in remaining assets after the Bank’s liquidation or bankruptcy. The Bank had not paid out dividends for years 2009 and 2008. Note 21: Share premium EUR ,000 3. 2. 2009 3. 2. 2008 Payments in excess of nominal amounts of paid-up shares 45,861 45,861 Share premium account arising from general capital revaluation adjustment 16,024 16,024 Total 6,885 6,885 Note 22: Fair value reserves EUR ,000 3. 2. 2009 3. 2. 2008 Fair value reserves, Cash flow hedge (5,183) (4,148) Fair value reserves, Available-for-sale financial assets Total 5,001 (82) 719 (3,429) Fair value reserves, Cash flow hedge EUR ,000 2009 2008 Balance at . . (4,48) ,24 Gross value (5,251) 1,591 Deferred taxes 1,103 (350) Increases  - Gross value 11 - Deferred taxes - - Decreases (,046) (5,389) Gross value (1,239) (6,842) Deferred taxes 193 1,453 Balance at 3. 2. (5,83) (4,48) Gross value (6,479) (5,251) Deferred taxes 1,296 1,103 Fair value reserves, Available-for-sale financial assets EUR ,000 2009 2008 Balance at . . 79 (,743) Gross value 910 (2,236) Deferred taxes (191) 493 Increases 5,0 2,462 Gross value 6,170 3,146 Deferred taxes (1,059) (684) Decreases (828) - Gross value (828) - Deferred taxes - - Balance at 3. 2. 5,00 79 Gross value 6,252 910 Deferred taxes (1,250) (191) Note 23: Retained earnings EUR ,000 3. 2. 2009 3. 2. 2008 Mandatory reserves 1,294 1,294 Other reserves from profit 107,563 93,922 Total 08,857 95,26 Note 24: Net profit for the year EUR ,000 3. 2. 2009 3. 2. 2008 Net profit for the year 8,798 9,681 Transfer to reserves from profit (4,399) (4,841) Total 4,399 9,242 Financial Statements Notes on the Financial Statements Earning per share EUR ,000 3. 2. 2009 3. 2. 2008 (1) Net profit for the year 8,798 18,484 (2) Number of shares 3,898,878 3,898,878 (3) Earning per share in euros () / (2) 2.26 4.74 Basic and diluted earnings per share are the same as the Bank has no dilutive instruments. Note 25: Interest income EUR ,000 2009 2008 Interest on deposits placed with the Central Bank 216 551 Interest on financial assets held for trading 19,261 21,275 Interest on financial assets designated at fair value through profit or loss 651 1,400 Interest on derivatives used for hedging 6,210 5,745 Interest on financial assets available for sale 10,624 4,680 Interest on loans and receivables 77,974 110,020 To banks 3,380 6,254 To customers 74,594 103,766 Interest from impaired loans 2,013 2,002 To customers 2,013 2,002 Interest on financial assets held to maturity 810 296 Other interest income 847 517 Total 8,606 46,486 Note 26: Interest expense EUR ,000 2009 2008 Interest on balances with the Central Bank 2,207 - Interest on financial liabilities held for trading 18,361 15,630 Interest on derivatives used for hedging 7,296 4,428 Interest on received deposits and loans 51,701 81,193 Paid to banks 40,161 64,627 Paid to customers 11,540 16,566 Other interest expenses Total 11 79,576 118 0,369 Interest expenses for subordinated loans amounts to 712 thousand euros for 2009 (708 thousand euros for 2008). Note 27: Dividend income EUR ,000 2009 2008 Dividends from financial assets available for sale 1,638 41 Total ,638 4 Note 28: Fee and commission income EUR ,000 2009 2008 Fees from collateral granted 1,306 1,125 Fees from payment operations 5,110 5,038 Fees from agency services and commission operations 295 1,590 Fees from securities business for customers 3,535 3,239 Fees from lending business 6,283 4,835 Other fees 3,884 3,313 Total 20,43 9,40 Note 29: Fee and commission expenses EUR ,000 2009 2008 Fees for banking services 2,271 1,223 Fees for carrying out agency and commission operations 171 195 Fees for securities business 620 627 Fees for performing payment operations 327 315 Total 3,390 2,360 Note 30: Realised gains and losses on financial assets and liabilities not measured at fair value through profit or loss EUR ,000 2009 2008 Realised gains ,908 ,695 On available-for-sale financial assets 1,874 1,391 On loans 13 304 On other financial assets and liabilities 21 - Realised losses (544) (96) On available-for-sale financial assets (443) (69) On loans (81) (15) On other financial assets and liabilities (20) (12) Total ,364 ,599 Within “Realised gains on avabilable-for-sale financial assets”, the Bank recognized gains realized with sale of its equity investment into Petrol d.d., in amount of 1,824 thousand euros and into Sava d.d., in amount to 48 thousand euros (in 2008 1,198 thousand euros into Ljubljanska borza, d.d. (Ljubljana Stock Exchange)). Financial Statements Notes on the Financial Statements Note 31: Gains and losses on financial assets and liabilities held for trading EUR ,000 2009 2008 Net gains on securities trading 598 1,485 Net gains on purchase and sale of foreign currencies 295 354 Net gains on derivatives (59) (6,343) Total 834 (4,504) Note 32: Gains and losses on financial assets and liabilities designated at fair value through profit or loss EUR ,000 2009 2008 Net gains on loans designated at fair value through profit or loss Total 144 44 566 566 Note 33: Exchange differences EUR ,000 2009 2008 Gains on exchange differences 324,361 1,170,500 Losses on exchange differences (319,588) (1,165,755) Total 4,773 4,745 Note 34: Gains and losses on derecognition of assets other than held for sale EUR ,000 2009 2008 Gains on derecognition - 12 Losses on derecognition (372) (94) Total (372) (82) Note 35: Other operating net income EUR ,000 2009 2008 Gains 294 406 Gains on release of accrued expense 51 302 Gains on operational risk 197 59 Other gains 46 45 Losses (85) (96) Memberships (95) (101) Losses from operational risk (39) (55) Other losses (51) (40) Total 09 20 Note 36: Administrative costs Staff costs EUR ,000 2009 2008 Gross salaries 13,339 12,242 Contributions for social security 1,046 1,059 Contributions for pension insurance 1,264 1,235 Other contributions levied on gross salaries 10 323 Other staff costs 3,082 3,789 Total 8,74 8,648 The expenses for unused holidays amount to 9 thousand euros (27 thousand euros in 2008). The accrued expenses on 31 December 2009 for equity settled share based payment amount to 119 thousand euros (76 thousand euros on December 31 2008). The expense for equity settled share based payment amounts to 44 thousand euros (36 thousand euros for 2008). Vesting conditions and fair value descriptions of the equity settled financial instruments are described in Summary of Accounting Policies, Employee benefits. Stocks and stock options 35,165 4.029 116,181 0.970 6,480 3.800 28,685 4.081 116,181 0.970 Financial Statements Notes on the Financial Statements Other administrative costs EUR ,000 2009 2008 Operating leasehold on premises 2,173 1,902 IT services 2,204 2,205 Communication 1,710 1,332 Consulting and auditing services 1,389 1,591 Other outsourced services 740 1,428 Marketing 1,592 2,796 Training 335 