Življenje vsak dan postavlja nove izzive in ponuja nove priložnosti. Vsakdo izmed nas ima z vsakim novim dnem novo zgodbo, v kateri se pojavljajo konkretne potrebe, ki zahtevajo jasne rešitve. V letošnjem letnem poročilu smo želeli prikazati naš pristop k bančništvu skozi zgodbe posameznikov, podjetij in ustanov, ki uporabljajo naše rešitve po meri. Tako boste lahko prebrali zgodbe o tem, kako smo s skupnimi močmi spodbujali športne dejavnosti v šolah in kako smo že uveljavljenim industrijskim podjetjem omogočili posodobitev mehanizacije in jim tako dali nov zagon. Prebrali si boste lahko tudi zgodbe o tem, kako smo podprli razvoj novih računalniških sistemov in spodbujali zeleno gospodarstvo. V teh zgodbah se prepletajo podjetniški duh, drzne inovacije, spoštovanje tradicije in naše trdne vezi z lokalnimi skupnostmi. Prepričani smo, da v današnjem času biti banka pomeni vsak dan vnašati konkretne spremembe v življenja tistih, ki so se odločili, da poslujejo z nami. To pomeni, da se skupaj z njimi soočamo z izzivi in soustvarjamo svet novih priložnosti. To so resnične zgodbe, utrinki iz vsakdanjega življenja, ki oblikujejo mozaik našega vsakdanjega dela. V skupini UniCredit ustvarjamo svet odnosov, v katerem se naši deležniki lahko najbolje soočajo s spreminjajočimi se zahtevami današnjega časa. Predstavitev Banke FinanËni kazalniki 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 2011 Poslovno poroËilo Gospodarsko okolje v letu 2011 Poslanstvo, vizija in strategija FinanËni rezultati Poslovanje Banke na razliËnih segmentih Poslovanje s prebivalstvom in malimi podjetji Poslovanje s podjetji in investicijsko banËni.tvo Globalne banËne storitve Informacijska podpora poslovanju Organizacija in logistika BanËna operativa in storitve Varovanje informacij in informacijskega sistema Izzivi leta 2012 Obvladovanje poslovnih tveganj Upravljanje s tveganji Družbena odgovornost PoroËilo nadzornega sveta 1 Introduction 121 5 Financial Indicators 123 6 Preface by the Chairman of the Supervisory Board 124 8 Statement by the Chairman of the Management Board 126 12 About UniCredit Banka Slovenija d.d. 130 13 Governing Bodies 131 14 Organisational Structure 132 15 Branch Network 133 16 Achievements and Events in 2011 134 23 Business Report 141 23 Economic Environment in 2011 141 24 Mission, Vision and Strategy 142 26 Financial Results 144 32 Bank’s Segment Performance Review 150 32 Retail and Small Business Banking 150 33 Corporate and Investment Banking 151 35 Global Banking Services 153 35 IT Support of Operations 153 36 Organization and Logistics 154 36 Bank Operations and Services 154 38 Protection of Information and Information System 156 39 Challenges of the Year 2012 157 41 Managing Business Risks 159 41 Risk Management 159 43 Corporate Sustainability 160 54 Report from the Supervisory Board 172 Izjava o odgovornosti 56 Statement of Responsibility 174 PoroËilo neodvisnega revizorja 57 Report of Auditors 175 RaËunovodski izkazi 58 Financial Statements 176 UniCredit Bank · 2011 Letno poroËilo 3 Predstavitev Banke 2011 2010 2009 Izkaz finanËnega položaja (v 1.000 EUR) BilanËna vsota 2.945.636 2.996.486 3.267.368 Vloge nebanËnega sektorja 957.016 782.825 820.753 Vloge pravnih in drugih oseb 622.054 486.270 566.662 Vloge prebivalstva 334.962 296.555 254.091 Krediti nebanËnemu sektorju 2.356.239 2.309.160 2.099.091 Krediti pravnim in drugim osebam 1.540.140 1.498.513 1.441.169 Krediti prebivalstvu 816.099 810.647 657.922 Kapital 240.888 197.049 191.217 Oslabitve kreditov, merjenih po odplaËni vrednosti 85.479 61.721 37.549 Rezervacije 1.553 2.117 2.478 Obseg zunajbilanËnega poslovanja 4.307.049 5.068.424 5.169.843 Izkaz poslovnega izida (v 1.000 EUR) »isti obrestni prihodki 59.916 53.000 39.030 »isti neobrestni prihodki 22.998 22.070 25.513 Stroški dela (22.756) (20.347) (18.741) Drugi administrativni stroški (13.591) (14.128) (13.006) Amortizacija (5.239) (4.588) (4.443) Oslabitve in rezervacije (23.327) (20.194) (16.965) Poslovni izid pred obdavËitvijo 18.001 15.813 11.248 Davek od dohodka pravnih oseb (3.260) (2.666) (2.450) Zaposleni Število zaposlenih na dan 31. 12. 609 566 541 Delnice Število delniËarjev 26 26 26 Nominalna vrednost delnic (v EUR) 4,17 4,17 4,17 Knjigovodska vrednost delnic (v EUR) 49,28 50,54 49,04 Število delnic 4.888.193 3.898.878 3.898.878 Kapital KoliËnik kapitalske ustreznosti 11,0 % 10,1 % 10,3 % Kvaliteta sredstev in prevzetih obveznosti Oslabitve finanËnih sredstev, merjenih po odplaËni vrednosti in rezervacije za prevzete obveznosti / razvršËene aktivne bilanËne in razvršËene zunajbilanËne postavke 2,7 % 2,2 % 1,3 % Profitabilnost Obrestna marža 2,0 % 1,8 % 1,3 % Marža finanËnega posredništva 2,8 % 2,5 % 2,2 % Donos na aktivo pred davki (ROA) 0,6 % 0,5 % 0,4 % Donos na kapital pred davki (ROE) 7,9 % 8,1 % 6,1 % Donos na kapital po davkih 6,4 % 6,7 % 4,8 % Stroški poslovanja Operativni stroški / povpreËna aktiva 1,4 % 1,3 % 1,2 % Likvidnost PovpreËna likvidna sredstva / povpreËne kratkoroËne vloge nebanËnega sektorja 34,6 % 42,1 % 37,9 % PovpreËna likvidna sredstva / povpreËna aktiva 8,6 % 8,9 % 9,2 % UniCredit Bank · 2011 Letno poroËilo 5 bančnih mrež v Evropi, saj poslujemo z več kot 35 milijoni strank v 10.000 poslovnih enotah. Takšen obseg poslovanja nam daje spodbudo za grajenje najtrdnejših odnosov s strankami. Letos smo, kot odgovor na novo ekonomsko realnost, vpeljali različne ukrepe, istočasno pa smo izboljševali storitve, ki jih ponujamo strankam. Končni cilj teh korakov je okrepiti vezi z lokalnimi skupnostmi ter s konkretnimi rešitvami pomagati pri njihovih realnih potrebah. Dobri rezultati raziskave o zadovoljstvu strank, ki smo jih prejeli v letu 2011, potrjujejo, da smo na