638 Material costs 474 615 Costs of fixed assets maintenance 880 491 Insurance 611 458 Travel costs 195 243 Other costs 703 667 Total 3,006 4,366 Consulting and auditing services include the audit of the financial statements for 2009 in the amount of 76 thousand euros provided by KPMG Slovenija, podjetje za revidiranje, d.o.o. The same audit company performed the audit of custody business which amounts to 5.5 thousand euros and the audit of capital adequacy in amount of 1.8 thousand euros. The costs of tax advisory by Ernst & Young Svetovanje d.o.o. amount to 16 thousand euros. The Bank rents a number of branches and office premises. Rental contracts usually run for up to 15 years with the option to renew or cancel them. The minimum future obligations for rental payments less than one year amount to 2,124 thousand euros (in 2008: 2,101 thousand euros). The Bank does not have minimum future obligations for rental payments for more than one year. Note 37: Depreciation EUR ,000 2009 2008 Depreciation of property, plant and equipment 2,8 ,692 Depreciation of leasehold improvements 826 562 Depreciation of computer hardware 617 595 Depreciation of other equipment 675 535 Amortisation of intangible assets Total 2,325 4,443 ,856 3,548 Note 38: Provisions EUR ,000 2009 2008 For pending legal cases (114) (5) For severance and jubilee salaries (127) (185) For potential losses (931) - For off-balance sheet items (181) 67 Total (,354) (23) Reconcilliation between the beginning balance and end balance of provisions with interpretation is in note 17. Note 39: Impairment EUR ,000 2009 2008 Impairment of available-for-sale financial assets 83 - Impairment of financial assets, measured at cost 5,528 6,870 Increase 29,569 17,363 Loans 25,972 17,308 Fees 19 17 Other assets 3,578 38 Decrease (14,041) (10,493) Loans (13,995) (10,460) Fees (14) (16) Other assets (32) (17) Total 5,6 6,870 Note 40: Profit or loss from non-current assets held for sale EUR ,000 2009 2008 Profit from non-current assets held for sale 22 2,618 Loss from non-current assets held for sale (162) (8) Total (40) 2,60 When property and equipment is held for sale and sale is highly probable, the Bank classifies it as non-current asset held for sale. Profit or loss from sales transaction is recognized in the above-shown positions. Note 41: Tax expense EUR ,000 2009 2008 Current tax 1,938 5,508 Deferred tax 511 (464) Total 2,450 5,044 23,527 22.00% 5,176 (6.12%) (1,440) 0.90% 212 (1.97%) (464) (0.60%) (142) (1.37%) (322) 6.63% 1,560 2.44% 5,044 Financial Statements Notes on the Financial Statements Notes to the Cash Flow Statement Note 42: Cash and cash equivalents EUR ,000 3. 2. 2009 3. 2. 2008 Cash 12,454 12,633 Minimum reserve with the Central Bank 25,567 29,269 Other balances with the central bank 40,000 - Financial assets held for trading 4,671 23,532 Available-for-sale financial assets 70,026 95,197 Loans to banks with maturity up to 3 months 539,940 229,886 Total 692,658 390,57 Financial assets held for trading and available-for-sale financial assets comprise the Republic of Slovenia bonds. Notes to the Off-balance Sheet Items Note 43: Off-balance sheet items EUR ,000 3. 2. 2009 3. 2. 2008 Financial guarantees 47,962 59,860 Non-financial guarantees 64,954 85,311 Committed credit and overdraft lines 278,985 241,851 Creditors on spot business 42,104 39,612 Uncovered documentary letters of credit - nostro 2,275 3,589 Covered documentary letters of credit - nostro 3,503 2,264 Confirmations on documentary letters of credit - loro 120,728 200,712 Lended securities - 55 Notional amount of derivatives 4,609,332 4,693,960 Total 5,69,843 5,327,24 Guarantees Derivatives EUR ,000 2009 2008 Balance at . . 45,7 35,276 Increases 33,86 36,678 Issued guarantees 115,698 105,952 Exchange rate differences 17,488 30,726 Decreases (65,44) (26,782) Redemption (672) (226) Switched-off guarantees (140,132) (96,284) Exchange rate differences (24,637) (30,272) Balance at 3. 2. 2,96 45,7 EUR ,000 3. 2. 2009 Level 2 3. 2. 2008 Level 2 Forwards and futures 282,531 186,492 Interest options 649,085 713,305 Currency options 781,130 987,227 Commodity options - 725 Interest swaps 2,884,432 2,788,359 Held for trading 2,005,696 2,571,513 Held for hedging 878,736 216,846 Commodity swaps 12,153 17,852 Total 4,609,332 4,693,960 Clarification on determination of the fair value hierarchy is in the Accounting principles under the Use of estimates and judgements, determining fair values. Note 44: Fiduciary activities EUR ,000 3. 2. 2009 3. 2. 2008 Cash from clients for brokerage with financial instruments 5,955 3,533 Receivables from brokerage business with financial instruments 76 7,942 Receivables from managing financial instruments 4,569 809 Receivables from custody business 3,154,032 887,137 Receivables with the Central Securities Clearing Corporation for sold financial instruments 95 810 Receivables from settlement business - 7,327 Cash of customers from other fiduciary activities - 16 Receivables from other businesses on behalf and for account of third parties Assets total 336,775 3,50,502 121,350 ,028,924 Liabilities to customers from money and financial instruments 3,164,651 892,890 Liabilities to the Central Securities Clearing Corporation for financial instruments bought 76 7,327 Liabilities to bank for commissions, expenses, etc. - 13 Liabilities from settlement business - 7,327 Liabilities from other businesses on behalf and for account of third parties Liabilities total 336,775 3,50,502 121,367 ,028,924 Financial Statements Notes on the Financial Statements Note 45: Agency services EUR ,000 3. 2. 2009 3. 2. 2008 Liabilities of settlement account or transaction accounts for clients’ funds 3,58,772 896,698 From financial instruments 3,158,677 895,888 To the Central Securities Clearing Corporation or to bank’s settlement account for sold financial instruments 95 810 Cash from clients 5,955 3,533 On settlement account for clients’ funds 3,867 2,098 On banks’ transaction accounts 2,088 1,435 Assets total Liabilities of settlement account or transaction accounts for clients’ funds 3,64,727 3,64,727 900,23 900,23 To clients from cash and financial instruments 3,164,651 892,891 To the Central Securities Clearing Corporation or to bank’s settlement account for financial instruments bought 76 7,327 To bank or settlement account for commissions, expenses, etc. - 13 Liabilities total Off-balance-sheet record 3,64,727 3,58,677 900,23 895,888 Financial instruments, separated by services 3,58,677 895,888 Reception, intermediary, and execution of orders 76 7,942 Managing financial instruments 4,569 809 Custody business 3,154,032 887,137 Income and expenses from fees related to investment services and businesses EUR ,000 3. 2. 2009 3. 2. 