pravi poti. Na področju poslovanja s prebivalstvom smo začeli izvajati projekt »Poslovna enota prihodnosti«, ki sledi našemu cilju podpirati stranke v regiji SVE ter zagotavljati storitve, ki jih potrebujejo v teh zahtevnih časih. Nov format poslovnih enot, ki smo ga najprej uveli na Češkem, temelji na konceptu franšize. Tudi na področju poslovanja s podjetji in investicijskega bančništva smo razvili veliko število pobud kot je denimo produkt »Umbrella facility«, ki prinaša prednosti tako za stranke kot za banko. Naši »Umbrella krediti brez tveganja« krepijo obstoječe odnose s strankami, saj odpirajo priložnosti za navzkrižno prodajo. Na podoben način pobude, ki smo jih sprožili letos v divizijah Poslovanje s podjetji in investicijsko bančništvo ter Poslovanje s prebivalstvom, naslavljajo potrebe strank v kontekstu širšega gospodarskega konteksta. S temi pobudami lahko podpremo internacionalizacijo srednjih in velikih podjetij ter povežemo naše podjetne stranke s potencialnimi novimi poslovnimi partnerji. Skozi tovrstna prizadevanja se trudimo še bolj okrepiti našo pozicijo vodilne čezmejne banke. Na st ranko osredot oče n p rist op upo ra blj amo pri v s eh v id ikih našega poslova nja , vključno z ak tivnostmi v širši skup no s ti. Tako smo de nimo v lanskem l etu pod prl i fund a c ijo UniC redit & Univ erze, sa j smo z a gotovili štipendije za n a darjen e št ud ent e i z srednje in v zh odne E vrope. Pole g te ga sponzorira m o celo pa let o projek tov skupn ost i v vsaki državi, v kateri ž ivimo in d eluj emo. Čeprav pričakujemo, da bo leto 2012 polno izzivov, verjamemo, da se bosta pozitiven premik v večini držav ter učinek iz naslova ponovne oživitve gospodarskega delovanja zahodno-evropskih držav v drugi polovici leta verjetno odrazila v 3,4 % rasti BDP v regiji. V takšnem okolju smo prepričani, da bo moč mreže naše Skupine prispevala k povečani dobičkonosnosti v srednji in vzhodni Evropi v letu 2012. Skupaj smo naredili preudarne korake, s katerimi smo odgovorili na kritične dogodke v letu 2011. Na ta način smo zavarovali svoj status močne lokalne banke, ki ima v ozadju trdno evropsko finančno ustanovo. Prepričan sem, da bo ta dinamična kombinacija še naprej ponujala trajnostno vrednost za vas, naše delničarje. S spoštovanjem, Gianni Franco Giacomo Papa Vodja divizije SVE UniCredit Bank · 2011 Letno poroËilo Predstavitev Banke Nagovor predsednika uprave Spoštovane dame in gospodje, cenjeni poslovni partnerji! Razmere na zunanjih kot tudi na domačem trgu je v letu 2011 zaznamovala velika negotovost. Ta je bila po eni strani posledica evropske dolžniške krize, ki se je dodatno zaostrila predvsem s povečanim dvomom v kreditno sposobnost Grčije in nekaterih drugih visoko zadolženih držav, kar je prispevalo k dodatni izgubi zaupanja med poslovnimi partnerji in še posebej med bankami. Po drugi strani pa je bila negotovost posledica velikih nihanj na deviznih kot tudi na kapitalskih trgih in posledično tudi pri celotni rasti gospodarstva tako v Evropi kot tudi na domačem trgu. Gospodarski razvoj v EU je v prvem polletju zaznamovala pozitivna rast in nov optimizem, ne le v industrijskem sektorju temveč tudi na področju storitev. Pozitiven razvoj v prvem četrtletju preteklega leta je vplival tudi na spremenjeno obrestno politiko, ki jo vodi Evropska centralna banka. Slednja je namreč predvsem zaradi novih inflacijskih pritiskov, ki so prihajali iz sfere hitro rastočih cen surovin in različnih prehrambnih artiklov, aprila ponovno začela dvigovati izhodiščne obrestne mere za 25 bazičnih točk in “Za dosežene rezultate gre v prvi vrsti zahvala za izkazano zaupanje in povečano sodelovanje vsem poslovnim partnerjem. Le-ti so v kriznem času še dodatno pokazali, kakšno vlogo v različnih poslovnih aranžmajih igra prav medsebojno zaupanje, ki je botrovalo dobrim rezultatom tudi pri njih samih.„ na ta način kazala trgom, da cenovna stabilnost tudi v prihodnje ostaja njen temeljni cilj oziroma skrb. Taka naravnanost obrestne politike z dvigovanjem cene denarja je trajala praktično le dve četrtletji, kajti že ob polletju se je gospodarska rast pričela ohlajati in v nekaterih državah EU, vključno s Slovenijo, pričela upadati. To je imelo za posledico v zadnjem četrtletju leta 2011 ponovno zniževanje izhodiščne obrestne mere in tudi sicer rahljanje denarne politike preko različnih monetarnih inštrumentov, s katerimi Evropska centralna banka regulira količino denarja v obtoku in skrbi za likvidnost celotnega denarnega sistema. Korekcija denarne politike pa kljub dobri nameri ni vrnila na trg nujno potrebnega zaupanja, predvsem med različnimi bančnimi hišami. Prav pomanjkanje zaupanja je povzročilo popoln zastoj na medbančnem denarnem trgu, ki se je kazal predvsem v obliki likvidnostnih presežkov, ki jih banke niso zaupale druga drugi, temveč le Evropski centralni banki. Dolžniška kriza evro območja je znatno vplivala tako na manjše povpraševanje in nižjo ponudbo posojil na nebančnemu sektorju kot tudi na poslabšanje bonitetnih ocen za večino držav Evropske unije, vključno s Slovenijo. Poslabšanje bonitetne ocene je imelo takojšen vpliv na naraščanje zahtevanih donosov pri izdanih dolžniških papirjih, vzporedno pa je vplivalo na višje stroške zadolževanja celotnega nebančnega sektorja. V realnem gospodarstvu je podražitev denarja vplivala na upočasnjeno gospodarsko rast, ki ji je botroval padec novih naročil, naložb in na domačem trgu še posebej del v celotnem gradbenem sektorju. Še posebej rastoča premija za tveganje v obliki višjih pribitkov nad referenčno obrestno mero je v marsikaterem primeru, zaradi spremenjenih oportunitetnih stroškov, vplivala na naložbene odločitve kot tudi na ugotavljanje kreditne sposobnosti posameznih tržnih udeležencev. V naraščajoči marži tiči pomemben del odgovora za nadaljevanje ››kreditnega krča«, ki smo mu v Sloveniji priča že od jeseni leta 2008, ko je f inančna kriza udarila z vso silovitostjo na domačem kot tudi na tujih trgih. Če so bili gospodarski subjekti v veliki meri odvisni od visoke tržne nestanovitnosti predvsem v segmentu kreditne politike, pa sta v skupini prebivalstva dogodke v veliki meri zaznamovali dve dejstvi: na eni strani rastoča brezposelnosti z upadanjem dohodka in kupne moči kot tudi zmanjševanje varčevanja, na drugi strani pa dodatno neugodno gibanje na deviznem trgu, še posebej v odnosu med švicarskim frankom in evrom. Naraščajoča vrednost švicarskega franka je vse do poletja leta 2011 avtomatično povečevala dolg, predvsem v obliki dolgoročnih hipotekarnih kreditov, pri katerih so se gospodinjstva v preteklosti zadolževala na temelju valutne klavzule. Negativnih posledic apreciacije švicarske valute niso zaznali le dolžniki, temveč tudi samo švicarsko gospodarstvo, ki je predvsem izvozno naravnano. Slednje je postajalo vse manj konkurenčno, kar je končno imelo za posledico odločitev švicarske centralne banke o depreciaciji lastne valute s f iksiranjem spodnjega praga v odnosu do evra za njeno nadaljnje drsenje. Šibka gospodarska rast v tujini in doma je imela velike negativne posledice tudi na celoten javni sektor, ki je imel dodatne potrebe pri izpadu načrtovanih proračunskih prihodkov, po dodatnem zadolževanju na mednarodnih f inančnih trgih. Velike potrebe javnega sektorja v številnih državah Evropske unije in različne špekulacije, povezane z nadaljnjim obstojem evropske valute, so imele posledice pri ocenjevanju bonitet posameznih držav, hkrati pa tudi pri oblikovanju novega ››tržnega sentimenta«, ki je v marsikaterem primeru pri enakih nominalnih vrednostih javnega dolga imel za posledico popolnoma drugačne tržne odločitve. Slednje so se kazale v popolnem nezaupanju do posameznih suverenih vlagateljev, predvsem pa v ceni, ki je izkazovala novo ceno kreditnih tveganj. Prav tovrstna tržna dogajanja v preteklem letu so bila po novem dokaz, da trgi nikdar ne ostajajo moralno nev tralni, temveč se na njih vedno dogajajo različne špekulacije, ki temeljijo na spremenjenih pričakovanjih in doseganju novih ciljev, ki so bili v preteklosti težko razumljivi. Pri takšnih ››terms of trade« je tudi bančni sistem v Sloveniji deloval v težkih oziroma poslabšanih tržnih razmerah, pod vplivom domačega kot tudi tujih trgov. Na področju f inančnih virov se je sistem na eni strani soočal z že omenjenim medbančnim nezaupanjem, omejevanjem tovrstnih virov, skrajševanjem ročnosti slednjih kot tudi bistveno povečano ceno zanje, na drugi strani pa tudi s padcem v preteklosti zgledne rasti varčevanja tako pri prebivalstvu kot tudi pri ostalem nebančnem sektorju. Z drugimi besedami, soodvisnost domačega bančnega sektorja od tujih medbančnih virov je, kljub zmanjševanju tovrstnega dolga v preteklem letu, še vedno ostala na visoki ravni. To pomeni, da predstavlja ob vseh znanih dejstvih na domačem kot tudi na tujih trgih omenjena soodvisnost tudi za prihodnje veliko tveganje tako za bančni sektor kot tudi za celotno gospodarstvo. Omejeni medbančni viri, usihajoče varčevanje, naraščajoča dolžniška zamuda, rastoče število stečajev in nesolvenčnih postopkov, so bistveno vplivali na gibanje pasivne obrestne mere. Ta je posledično bistveno višja kot v ostalih državah Evropske monetarne unije in ima hkrati neposreden vpliv tudi na oblikovanje aktivne obrestne mere pri različnih kreditnih aranžmajih. Vsekakor je slednje dejstvo pomemben negativen element, ki vpliva na celotno slovensko gospodarstvo in njegove potrebe po različnih oblikah dodatne f inančne podpore s strani f inančnega posredništva. Tako predstavljena gibanja v gospodarstvu in v bančnem sektorju so vplivala na bančni sektor predvsem v naslednjih smereh: • Že drugo leto zapored se je skrčila bilančna vsota celotnega sistema, na eni strani zaradi negativne kreditne rasti nasproti različnim gospodarskim subjektom, kot tudi zaradi postopnega zmanjševanja soodvisnosti od tujih bančnih virov; • Bančni sistem kot celota je že drugo leto zapored končal leto z izgubo, ki se je praktično podvojila; temeljni vzrok za slab rezultat tiči v nadaljnjem slabšanju kakovosti bančne aktive in posledično v slabitvi terjatev in oblikovanju potrebnih rezervacij. Delež slabih terjatev je predstavljal že desetino vseh terjatev bank. Posledično so se banke soočale s premajhno rastjo skupnih prihodkov, ki so v primerjavi z letom poprej zabeležili negativno rast in v okviru slednjih so tudi neto obrestni prihodki izkazali UniCredit Bank · 2011 Letno poroËilo Predstavitev Banke negativen rezultat. Iz takih gibanj je jasno razvidno, da se bo bančni sektor v prihodnje soočal z resnim prihodkovnim tveganjem, kar bo na eni strani imelo vpliv na višino marže v f inančnem posredništvu kot tudi na nadaljnje obvladovanje stroškov in s tem izboljšanje celotne prof itabilnosti f inančnih posrednikov. Ob novih zahtevah, ki jih postavlja EU celotnemu bančnemu sektorju glede višine najpomembnejšega bančnega kapitala (t.i. Tier 1), je jasno, da odgovorna naloga povečevanja slednjega čaka tudi lastnike. V nasprotnem primeru se namreč lahko še v večji meri zaostri vprašanje f inančne stabilnosti posameznih bank, na ta način pa bi se lahko nevarno povečalo celotno sistemsko tveganje. Zahvaljujoč drugačni poslovni praksi kot tudi razumevanju lastnikov Banke je UniCredit Banka Slovenija d.d. kljub navedenim gibanjem v gospodarstvu in v celotnem bančnem sektorju dosegla zelo dobre rezultate, ki se odražajo skozi naslednje temeljne pokazatelje: • Povečanje dobička pred obdavčitvijo za 