2008 Income from fees (commissions related to investment and subsidiary investment services and businesses for clients) 3,375 4,728 Reception, intermediary, and execution of orders 652 1,193 Conduction of initial public offering and subsequent sales without obligation to buy 574 1,490 Custody and related services 2,149 2,045 Expenses from fees (commissions) related to investment and auxiliary investments services and businesses for clients 643 665 Fees related to the Central Securities Clearing Corporation and to similar organizations 313 306 Fees related to the stock exchange and similar organizations 330 359 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: Balance Sheet EUR ,000 3. 2. 2009 3. 2. 2008 Loans 533,508 232,55 Management Board 2 197 Parent company 514,038 3,507 Other companies within the UniCredit Group 19,468 228,811 Derivatives 6,759 4,608 Parent company - - Other companies within the UniCredit Group 16,759 14,608 Other assets ,064 44,346 Parent company 48 19 Other companies within the UniCredit Group 1,015 44,327 Total assets Financial liabilities measured at amortised cost 55,33 ,855,272 29,469 ,635,232 Management Board 422 326 Parent company 1,735,148 501,491 Other companies within the UniCredit Group 119,701 1,133,415 Derivatives 86,369 97,958 Parent company - - Other companies within the UniCredit Group 86,369 97,958 Other liabilities 4,24 3,99 Parent company 2,008 1,952 Other companies within the UniCredit Group 2,206 1,247 Total liabilities ,945,854 ,736,389 Loans to the management are fully collateralized by mortgage. They are concluded in line with the Bank’s lending policy. 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. Statement of Income EUR ,000 2009 2008 Interest income 2,82 8,558 Management Board 2 11 Parent company 1,626 6,622 Other companies within the UniCredit Group 1,192 11,925 Interest expense 36,43 67,4 Management Board 14 9 Parent company 21,866 47,448 Other companies within the UniCredit Group 14,532 19,954 Fee and commission income ,55 2,380 Parent company 381 523 Other companies within the UniCredit Group 774 1,857 Fee and commission expenses 978 302 Parent company 712 5 Other companies within the UniCredit Group 266 297 Administrative costs ,702 ,938 Other companies within the UniCredit Group 1,702 1,938 Financial Statements Notes on the Financial Statements Remuneration paid EUR ,000 2009 2008 Remuneration paid to the Management Board 623 509 Salaries and other short-term benefits 623 509 Remuneration paid to the Supervisory Board members 17 - Remuneration paid to other employees with an individual contract 542 612 Salaries and other short-term benefits 542 612 Total ,82 ,2 Number of the Management Board members as of 31. 12. 3 4 Number of the Supervisory Board members as of 31.12. 6 5 Number of other employees with an individual contract as of 31. 12. 10 6 In 2009, there were on average eight employees with an individual contract. Based on additional requirements in the ZGD-1, the Bank reveals renumeration paid to the Management Board members. The Management Board members received: dr. France Arhar 174 thousand euros fix part, 66 thousand euros variable part and 2 thousand euros other revenues; Janko Medja 125 thousand euros fix part, 20 thousand euros variable part, 2 thousand euros other revenues and 1 thousand euros of reinbursements; Francesco Vercesi (member from October 20th) 44 thousand euros fix part; dr. Heribert Fernau (member until November 30th), 106 thousand euros fix part and 1 thousand euros of reinbursements and Stefan Vavti (member until September 30th) 85 thousand euros fix part and 1 thousand euros of reinbursements. The Management Board members dr. Heribert Fernau and Stefan Vavti received additonal renumeration in the UniCredit Group. The Supervisory Board members received: Giuseppe Verrascina 8.6 thousand euros compensations paid and 0.9 thousand euros of reinbursements and Andretta Franco 7.5 thousand euros renumeration paid. Note 47: Events after the reporting period After 31 December 2009 the Bank did not detect any major events that would affect the business. Note 48: Legal disputes There have been four pending litigations amounting together to 6.4 million euros in which the bank has been involved as a defendant on December 31, 2009. Claims in all four litigations are in bank’s opinion entirely unfounded and therefore the bank does not expect significant expenses in this respect. Furthermore, the bank has formed adequate loan-loss provisions for litigations in line with the professional rules. In January 2010 the bank has received a waiver of a claim from the plaintiff in one of the above mentined litigation and as a consequence the bank is only engaged in three pending litigations, which all together amount to 4.7 million euros. Note 49: Statement of material effect on the financial statement UniCredit Banka Slovenija d.d., as a member of the UniCredit Group, enters into several business transactions with related parties from the Group. Such transactions are conducted at normal market conditions and have no negative impact on presented financial statements. In line with 545th paragraph of the Companies Act, we declare that in the years 2009 and 2008 there were no harmful transactions or other actions done, which would in any way impair the Bank. Francesco Vercesi Chairman of the Management Board Member of the Management Board Risk Report 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; • 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 to the Management Board and to the CEO (Chairman 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/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 COMMITTEE For the approval of customer credit exposures, the Bank uses a two-level credit committee structure, whereas the (potential) exposure amount of the client or the group of clients determines which level of credit committee is responsible for taking the approval decision. In both credit committees, representatives of the Risk Management and Sales divisions are present. Credit committee sessions are held two times per week. Procedures are prescribed and written down in guidelines. Lower exposures and exposures toward private individual clients are organized in the Bank via individual approval rights delegated by the highest level 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 on bimonthly basis. 