13,8 %. • Skupni prihodki Banke so zrasli za 10,5 %, pri čemer so beležili neto obrestni prihodki rast v višini 13,0 %, neto neobrestni prihodki pa so zrasli za 4,2 %. • Operativni dobiček je beležil 14,8-odstotno rast, pri čemer moramo poudariti, da je Banka z rastjo 16,2 % povečala tudi slabitve za slabe terjatve. • Rast administrativnih stroškov je bila na ravni 5,4 % in je v pretežni meri povezana z novimi zaposlitvami, ki jih je narekovala širitev poslovne mreže, z osmimi novimi enotami. • Pri tako doseženih rezultatih ne gre prezreti dejstva, da je Banka zabeležila pozitivno rast pri kreditiranju nebančnega sektorja in da je bistveno povečala primarne vire, ki jih predstavljajo sredstva prebivalstva in gospodarstva. Za dosežene re z ul tat e gre v p r vi vr sti zahva la z a i z kazano zau pa n je in p ov e ča n o sode lo vanje vs e m p oslovnim p ar tnerjem. Ti s o v kr iz n em č asu še dodatno poka za li, ka kšno vl ogo v ra zličnih p oslovnih aranžm ajih igra p rav m edse b oj n o z aupanj e, ki je b ot roval o d obrim re z ul tat o m tudi pr i nj i h samih. Banka s i b o prizadeval a tudi v p riho d n je na is tih tem e ljih še p oglobit i t ovrstno s odelovanje, ta ko z vi di ka zmanj ševanj a ra zl ičnih v rs t tveg anj kot tud i doseganj a še bolj op timalni h re zul tat ov. Zahvala gre tudi našim lastnikom, ki z znanjem, interesom in predvsem dodatnim kapitalom, omogočajo Banki doseganje zastavljenih ciljev. Pri tem naj poudarimo, da so lastniki v letu 2011 v Banko vplačali dodaten kapital v višini 50 milijonov evrov, kar omogoča Banki, da v celoti izpolnjuje vse kriterije, ki jih od nje zahteva model Basel II. Med 25 bančnimi posredniki na slovenskem trgu je UniCredit Banka Slovenija d.d. edina, ki izpolnjuje zahteve omenjenega modela. Nadaljnja zahvala gre celotnemu nadzornemu svetu kot tudi kontrolnemu odboru za konstruktivne, strokovne diskusije, različne predloge in ideje, ki so pripomogli k boljšemu iskanju konkretnih rešitev pri dnevnem poslovanju Banke. Na tem mestu bi se še posebej zahvalili dosedanjemu predsedniku nadzornega sveta, gospodu Federicu Ghizzoniju, za njegovo skrb in pozornost, ki jo je izkazoval Banki v času njegovega mandata. Končno, osebna zahvala kot tudi zahvala celotne uprave Banke je namenjena celotnemu bančnemu kolektivu, ki z znanjem, izkušnjami in zavzetostjo predstavlja temeljni kamen za zaupanje znotraj hiše, do poslovnih partnerjev, pa tudi za uspešno sodelovanje znotraj skupine UniCredit. Rezultati tega kolektiva temeljijo na bogatem strokovnem znanju, na spoštovanju visokih etičnih standardov in prepričanju, da je kakovostna storitev, ki temelji na popolnem partnerskem zaupanju, najboljša garancija za doseganje novih rezultatov na dolgoročnih osnovah. Ne glede na probleme, tveganja, s katerimi smo dnevno soočeni pri različnih poslovnih odločitvah in storitvah, sem prepričan, da je prav v tem najpomembnejša vrednost UniCredit in hkrati garancija za realizacijo še tako smelih poslovnih načrtov v prihodnosti. Dr. France Arhar Predsednik uprave UniCredit Banka Slovenija d.d. Ljubljana, februar 2012 Partnerstvo s strankami za ustvarjanje uspeha. Eden največjih ruskih proizvajalcev brezalkoholnih pijač, dolgoletna stranka naše Banke, je nekoč uporabil 6,7 milijona evrov UniCredit financiranja za posodobitev svojih proizvodnih zmogljivosti. V okviru tega partnerstva je bil sprejet konkreten ukrep v treh korakih: Banka je oblikovala petletni finančni načrt; ta je pomagal urediti izvozna partnerstva z drugimi podjetji Skupine in dal na voljo dodatna UniCredit sredstva, vključno s tistimi iz UniCredit Leasing, s katerimi so bili financirani nekateri stroji v obratu. Ta primer kaže, kako naša Banka deluje kot resnično evropska komercialna ustanova z globalno vizijo. Skupina Old Spring. Regija Stavropol. Rusija Predstavitev Banke Predstavitev UniCredit Banka Slovenija d.d. Sedež: Šmartinska 140 SI-1000 Ljubljana Slovenija Telefon: + 386 1 5876 600 BrezplaËna telefonska številka: 080 88 00 Faks: + 386 1 5876 684 Spletna stran: www.unicreditbank.si Elektronska pošta: info@unicreditgroup.si Osnovna dejavnost: drugo denarno posredništvo Šifra dejavnosti: K/64.190 Leto ustanovitve: 1991 Predsednik nadzornega sveta: Gianni Franco Giacomo Papa Registrirana: pri Okrožnem sodišËu v Ljubljani št. reg. vl. 1/10521/00 Osnovni kapital: 20.383.764,81 EUR MatiËna številka: 5446546 Identifikacijska številka: SI59622806 Poravnalni raËun pri Banki Slovenije: 01000-0002900092 Swift: BACXSI22 Organi upravljanja Banke Nadzorni svet »lan Funkcija Datum nastopa Datum prenehanja funkcije Federico Ghizzoni Predsednik nadzornega sveta 25. april 2007 31. marec 2011 Gianni Franco Giacomo Papa Predsednik nadzornega sveta 21. april 2011 n.a. Martin Klauzer »lan nadzornega sveta 24. april 2007 n.a. Franco Andreetta »lan nadzornega sveta 9. februar 2009 n.a. Giuseppe Verrascina »lan nadzornega sveta 9. februar 2009 n.a. Heinz Karl Tschiltsch »lan nadzornega sveta 8. september 2010 n.a. Alessio Pomasan »lan nadzornega sveta 29. april 2010 n.a. Uprava »lan Funkcija Datum nastopa Datum prenehanja funkcije Dr. France Arhar Predsednik uprave 1. junij 2003 n.a. Janko Medja, MBA »lan uprave 16. september 2008 n.a. Francesco Vercesi »lan uprave 20. oktober 2009 n.a. Mag. Damijan Dolinar, CFA »lan uprave 5. julij 2011 n.a. UniCredit Bank · 2011 Letno poroËilo 13 Predstavitev Banke Organizacijska shema PooblašËenec za prepreËevanje pranja denarja, financiranja terorizma in izvajanje omejevalnih ukrepov Podjetni.ko svetovanje in storitve Produkti in finanËni trgi Globalno transakcijsko banËništvo Dvz a Enota Skupina Pisarna Regija Poslovna enota 14 2011 Letno poroËilo · UniCredit Bank Poslovna mreža Poslovna enota