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. This makes it possible to attribute market and liquidity risk and contribution margins to the Bank's business divisions in line with the principle of causation. Within the Bank, the Markets division is the only unit that has the responsibility to manage market risks. The liquidity risk is managed by the ALM department which reports directly to the CFO. The Markets division and ALM are accountable for optimizing the Bank’s overall maturity structure and the return on it. Credit Risk Credit risk arises from all transactions that give rise to actual, contingent or potential claims against any counterparty, borrower or obligor. The UniCredit Group distinguishes among three types of credit risk: • Default risk is the risk that counterparties fail to meet contractual payment obligations; • Country risk is the risk that the Group may suffer a loss in any given country, due to any of the following reasons: a possible deterioration of economic conditions, political and social upheaval, nationalization and expropriation of assets, government repudiation of indebtedness, exchange controls and disruptive currency depreciation or devaluation; • Settlement risk is the risk that the settlement or clearance of transactions will fail. It arises whenever the exchange of cash, securities and/or other assets is not simultaneous. MEASURING CREDIT RISK The foundation of credit approval process is a detailed risk assessment of every credit exposure associated with counterparty. The Bank risk assessment procedures consider both credit rating of the counterparty and the risks related to the specific type of credit facility exposure. When measuring credit risk for corporate clients, the Bank calculates a credit rating which also forms basis for assessment of the probability of default. In addition to determining credit rating, exposure as well as repayment potential is also assessed based on the available cash flow projection. Credit rating is determined based on financial data, qualitative factors and warning signals. The Bank uses 10 major credit rating classes with additional sub-classes. The UniCredit Group’s scale includes in total 28 credit rating classes, which are calibrated on local circumstances. PORTFOLIO ANALYSIS As of the end of December 2009, the total Bank’s on-balance outstanding portfolio including banking and non-banking claims grew by 316 million euros or by 13% compared to the end of the previous year. Growth of volumes was achieved in the Banks and other financial institutions sector as well as in the Households sector and the Public sector, while the other sectors have seen stagnation or deleveraging in line with the Bank’s prudent response to the crisis. The following table represents the Bank’s outstanding credit exposure according to the industry sectors distribution. Risk Report Risk Report The following table breaks down Bank’s exposure by region. 2,012.63 2.97% 22.54 (42.09%) 81.49 (24.50%) 261.35 109.52% 1.37 (24.34%) 2,379.38 3.29% Please note that in both tables credit exposure is expressed in terms of gross values including impaired amounts. Impairments amount included for 31. 12. 2009 figure is 37.55 million euros and for 31. 12. 2008 the amount is 25.47 million euors. COLLATERAL In order to mitigate credit risk, the Bank is taking collateral in order to secure risk exposure. The Bank has implemented a collateral guideline that defines appropriate types of collateral. In general, collateral types for loans and other credit risk exposures can be segmented in: • Mortgages over residential and business properties; • Pledge over movables and cash deposits; • Charges over financial instruments such as bonds and shares. In general, riskier and longer-term exposure requires more collateral. According to collateral guidelines, collaterals are exposed to a regular reviewing process, either on individual or portfolio basis. Such approach gives the Bank a better view of the current status and actual value of collateral. The major types of collaterals are mortgages on residential and commercial real estate, as well as guarantees. Among the other types of collateral, financial collateral is the most common. The Table bellow shows distribution of on-balance exposures and assigned collaterals for non-bank customers by the risk classes, which are in line with Bank of Slovenia risk classes. Please note that in the table above credit exposure is expressed in terms of gross values including impaired amounts. Impairments amount included for 31. 12. 2009 figure is 37.55 million euros and for 31. 12. 2008 the amount is 25.47 million euros. IMPAIRMENT AND PROVISIONING POLICIES The Bank has a defined procedure and internal policy on the monitoring of portfolio as well as for creation of impairments. Internal policy also is in line with strict regulation by the central bank. The Bank has a support system to create impairment on a client level or even for each single deal. The Bank implements a so called “default event” on the client level if any client is in delay for more than 90 days with payment to the Bank. Consequence of such action is downgrading of the client and creation of impairment on the client or transaction level, depending on the situation. This procedure is prescribed by guidelines. The responsibility for the portfolio monitoring is with the Credit Risk Control department, checking the whole portfolio at least on a monthly basis. According to guidelines, the Bank has five different impairment classes for the retail segment and 29 different impairment classes for the corporate and business classes. Calculation of needed impairment is prepared on the basis of past experience with the client and expected future cash flow from the client. The collateral available for the Bank is taken into discount cash flows calculation only when the exposure matures and is not repaid by the client or when the Bank cancels exposure due to breached contractual clauses. The Bank’s criteria for creation of impairments are the following: • Delay in contractually agreed payments of principal, interest and/ or other fees; • Cash flow difficulties; • Breach of loan covenants or conditions; • 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. In addition to this, the Bank is using three statuses for clients that are in delay of payments to the Bank. The so called “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 department and set up and executed by the business units. The second status is the so called ››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 department and assisted by the business units. The third status is the so called ››Work-out« status. This status means that the contract with the client is cancelled and the Restructuring and Workout department is responsible for recovery via legal execution possibilities. Total corporate and retail loan exposure according to risk classes and created impairments 18.05 10.58 10.46 10.52 2,090.58 25.47 Please note that in the table above credit exposure is expressed in terms of gross values including impaired amounts. Risk Report Risk Report The Bank’s maximum exposure to credit risk for top 0 impaired clients Top 0 impaired client groups (by outstanding) Industry Exposure (in Million EUR) 3. 2. 2009 Loan Loss Provisions (in Million EUR) Client 1 Holding 20.35 9.65 6.30 4.80 4.06 3.20 2.38 2.15 2.08 1.38 5.09 1.64 0.00 0.00 3.04 0.16 1.43 0.49 0.00 0.00 Client 2 Machinery, metals Client 3 Financial institution Client 4 Tourism Client 5 Food and beverage Client 6 Services Client 7 Food and beverage Client 8 Media, paper Client 9 Transport, travel Client 10 Services At the end of December 2009, the Bank is recognizing 52.8 million euros of financial assets that are where parts of due obligations are in delay, but not impaired. In these cases either no default event was triggered or immaterial amounts were overdue or there has been sufficient collateral or an agreed renegotiation package in place. Credit assets are classified and reported as non-performing if one or more of the default criteria under Basel II are met: full repayment unlikely, interest or principal payments on a material exposure more than 90 days past due, restructuring resulting in a loss to the lender, realisation of a loan loss, or opening of bankruptcy proceedings. These advances are classified and reported under non-performing assets. On average in the Bank, loan loss provisions covered 49 % of reported non-performing (NPL) assets. For the portion of NPL not covered by provisions there are appropriate levels of conservatively valued, bank-able collaterals. In accordance with Basel II definition of default, the NPL category also includes debt on which interest and principal payments are being made. At the end of December 2009, NPL increased by 33.1 million euros or 81 % to 74.0 million euros. Loan loss provisions for non-performing loans were increased by 12.5 million euros or 53 % to 36.2 million euros. These movements resulted in a net reduction of 9.0 percentage points in NPL provision coverage. Non-performing assets by risk classes, provisions and collaterals 12.42 2.58 21 % 7.11 18.05 10.58 59 % 7.31 10.46 10.52 101 % 1.98 40.93 23.68 58 % 6.40 As per 31. 12. 2009, there were no impairments recognized for the available-for-sale financial assets. COUNTERPARTY RISK Credit risk is generally defined as risk of non-performance of counterparts on repaying principal, interest, and/or miscellaneous payments related to obligations out of properties of the transactions. Counterparty credit risk arises when transactions in treasury or security instruments are concluded with the counterparty. 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 scenarios representing volatilities and correlations of a three-year time series of risk factors. The limit utilization is the maximum of the 97.5 % quantiles of each grid point. The 2009 year end exposures show a significant decrease in counterparty risk of the Bank compared to 2008 data due to improvements in the general financial markets situation reflected in lower current market values of derivatives and lower risk factor volatilities. Counterparty risk exposures of UniCredit Banka Slovenija d.d. by rating category Rating class Counterparty risk exposure (in Million EUR) 3. 2. 2009 3. 2. 2008 Standard (A) 127.68 195.82 Watch (B) 0.00 0.00 Substandard (C) 2.91 0.00 Doubtful (D) 0.00 0.00 Loss (E) 0.00 0.00 TOTAL 30.59 95.82 Market Risk UniCredit Banka Slovenija d.d. takes on exposures to market risks, 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, and 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, and commodity and equity prices. MARKET RISK MANAGEMENT TECHNIQUES Market risk management includes all activities in connection with the Banks’ 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. At UniCredit Banka Slovenija d.d., market risk management includes ongoing reporting on the risk position, limit utilization, and 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 Part). Only authorized risk-takers are permitted to enter into risk positions. UniCredit Banka Slovenija d.d. uses for its market risk management the ‘NORISK’ risk model which was developed by the Strategic Risk Management unit of UniCredit Bank Austria AG, Vienna and has been used for several years by UniCredit Banka Slovenija d.d. Several years ago, the variance-covariance approach of the system was extended to include a simulation approach. Ongoing refinement work which is done by the abovementioned Strategic Risk Management unit in Vienna which includes reviewing the model as part of back-testing procedures, integrating new products and adjusting the system to general market developments. In this context, at UniCredit Banka Slovenija d.d., a product introduction process has been established in which the Risk Management unit plays a decisive role in approving new products together with the sales units. Based on aggregated data, the ‘NORISK’ risk management system provides the major risk parameters for treasury operations once a day. Risk Report Risk Report The principal tool used to measure and control market risk exposures is Value at Risk (VaR). VaR is the estimated loss that will arise on a specific portfolio over a specified period of time (holding period) from an adverse market movement with a specified probability (confidence level). VaR for internal risk measurement is based on a one-day holding period and a confidence interval of 99 %. Besides VaR, the present value of the basis point (pvbp) and credit spread basis point are calculated. Basis point limits per currency and maturity band, basis point sums per currency and/or per maturity segment (total of absolute basis point values) and credit spread basis point limit are used for risk management. Other factors of equal importance are stress-oriented volume and position limits. Additional elements of the limit system are loss-warning level limits. Monitoring income trends by means of stop-loss limits provide an early indication of any accumulation of position losses. Regular stress scenario calculations complement the information provided to ALCO and the Management Board. Such stress scenarios are based on assumptions of extreme movements in individual market risk parameters. UniCredit Banka Slovenija d.d. analyses the effect of these fluctuations and a liquidity disruption in specific products and risk factors on the Bank's results and net asset position. These assumptions of extreme movements are dependent on currency and liquidity and are set by the Bank in close cooperation with the Strategic Risk Management unit of UniCredit Bank Austria AG, Vienna on a discretionary basis. The results of these stress tests are taken into account in establishing and reviewing limits. In addition to the risk model results, income data from market risk activities are also determined and communicated on a daily basis. These data are presented over time and compared with current budget figures. Reporting covers the components reflected in IFRS-based net income and the marking to market of all investment