Ljubljana BTC Šmartinska 140 SI - 1000 Ljubljana Tel.: 01 5876 600 Agencija Ljubljana Šmartinska Šmartinska cesta 53 SI - 1000 Ljubljana Tel.: 01 6011 120 Poslovna enota Ljubljana Bežigrad Dunajska cesta 47 SI - 1000 Ljubljana Tel.: 01 2528 430 Agencija Ljubljana Bežigrad Dunajska cesta 177, SI - 1000 Ljubljana Tel.: 01 6011 100 Poslovna enota Ljubljana Celovška Celovška 150 SI - 1000 Ljubljana Tel.: 01 5000 546 Agencija Ljubljana Celovška Celovška 111 SI - 1000 Ljubljana Tel.: 01 2528 460 Poslovna enota Ljubljana Rudnik JurËkova cesta 231 SI - 1000 Ljubljana Tel.: 01 2836 000 Poslovna enota Ljubljana Tržaška Tržaška 19 SI - 1000 Ljubljana Tel.: 01 2410 364 Poslovna enota Ljubljana Wolfova Wolfova 1 SI - 1000 Ljubljana Tel.: 01 5876 472 Poslovna enota Celje Prešernova 8 SI - 3000 Celje Tel.: 03 4252 479 Poslovna enota Kamnik Ljubljanska cesta 4b SI - 1240 Kamnik Tel.: 01 8396 500 Poslovna enota Koper Pristaniška 12, SI - 6000 Koper Tel.: 05 6101 010 Poslovna enota Kranj Na skali 1 SI - 4000 Kranj Tel.: 04 2018 180 Poslovna enota Krško Ulica 11. novembra 53 SI - 8273 Leskovec pri Krškem Tel.: 07 6006 070 Poslovna enota Logatec Tržaška cesta 32 SI - 1370 Logatec Tel.: 01 7591 940 Agencija Lucija Obala 112 SI - 6320 Portorož Tel.: 05 6006 080 Poslovna enota Maribor Ulica škofa Maksimilijana DržeËnika 6 SI - 2000 Maribor Tel.: 02 2285 320 Agencija Maribor Magdalena Žolgarjeva ulica 19 SI - 2000 Maribor Tel.: 02 6005 650 Poslovna enota Murska Sobota Trg zmage 5 SI - 9000 Murska Sobota Tel.: 02 5341 440 Poslovna enota Nova Gorica Tolminskih puntarjev 2b SI - 5000 Nova Gorica Tel.: 05 3383 131 Poslovna enota Novo mesto Glavni trg 20 SI - 8000 Novo mesto Tel.: 07 3737 400 Poslovna enota Ptuj Ulica heroja Lacka 1 SI - 2250 Ptuj Tel.: 02 7980 340 Poslovna enota Radovljica Gorenjska cesta 24 SI - 4240 Radovljica Tel.: 04 5971 630 Poslovna enota Sežana Partizanska 37a SI - 6210 Sežana Tel.: 05 7314 589 Poslovna enota Slovenska Bistrica Trg svobode 21 SI - 2310 Slovenska Bistrica Tel.: 02 8051 972 Agencija Šentjur Cesta Leona Dobrotinška 3 SI - 3230 Šentjur pri Celju Tel.: 03 6005 680 Poslovna enota Trbovlje Ulica 1. junija 2 SI - 1420 Trbovlje Tel.: 03 5612 561 Poslovna enota Velenje Šaleška 20a SI - 3320 Velenje Tel.: 03 8987 300 UniCredit Bank · 2011 Letno poroËilo 15 Predstavitev Banke Dosežki in dogodki v letu 2011 JANUAR Financirali odprtje najveËje sonËne elektrarne v Pomurju Podjetje Bisol je na strehah podjetja Arcont v Gornji Radgoni odprlo najveËjo sonËno elektrarno v Pomurju in eno najveËjih v Sloveniji. Posojilo za naložbo je odobrila UniCredit Banka Slovenija d.d. SonËna elektrarna bo letno prihranila 660 ton ogljikovega dioksida in zadostila potrebam po elektriËni energiji 275 gospodinjstev. LonËarili s predstavniki sedme sile UniCredit Banka Slovenija d.d. je predstavnike medijev povabila na lonËarsko delavnico v Slovenski etnografski muzej. Posebnost druženja je bilo kreativno lonËarjenje, skozi katerega se je vlekla rdeËa nit domaËnosti. FEBRUAR Razpisali nagrado UniCredit Venice Award Skupina UniCredit je razpisala mednarodno nagrado za sodobno umetnost, namenjeno umetnikom srednje in vzhodne Evrope (SVE), ki so sodelovali na 54. Beneškem bienalu (od 4. junija do 27. novembra 2011). Nagrada je nova pobuda v sklopu angažmaja in aktivnosti skupine UniCredit na podroËju umetnosti. Dobitnik nagrade UniCredit Venice Award je junija postal srbski umetnik Dragoljub Raša TodosijeviE. Pioneer Funds postala najveËkrat nagrajena tuja družba za upravljanje V Ljubljani je potekal sedmi izbor najboljših vzajemnih skladov v Sloveniji. Tokrat prviË v organizaciji revije Moje Finance, ki je s pomoËjo metodologije finanËnih strokovnjakov nagradila najboljše sklade v petnajstih kategorijah za preteklo leto in desetih kategorijah za petletno obdobje. Skladi družbe za upravljanje Pioneer Funds (Pioneer Funds Global Balanced, Pioneer Funds Emerging Europe & Mediterranean in Pioneer Funds Emerging Europe & Mediterranean) so prejeli najveË nagrad med vsemi tujimi družbami za upravljanje, Pioneer Funds Emerging Europe & Mediterranean pa je postal tudi najveËkrat nagrajeni sklad. Dva otroka na igrišËe pospremila nogometaše UEFA Champions League UniCredit Banka Slovenija d.d. je organizirala nagradno igro in izbrala dva deËka, ki sta pospremila na igrišËe nogometaše UEFA Champions League. Za mesto spremljevalcev se je potegovalo veË kot 150 otrok iz vse Slovenije. MAREC Razpisali nagrado za družbeno vkljuËevanje za leto 2011 - Slovenija Dobrodelna neprofitna organizacija UniCredit Fundacija, ki jo je leta 2003 ustanovila skupina UniCredit, je z namenom podpore družbenim pobudam in spodbujanja kulture donacij in prostovoljstva v Evropi ter osrednji Aziji, povabila slovenske neprofitne organizacije (nevladne organizacije, zveze, fundacije, socialno podjetništvo, itd.) k oddaji predstavitve projektov s podroËja družbenega vkljuËevanja za pridobitev sredstev v višini 100.000 evrov. Odprli poslovno enoto za Bežigradom UniCredit Banka Slovenija d.d. je odprla svojo 21. poslovno enoto v Ljubljani za Bežigradom. Novi, sodobno in funkcionalno opremljeni prostori v poslovni stavbi Astra za Bežigradom nudijo obiskovalcem in strankam popolno banËno storitev na enem mestu v prijetnem okolju. Razpis mojstrskega teËaja za godala za mlade glasbenike - International Music Forum Trenta Bank Austria je v sodelovanju z Dunajskimi filharmoniki razpisala mojstrski teËaj za godala, namenjen mladim talentiranim glasbenikom, ki so ga vodili profesorji Dunajskih filharmonikov. TeËaj je sicer potekal avgusta v Trenti. Mladim talentom so takrat ponudili sodelovanje na mojstrskem teËaju in brezplaËno namestitev. Izbrani mladi glasbeniki so se predstavili na dveh koncertih v Trenti in na koncertu v dvorani dunajskega Musikvereina. Pristop IRB prinesel veËjo preglednost kreditnega portfelja Banke UniCredit Banka Slovenija d.d. je kot prva banka v Sloveniji dobila dovoljenje za zaËetek uporabe pristopa za izraËun kapitalske zahteve za kreditno tveganje na podlagi notranjih bonitetnih sistemov (IRB). Nov pristop je prinesel razlikovanje med bolj in manj tveganimi izpostavljenostmi in s tem veËjo preglednost portfelja Banke. Dodatno Banki omogoËa boljše upravljanje s svojim kreditnim portfeljem, boljšo podlago za nadaljnje strateške usmeritve Banke in še boljše obvladovanje tveganj. Javnosti predstavili rezultate poslovanja v letu 2010 Kljub poËasnosti gospodarskega okrevanja je UniCredit Banka Slovenija d.d. v letu 2010 poslovala zelo uspešno. »isti dobiËek Banke pred obdavËitvijo je znašal 15,8 milijona evrov, kar pomeni, da je bil za 41 % višji kot preteklo leto. »isti obrestni prihodki z dividendami so znašali 55,3 milijona evrov in so dosegli 36-odstotno rast. »iste provizije so zrasle za 10 odstotkov in so znašale 18,7 milijona evrov. Celotni prihodki so dosegli 16-odstotno rast. Operativni dobiËek Banke v višini 36,4 milijona evrov je zrasel za 35,3 odstotka. Slabitve in rezervacije Banke so znašale 20,2 milijona evrov (zrasle so za 19 odstotkov). Celotni stroški poslovanja so dosegli 39,1 milijona evrov in zabeležili 7,9-odstotno rast. Krediti podjetjem in prebivalstvu so zabeležili 10-odstotno rast. Moj garant za 42-odstotno fiksno donosnost in garantirano glavnico UniCredit Banka Slovenija d.d. in zavarovalna skupina ERGO Insurance Group sta oblikovali novo naložbeno zavarovanje z imenom Moj garant, ki strankam omogoËa donosno oplemenitenje finanËnih presežkov z enkratnim vplaËilom premije z vnaprej znano donosnostjo ob poteku pogodbe in življenjskim zavarovanjem. Fotovoltaika - pogled iz evropske perspektive UniCredit Banka Slovenija d.d. je predstavila pogled na fotovoltaiko iz evropske perspektive. Dogodka so se udeležili graditelji sonËnih elektrarn, vlagatelji, ki želijo sredstva vložiti v fotonapetostne projekte, in lastniki streh, ki bi streho dali v najem za postavitev sonËne elektrarne. Strokovnjaki skupine UniCredit in podjetje BISOL, d.o.o. so predstavili fotovoltaiËno industrijo in trende na tem podroËju. APRIL Novinarji iz celotne Evrope povabljeni k oddaji prispevkov Avstrijska tiskovna agencija (APA) je v sodelovanju z Bank Austria letos že osmiË zapored organizirala podelitev prestižne novinarske nagrade ››Pisanje za SVE/Writing for CEE«. Nagrada v višini 5.000 evrov je namenjena spodbujanju novinarskega raziskovanja Evrope in evropskih integracij. Nagrajuje prispevke, ki se ukvarjajo z Evropo in njenimi prebivalci, z vsakdanjim življenjem v evropskih državah ter z evropsko umetnostjo, kulturo in življenjskim stilom, ter tiste, ki prispevajo k podiranju ovir in preseganju predsodkov. Na skupšËini delniËarjev Banke o dokapitalizaciji, uporabi bilanËnega dobiËka in naËrtu razvoja Banke za leto 2011 SkupšËina je sprejela predlog uporabe bilanËnega dobiËka v letu 2010, v višini 6.573.138,41 EUR, ki se je v celoti razporedil v druge rezerve iz dobiËka. Za revizorja za poslovno leto 2011 je imenovala revizijsko družbo KPMG Slovenija d.o.o. Na skupšËini je bila sprejeta tudi odloËitev o poveËanju osnovnega kapitala UniCredit Banka Slovenija d.d. Banka je izvedla dokapitalizacijo s strani veËinskega lastnika z izdajo novih 989.315 navadnih imenskih kosovnih delnic. Skupna emisijska vrednost novih kosovnih delnic je znašala 49.999.980,10 EUR, od tega se je v osnovni kapital družbe vplaËal znesek 4.125.443,55 EUR, v kapitalske rezerve pa znesek v višini 45.874.536,55 EUR. K dokapitalizaciji so bili vabljeni tudi manjšinski delniËarji, in sicer z vplaËilom novih denarnih vložkov v skupni višini do 471,21 EUR in z izdajo do 113 navadnih imenskih kosovnih delnic. SkupšËina UniCredit Banka Slovenija d.d. je podelila razrešnico Ëlanom uprave in nadzornega sveta za leto 2010. »lanom nadzornega sveta, Martinu Klauzerju, Francu Andreetti, Giuseppu Verrascini, Heinzu Karlu Tschiltschu in Alessiu Pomasanu, je podaljšala mandat za obdobje do 30. aprila 2014. Za funkcijo Ëlana nadzornega sveta Banke za enako obdobje do 30. aprila 2014 je bil izvoljen Gianni Franco Giacomo Papa, ki je sicer decembra 2010 nastopil na položaj direktorja skupine UniCredit za podroËje poslovanja v srednji in vzhodni Evropi. Pokal UEFA Champions League v Sloveniji Poslovna enota Ljubljana BTC je zmagala na tekmovanju v prodaji, v katerem so sodelovale poslovne enote UniCredit iz kar 16 držav. Kot nagrada je v Slovenijo prišel pokal UEFA Champions League, ki so si ga nogometni navdušenci lahko ogledali v živo in se z njim fotografirali. UniCredit z družbenim vkljuËevanjem presega meje sponzoriranja Spletna kampanja, ki je spremljala finale UEFA Champions League, z naslovom “Podarite nasmeh otroku” in interne pobude so postale aktivna orodja za odgovoren angažma skupine UniCredit pri sponzoriranju nogometa. Luis Figo je uradni ambasador sponzorstva skupine UniCredit za UEFA Champions League in velikodušen zbiralec sredstev. Za vsakega podpornika projekta je UniCredit fundacija podarila 10 evrov za projekt družbenega vkljuËevanja, ki promovira poštenost, timski duh in medsebojno spoštovanje med otroci ter podpira idejo o nogometni šoli. “Podarite nasmeh otroku” in interna inaËica tega projekta sta spodbujali zaposlene in širšo javnost k podpori pobude skupine UniCredit in UniCredit fundacije k skrbi za lokalne skupnosti. PomoË bo ponujena v državah, v katerih je Skupina prisotna in kjer je potrebna. Zajtrk finanËnih trgov Tradicionalen dogodek je bil posveËen predstavitvi blagovnih