positions regardless of their recognition in the IFRS-based financial statements (‘total return’). In order to check the market conformity of deals, UniCredit Banka Slovenija d.d. uses the ‘MARCONIS’ system, which was developed by UniCredit Bank Austria AG, Vienna. ‘MARCONIS’ reviews completely and systematically the market conformity of each treasury transaction. Both in 2009 and in 2008, there were no deals concluded which were finally classified as not market conform. INTEREST RATE, FOREIGN EXCHANGE, EQUITY AND SPREAD RISK The results of the internal model based on VaR (one day holding period, 99 % confidence level) for 2009 are higher than the previous year's results. The main reasons are the increased equity risk exposure in the banking book arising out of the non-performing equity reverse repurchase agreements and the persisting volatility of credit spreads in the local capital and money markets. The VaR figures for 2009 are compared to the 2008 figures in the below table and include interest, foreign exchange, equity and spread positions of the Bank. VaR of UniCredit Banka Slovenija d.d. in 2009 and 2008 Slovenia 1,446.20 4,844.50 2,824.70 700.41 2,466.72 1,228.24 In the management of interest rate risk the Bank positions itself mainly in EUR, USD and CHF. Exposures in these currencies during 2009 and 2008 are presented below and include trading book as well as all banking book items. The Bank only ran insignificant positions in currencies other than presented here. The relation between interest rate risk in the banking book and the Bank's capital established by the Basel II framework requires the Bank to compare the change in market value of the banking book after a 2 % interest rate shock with the Bank's net capital resources. In case such an interest rate shock absorbs more than 20 % of the Bank's net capital resources the Bank’s supervisory authority may require the Bank to take measures in order to reduce risk. Stress testing results show that a 2 % interest rate shock at year end 2009 would absorb about 3.9 % of the Bank’s net capital resources which is far below the threshold level of 20 %. The current investment of equity capital is taken into account as an open risk position. Interest rate basis point shift in 2009 CHF (58) (248) (1,968) 590 91 (1,592) 2,944 (8,435) 2,629 EUR (65) 2,134 (6,892) 4,370 6,051 5,599 29,803 (22,110) 9,085 USD (34) 9 110 1,049 467 1,600 2,352 (275) 1,879 Total 63 2,393 9,040 6,009 6,60 8,858 33,59 63 3,649 Interest rate basis point shift in 2008 (352) 1,534 (4,051) 458 306 (2,105) 6,907 (5,929) 2,015 (666) 1,958 (5,412) 9,300 (5,362) (182) 27,832 (23,259) 12,786 (24) 22 (47) 428 1,699 2,078 2,568 (321) 2,124 ,044 3,540 9,50 0,86 7,367 4,392 32,798  6,988 The Bank’s debt security portfolio mainly comprises bonds from first-class issuers classified as trading, available for sale or held to maturity. The Bank regularly monitors the situation on the financial markets and estimates credit ratings of the issuers. In addition to exposures in debt Risk Report Risk Report securities, credit spread positions are generated by the Bank’s bond future trading activities. As a measure of credit spread risk the Bank daily calculates and monitors the spread basis point value of its portfolios. Spread basis point value in 2009 Total (1,223) (25,660) (83,240) (10,707) 120,830 171,287 105,661 131,655 Spread basis point value in 2008 Total (1,133) (9,730) (77,964) (34,508) 123,335 147,722 119,181 134,819 The sensitivity approaches presented above have been developed further to incorporate stress testing and scenario analysis for all the major market risk components. Each month the Bank runs and reviews Basel II prescribed stress tests as well as tests defined by the UniCredit Group. The impacts of various potential interest rate, foreign currency and credit spread shocks get assessed for both the trading and banking book exposures. Besides VaR, FX positioning is also monitored by each currency on aggregated position level. Larger positions were only held in major currencies. Open FX position in major currencies in 2009 in ,000 EUR Currency max. short max. long AUD (76) (33) (4,453) (1,060) (1,018) (1,694) 120 102 600 500 744 4,689 CAD CHF GBP JPY USD Open FX position in major currencies in 2008 in ,000 EUR (15) 57 (2) 122 (3,385) 2,701 (611) 2,605 (3,960) 4,020 (3,029) 4,565 Balance sheet positions in different currencies per 3. 2. 2009 in ,000 EUR Risk Report Risk Report Balance sheet positions in different currencies per 3. 2. 2008 in ,000 EUR 40,845 332 725 41,902 144,576 -(2) 144,574 15,577 1,153 -16,730 217,389 --217,389 2,324 --2,324 1,759,750 573,914 20,241 2,353,905 248,778 21,278 19,391 289,447 1,510,972 552,636 850 2,064,458 29,721 --29,721 466 --466 9,532 --9,532 10,004 --10,004 2,030 --2,030 2,030 --2,030 62,568 (1) 97 62,664 2,294,782 575,398 2,06 2,89,24 200,729 --200,729 109,222 --109,222 6,942 --6,942 1,896,899 460,494 12,985 2,370,378 1,027,298 239,865 4 1,267,167 625,211 4,095 12,981 642,287 224,186 216,534 -440,720 20,204 --20,204 1,166 --1,166 2,485 --2,485 2,256 --2,256 229 --229 19,928 463 756 21,147 2,237,37 460,957 3,74 2,72,069 16,258 --16,258 61,885 --61,885 (3,429) --(3,429) 95,216 --95,216 9,242 --9,242 79,72 --79,72 2,46,543 460,957 3,74 2,89,24 4,457,73 659,449 20,052 5,327,24 All trading positions are marked to market, with the result reflected in earnings. In 2009, negative trading-related revenue (net losses) was recorded for 72 of 205 observed trading days. Of the 72 days on which negative revenue (net losses) was recorded, 6 were greater than 500,000 EUR. The following histogram of the total daily revenue or loss captures trading volatility and shows the number of days in which the Bank’s trading-related revenues fell within particular ranges. Histogram of Daily Trading-Related Revenue - Twelve Months Ended 3 December 2009 Number of Trading Days -1400 EUR to -1350 EUR-1300 EUR to -1250 EUR-1200 EUR to -1150 EUR-1100 EUR to -1050 EUR-1000 EUR to -950 EUR-900 EUR to -850 EUR-800 EUR to -750 EUR-700 EUR to -650 EUR-600 EUR to -550 EUR-500 EUR to -450 EUR-400 EUR to -350 EUR-300 EUR to -250 EUR-200 EUR to -150 EUR-100 EUR to -50 EUR0 EUR to 50 EUR100 EUR to 150 EUR200 EUR to 250 EUR300 EUR to 350 EUR400 EUR to 450 EUR500 EUR to 550 EUR600 EUR to 650 EUR700 EUR to 750 EUR800 EUR to 850 EUR900 EUR to 950 EUR1000 EUR to 1050 EUR1100 EUR to 1150 EUR1200 EUR to 1250 EUR1300 EUR to 1350 EUR Total Revenues in Thousands of Euros 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. While most of the derivatives portfolio is composed of OTC derivatives, the 2009 end of year balance sheet for the first time shows positions in 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 below tables 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. The Bank completed the process of credit default swap implementation in 2009, thereby gaining access to an effective protection against potential negative developments in credit spread markets. 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 at the balance sheet date where positive market values of OTC contracts indicate the current default risk arising from the relevant activity. Risk Report Risk Report Total volume of derivative transactions 3. 2. 2009 in Million EUR Total volume of derivative transactions 3. 2. 2008 in Million EUR ,280 3,752 453 5,486 2 07 38 5,68 2 0 6 0 1,280 3,752 453 5,486 112 107 318 5,168 2 110 6 101 849 2,85 453 4,54 28 35 38 3,836 2 26 6 29 849 2,851 453 4,154 28 35 318 3,836 2 26 6 29 526 1,921 269 2,716 21 28 318 2,398 2 19 6 22 162 465 92 719 7 --719 -7 -­ 162 465 92 719 -7 -719 ---7 395 890 -,285 77 66 -,285 -77 -66 395 890 -1,285 77 66 -1,285 -77 -66 182 --182 17 6 -182 -17 -6 31 48 -79 3 3 -79 -3 -3 91 421 -512 57 --512 -57 -­91 421 -512 -57 -512 ---57 36  -47 7 6 -47 -7 -6 36 11 -47 7 6 -47 -7 -6 36 11 -47 7 6 -47 -7 -6 Risk Report Risk Report Liquidity Risk Liquidity risk is the risk that a 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 fulfil 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. 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. To ensure business continuity during periods of severely adverse developments, the Bank runs short-term liquidity stress tests for a range of potential scenarios. Stress testing is performed on a monthly basis and defines a name crisis and rating downgrade scenarios among possible UniCredit Bank specific scenarios. Among the market-wide scenarios the settlement or payments system disruption scenario and the funding market disruption scenario are regarded as the most relevant ones. By securing an appropriate level of funding resources the Bank ensures that its potential refinancing capacities at all times exceed the funding needs projected in individual scenarios. STRUCTURAL LIQUIDITY Structural liquidity management is a complement to the interbank market focused short-term liquidity framework. 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. The overall structural liquidity position is continuously reviewed against a standard scenario and against scenarios of market and bank-specific liquidity crisis. Excessive structural mismatches are avoided by currency level monitoring which also confines the Bank’s sensitivity to swap market disruptions. A comprehensive self-assessment of the Bank’s overall funding possibilities is always available in the last version of the liquidity policy statement. Structural liquidity management is not restricted to the overall liquidity situation but also deals with developments of proprietary and customer positions on product level. The volumes of committed credit lines, volumes of customer sight deposits and savings accounts and volumes of newly approved loans are of particular relevance. Reflecting the growing importance of core customer deposits as a stable and reliable funding source, the Bank improved its sight deposit and savings account liquidity management by implementing an internal model approach based on behavioural characteristics of these products. Current management of the Bank's customer business takes account of liquidity costs. The applicable rates are debited or (on the basis of an opportunity approach) credited to the various products on the assets and the liabilities side which have an effect on liquidity. In the current controlling process, this ensures the proper pricing of the Bank’s business. YEAR-END ASSESSMENT OF LIQUIDITY Despite difficult situation on global and local markets, the Bank has maintained a strong liquidity profile throughout 2009. 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 liquidity costs of the UniCredit Group. The Bank maintains a portfolio of marketable assets including the Slovenian government bonds that can be sold or funded on a secured basis as protection against any unforeseen interruption to cash flow. Mainly with these assets, the Bank participated in central bank open market operations during 2009, both to aid central bank’s implementation of monetary policy and support central bank initiatives, where participation enabled the lengthening of the term of the Bank’s refinancing. Balance sheet, due to maturity on 3. 2. 2009 in ,000 EUR Risk Report Risk Report Balance sheet, due to maturity on 3. 2. 2008 in ,000 EUR 41,902 41,902 ----­ 144,574 -32,263 13,535 19,927 73,276 5,573 16,730 -1,038 486 3,919 11,045 242 217,389 -299 4,185 17,309 58,222 137,374 2,324 -119 430 274 1,375 126 2,353,905 92,977 265,577 128,984 586,067 694,355 585,945 289,447 92,977 118,568 38,388 18,276 18,934 2,304 2,064,458 -147,009 90,596 567,791 675,421 583,641 29,721 --7 70 29,644 ­466 ---466 -­9,532 -----9,532 10,004 -----10,004 2,030 ----2,030 ­ 2,030 ----2,030 ­62,664 -6,118 45,308 6,599 4,630 9 2,89,24 34,879 305,44 92,935 634,63 874,577 748,805 200,729 -145,498 10,032 45,199 -­109,222 -5,064 5,416 17,387 73,785 7,570 6,942 ---121 1,434 5,387 2,370,378 243,475 465,844 532,788 621,338 139,960 366,973 1,267,167 5,078 245,807 419,031 462,922 60,938 73,391 642,287 238,397 190,495 109,491 98,418 3,405 2,081 440,720 -29,542 4,062 59,998 75,617 271,501 20,204 --204 --20,000 1,166 -11 192 77 326 560 2,485 ---2,256 229 ­2,256 ---2,256 -­229 ----229 ­21,147 -15,386 1,160 1,827 1,850 924 16,258 -----16,258 61,885 -----61,885 (3,429) -----(3,429) 95,216 -----95,216 9,242 -----9,242 2,89,24 243,475 63,803 549,588 688,205 27,584 560,586 -(108,596) (326,389) (356,653) (53,574) 656,993 188,219 Operational Risk OPERATIONAL RISK FRAMEWORK Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with the 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 TEAM AND OPERATIONAL RISK MANAGERS Incorporated within the Risk Management division is the Operational Risk team working in close cooperation with the operational risk managers in the business divisions and staff functions. The Operational Risk team insures 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. Once a year, we have an Operational Risk Managers Day, where we use the day to further educate operational risk managers, to update them with the most relevant topics for the year to come, to use the time to discuses open topics that popped up and to gain as much as possible from the experience exchange among Operational Risk Managers. OPERATIONAL RISK MEASUREMENT Advanced Measurement Approach (AMA) Getting the approval from the Bank of Slovenia to use the Advanced Measurement Approach for the calculation of the capital adequacy was the main achievement in 2009 in the field of operational risk. In 2008, the Bank of Slovenia conducted a pre-validation inspection followed by a validation check in 2009, through which it assessed the Bank’s readiness for the advanced approach. Monitoring process 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. The main tool is the Operational Risk Managers Report which provides timely and accurate information, including information about actual operational loss levels as well as mitigation measures. The purpose of these reports is to enable management to maintain operational risk at appropriate levels within each line of business, to escalate issues. The Operational Risk Committee, as the relevant operational risk committee since November 2008, is regularly updated on operational risk exposure by the company’s operational risk management function, with the support of other functions involved, verifying risk mitigation proposed actions. 