instrumentov ter trendov gibanja teËajev in obrestnih mer na lokalnem ter mednarodnih finanËnih trgih. Zajtrk finanËnih trgov je za naše stranke vsakoletna priložnost za izmenjavo izkušenj in poslovnih praks ter druženje s stanovskimi kolegi. MAJ Odprli poslovno enoto v Šentjurju V želji, da bi se strankam Ëim bolj približali, smo novo poslovno enoto odprli tudi v Šentjurju, na Cesti Leona Dobrotinška 3. Skupina UniCredit napovedala podaljšanje sponzorstva UEFA Champions League do leta 2015 Skupina UniCredit je ponosno napovedala podaljšanje pogodbe z UEFA Champions League za obdobje 2012-2015. Z obnovo pogodbe bo skupina UniCredit še naprej povezana z UEFA Champions League, najprestižnejšim nogometnim turnirjem v Evropi. Sponzorstvo se je namreË izkazalo kot moËan dejavnik veËje prepoznavnosti blagovne znamke. PlaËilno-kreditni kartici VISA UniCredit Bank dodali nove ugodnosti Strankam, ki plaËujejo s plaËilno-kreditno kartico VISA, smo omogoËili ugodnosti zavarovanja SOLID s CORIS asistenco: asistenca pred potovanjem in med potovanjem, zdravstvena asistenca, zavarovanje izgube prtljage oz. prestavitve leta na potovanju. Obenem smo dodali kredit kot možnost in ne obvezo - do 30 dni brez obresti ter možnost revolving kredita. UniCredit Bank · 2011 Letno poroËilo 17 Predstavitev Banke Dosežki in dogodki v letu 2011 UniCredit Banka Slovenije d.d. med ustanovitelji slovenske mreže za družbeno odgovornost Na prvi dan 5. mednarodne konference Poti družbene odgovornosti, ki sta jo organizirala zavod Ekvilib inštitut in Evropski socialni sklad, je 19 slovenskih podjetij, med njimi tudi UniCredit Banka Slovenija d.d., ustanovilo Mrežo za družbeno odgovornost. Mreža, ki bo skrbela za promocijo in osvešËanje o pomembnosti družbene odgovornosti, bo postala stiËišËe slovenskih podjetij in organizacij, kjer se bodo izmenjevala znanja, informacije, ideje in dobre prakse na podroËju družbene odgovornosti. 200 banËnikov prenavljalo otroško letovišËe Sodelavke in sodelavci UniCredit Banka Slovenija d.d. smo že drugo leto zapored tudi z dejanji pokazali, da imamo posluh za najmlajše. Konec leta smo z novoletno donacijo podprli tabor za socialno ogrožene otroke na Debelem rtiËu, maja pa smo v otroškem letovišËu za prihod otrok na poletna letovanja pripravili igrišËa, zasadili zelišËni vrt, Ëlani uprave so vsak s svojo ekipo postavili otroške igralne hiške, približno sto ostalih sodelavcev pa je nadelo novo podobo notranjosti paviljona. Za to priložnost oblikovan kreativni tim sodelavcev in sodelavk je na stene otroškega doma narisal morske motive. S tem smo banËniki ponovno dokazali, da se v nas skriva mnogo talentov. Pri barvanju hišk in risanju morskih motivov se nam je pridružila najuspešnejša slovenska tekaËica na smuËeh, Petra MajdiË, k sodelovanju pa smo pritegnili tudi poslovnega partnerja; podjetje JUB je namreË podarilo del materiala, s katerim smo otroškim hiškam nadeli živahno podobo. Delovni Ëas poslovnih enot prilagodili strankam Da bi se Ëim bolj prilagodili tržnim trendom ter v Ëim veËji meri zadovoljili priËakovanja naših strank, smo poslovnim enotam s 1. junijem 2011 spremenili delovni Ëas. Po opravljeni analizi odpiralnega Ëasa poslovnih enot naših najbližjih konkurentov ter po pogovoru s strankami smo oblikovali tri urnike odpiralnih Ëasov. Objavili rezultate poslovanja v prvem Ëetrtletju 2011 UniCredit Banka Slovenija d.d. je v prvih treh mesecih leta 2011 dosegla prihodke v višini 20,1 milijona evrov (14 % veË kot v enakem obdobju leta 2010). Administrativni stroški in amortizacija so znašali 9,6 milijona evrov (6-odstotno poveËanje v primerjavi z enakim obdobjem lani), kar je posledica veËjega števila zaposlenih ter intenzivnega izvajanja aktivnosti pri poveËevanju mreže poslovnih enot. Obrestni prihodki so znašali 14,8 milijona evrov (22 % veË kot v enakem obdobju leta 2010). Operativni dobiËek v prvem Ëetrtletju je narasel na 10,9 milijona evrov (28 % veË v primerjavi z enakim obdobjem leta 2010). Oslabitve kreditov so dosegle 7,1 milijona evrov, dobiËek pred obdavËitvijo je znašal 3,9 milijona evrov (v prvem Ëetrtletju leta 2010 je znašal 4,6 milijona evrov). BilanËna vsota Banke je znašala 3.134 milijonov evrov (5 % veË kot konec leta 2010). Od zaËetka leta 2011 je Banka poveËala obseg posojil nebanËnemu sektorju za 22 milijonov evrov ter obseg depozitov za 189 milijonov evrov. Gianni Franco Giacomo Papa postal predsednik nadzornega sveta UniCredit Banka Slovenija d.d. Nadzorni svet je Giannija Franca Giacoma Papo imenoval za predsednika nadzornega sveta Banke. Do tedaj je funkcijo predsednika nadzornega sveta UniCredit Banka Slovenija d.d. opravljal Federico Ghizzoni, ki je postal predsednik uprave skupine UniCredit. Za namestnika predsednika nadzornega sveta je nadzorni svet imenoval Martina Klauzerja. S pravo taktiko do finanËnega ugodja UniCredit Banka Slovenija d.d. je predstavila pomladno ponudbo potrošniških kreditov. Kreditojemalci so lahko izbirali med kreditom z variabilno ali fiksno obrestno mero. Na voljo je bil tudi kredit brez zaËetnih stroškov odobritve in zavarovanja kredita ter možnost življenjskega zavarovanja kreditojemalca. Nagrada za sodobno umetnost UniCredit Venice Award Za mednarodno nagrado za sodobno umetnost UniCredit Venice Award na Beneškem bienalu se je potegovalo osem držav, in sicer Hrvaška, »eška, Estonija, Madžarska, Latvija, Srbija, Slovenija in TurËija. Slovenijo je predstavljal umetnik Mirko Bratuša. Kako financirati poslovanje V UniCredit Banka Slovenija d.d. ugotavljamo, da si podjetja želijo veË makro- in mikro-ekonomskega znanja, zato smo organizirali regijske dogodke, na katerih je predsednik uprave Banke, dr. France Arhar, udeležence seznanil s tržno situacijo, produktni