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; Risk Report Risk Report • 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. We have to consider the fact that we always take numerous measures to manage and reduce operational risk. Implementation of mitigation measures is constantly monitored and new measures are proposed. Self-Assessment Risk identification is the recognition of the operational risk events that management believes may give rise to operational losses. We utilize self-assessment process and supporting architecture as a dynamic risk management tool. The goal of the self-assessment 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. 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 and risk mapping activity. 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. General Ledger Reconciliation To guarantee completeness and correctness of the loss data collection process, we carry out quarterly a general ledger analysis. The general ledger analysis is performed by operational risk team in cooperation with the Accounting department on P&L accounts of the general ledger. Although the general ledger analysis requires substantial effort of the Accounting department and the Operational Risk team, it is deemed as adequate and effective to identify all operational risk related accounts and data completeness. Since 2008, we have established also a transitory/suspense accounts analysis which is performed by the Accounting department in cooperation with the account owners. Risk Modeling and capital Requirements To support advanced capital modelling and management, the businesses are required to capture relevant operational risk capital information. An enhanced version of the risk capital model for operational risk has been developed on a Group level and implemented also in our Bank. The risk capital calculation is designed to qualify as an “Advanced Measurement Approach” (AMA) under Basel II. It uses a combination of internal and external loss data to support statistical modelling of capital requirement estimates, which are then adjusted to reflect qualitative data regarding the operational risk and control environment. Legal 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. Our objective is to identify, manage, monitor and mitigate legal risks throughout the Bank. We seek to actively mitigate these risks by identifying them, setting minimum standards for their management as well as ensuring compliance through proactive monitoring. The legal 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 behaviour 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. Risks Arising from the Bank's Shareholdings 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). Hence, UniCredit Banka Slovenija d.d. sees no need for an active risk management approach. Real Estate Risk UniCredit Banka Slovenija d.d. only has a minor exposure in real estate financing and does not invest in real estate itself. 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. Risk Report Risk Report 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 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 behaviour 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 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 2009 and 2008 is presented in the table bellow. The capital adequacy ratio increased from 9.55 % at the end of 2008 to 10.29 % at the end of 2009. The Bank calculated the capital requirement for operational risk according to the advance measurement approach at the end of 2009, whereas at the end of 2008 the Bank still used the standardized approach. Own funds and capital requirement In ,000 EUR Label 3. 2. 2009 3. 2. 2008 TOTAL OWN FUNDS FOR SOLVENCY PURPOSES 99,96 78,583 ORIGINAL OWN FUNDS 69,96 58,583 Paid up capital 16,258 16,258 Share premium 61,885 61,885 Reserves 108,857 95,216 (-) Other deductions from Original Own Funds (17,804) (14,776) (-) Intangible assets (12,621) (10,004) (-) Other country specific deductions to Original Own Funds (5,183) (4,772) Difference between the reported impairments and provisions according to IFRS and the regulation on loss assessment - 600 Other valuation differences 5,183 4,172 ADDITIONAL OWN FUNDS 30,000 20,000 Subordinated loan capital 30,000 20,000 TOTAL ORIGINAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 69,96 58,583 TOTAL ADDITIONAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 30,000 20,000 Gross amount of subordinated loan capital 30,000 20,000 Minimum initial capital required 5,000 5,000 CAPITAL REQUIREMENTS 54,88 49,67 TOTAL CAPITAL REQUIREMENTS FOR CREDIT, COUNTERPARTY CREDIT, DILUTION AND DELIVERY RISKS 48,036 40,434 Standardised approach (SA) 148,036 140,434 SA exposure classes excluding securitization positions 148,036 140,434 Central governments or central banks - - Regional governments or local authorities 3,292 659 Administrative bodies and non-commercial undertakings 2,655 2,947 Institutions 5,244 7,391 Corporate 74,328 78,435 Retail 45,897 40,811 Secured by real estate property 2,066 2,038 Past due items 3,383 2,899 Items belonging to regulatory high-risk categories 5,758 3,488 Other items 5,413 1,766 SETTLEMENT RISK - - TOTAL CAPITAL REQUIREMENTS FOR POSITION, FOREIGN EXCHANGE AND COMMODITY RISKS ,605 ,822 Position, foreign exchange and commodity risks under standardised approaches (SA) 1,605 1,822 Traded debt instruments 1,582 1,822 TOTAL CAPITAL REQUIREMENTS FOR OPERATIONAL RISKS (OpR ) 5,77 6,826 OpR Standardised (STA) / Alternative Standardised (ASA) approaches - 6,826 OpR Advanced measurement approaches 5,177 - OTHER AND TRANSITIONAL CAPITAL REQUIREMENTS - 589 Other country specific own funds requirements - 589 Surplus (+) / Deficit (-) of own funds 44,378 28,92 Solvency ratio (%) 0.29% 9.55% Graphic development and Composition: Mercurio S.r.l. Studi di promozione pubblicitaria - Milan Publisher: UniCredit Banka Slovenija d.d. Šmartinska 140, 1000 Ljubljana tel: (+386) 1 5876 600 fax: (+386) 1 5876 684 e-mail: info@unicreditgroup.si Printed: Tiskarna Schwarz Printed on certified recycled chlorine-free paper.