specialisti pa so predstavili trenutno makroekonomsko dogajanje ter optimalne rešitve za financiranje rednega poslovanja in izvoznih poslov za srednje velika podjetja. JUNIJ Mobilna banka z univerzalno aplikacijo za mobilne telefone V ponudbo smo dodali mobilno banko, ki deluje na veËini sodobnih mobilnih telefonov z možnostjo povezave z internetom, njeno delovanje pa je neodvisno od mobilnega operaterja in naËina prenosa podatkov. Ta naËin poslovanja z banko odlikuje prihranek Ëasa in veË nadzora nad osebnimi financami ter preprosta in varna uporaba. Možnost vpogleda v stanje na raËunih je 24 ur na dan, vse dni v tednu. Strankam smo ponudili tudi brezplaËno poskusno obdobje do 1. septembra. Predstavitev Mobilne banke GO! za predstavnike medijev je potekala v botaniËnem vrtu. Ob tej priložnosti je Ëlan uprave preko svojega mobilnega telefona simboliËno nakazal tudi donacijo za posvojitev dveh rastlin. Odprli novo poslovno enoto v Mariboru V naselju Magdalena v Mariboru, na Žolgarjevi 19, smo odprli novo poslovno enoto. Maribor gostil 13. nogometni turnir banËne skupine UniCredit Skoraj 1.300 UniCreditovcev se je zbralo pod Pohorjem. Turnir, na katerem je sodelovalo 73 ekip iz 22 evropskih držav, je prviË potekal izven Italije. Udeležence je pozdravil tudi mariborski župan Franc Kangler. Financiranje obËin ObËine se sooËajo s pomanjkanjem sredstev ter omejitvami pri hitrejši in bolj kakovostni izvedbi infrastrukturnih projektov. Zato je UniCredit Banka Slovenija d.d. organizirala sreËanje, na katerem so strokovnjaki z razliËnih podroËij govorili o alternativnih možnostih financiranja javne infrastrukture. JULIJ UniCredit Fundacija in UniCredit Banka Slovenija d.d. nagradili tri projekte z nagrado za družbeno vkljuËevanje 2011 - Slovenija UniCredit Fundacija je skupaj z UniCredit Banka Slovenija d.d. aprila 2011 lansirala svojo prvo “Nagrado za družbeno vkljuËevanje” v Sloveniji. K oddaji projektov smo povabili vse neprofitne subjekte (neprofitne organizacije, združenja, fundacije, invalidska podjetja in podobno), ki pripravljajo projekte za zmanjšanje družbene izkljuËenosti in revšËine ter izboljšanje življenjskih razmer tako ali drugaËe prikrajšanih ljudi. Prispelo je veË kot 80 prijav. Po strogem postopku ocenjevanja so bili izbrani trije projekti, izmed katerih je tisti, ki je prepriËal tudi zaposlene v UniCredit Banka Slovenija d.d., dobil še posebno donacijo. Skozi pobudo “Tvoja izbira, tvoj projekt - Slovenija” smo namreË povabili sodelavce UniCredit Banka Slovenija d.d. h glasovanju. Izbrani projekti so prejeli po 25.000 EUR, medtem ko je zmagovalni projekt v glasovalnem tekmovanju prejel še dodatnih 25.000 EUR. Projekt “Doživite jesen življenja na svojem domu - Mreža programov za družinske skrbnike in prostovoljce za nudenje pomoËi starejšim”, ki ga je predlagal Inštitut Antona Trstenjaka, smo podprli z zneskom v višini 50.000 EUR. “Tovarno dela - Tekstil”, ki ga izvaja Društvo za razvoj socialnih programov in socialnega podjetništva (DSP) Center, smo podprli z zneskom v višini 25.000 EUR za socialno podjetniško idejo zbiranja, obdelovanja, prodaje in recikliranja rabljenega tekstila, ustvariti zaposlitvene možnosti za iskalce prve zaposlitve in brezposelne ženske nad 50 let. Projekt “Narava in družba v sožitju - ustvarjanje novih zaposlitev v družbenem gospodarstvu Pomurja z lokalnimi viri”, ki ga izvaja Mozaik - Društvo za socialno vkljuËenost; projekt se ukvarja z družbenim vkljuËevanjem ranljivih skupin (brezposelni, brezdomci, invalidi, bivši uživalci drog in bivši zaporniki), ki se integrirajo v družbo skozi razliËne programe usposabljanj, pa smo prav tako podprli z zneskom v višini 25.000 EUR. Skupina UniCredit uspešno prestala stres test Skupina UniCredit je bila na ravni EU vkljuËena v stres-test, ki ga izvaja Evropska banËna agencija (EBA - European Banking Authority), v sodelovanju z Banko Italije, Evropsko centralno banko (ECB), Evropsko komisijo (EK) in Evropskim odborom za sistemska tveganja (ESRB). Test izjemnih situacij, ki zajema prek 90 bank, ki pokrivajo veË kot 65 odstotkov banËnih sredstev celotnega EU sistema, ocenjuje odpornost evropskih bank na te situacije in njihovo solventnost ob hipotetiËnih izjemnih dogodkih. Razpis UniCredit MBA študija z možnostjo štipendiranja Razpisali smo štipendije na mednarodnem magisteriju poslovnih ved (MBA) za podroËje banËništva za prebivalstvo, ki ga v sodelovanju s skupino UniCredit izvaja Alma Graduate School (poslovna šola v sklopu Univerze v Bologni) in je edini MBA (med 2.500 ostalimi ponujenimi na globalni izobraževalni ravni), ki se osredotoËa na finanËno industrijo in banËno poslovanje s prebivalstvom. Program, ki se je sicer zaËel septembra, poteka v Bologni in je namenjen mladim iz celega sveta, ki želijo razviti uspešno kariero v banËništvu za prebivalstvo, v banËnem sektorju kot celoti ali še bolj splošno v finanËni industriji, saj stremi k poveËanju vodstvenih znanj in sposobnosti ter postavljanju trdnih temeljev za vodstveno kariero v finanËni industriji, s poudarkom na banËnem poslovanju s prebivalstvom. Enoletni študij poteka v angleškem jeziku, ponuja priložnost za pridobitev mešanice teorije in izkušenj, študentom pa omogoËa visoko kakovostno kombinacijo analitiËnih spretnosti in sposobnosti reševanja problemov, ki so potrebne za uspeh v banËnem sektorju. Damijan Dolinar postal Ëlan uprave UniCredit Banka Slovenija d.d. je dobila novega Ëlana uprave, mag. Damijana Dolinarja, CFA. S potrditvijo Damijana Dolinarja kot Ëlana uprave, odgovornega za podroËje upravljanja s tveganji (t.i. CRO - Chief Risk Officer), s strani nadzornega sveta Banke in s strani Banke Slovenije je uprava Banke postala štiriËlanska. UniCredit Banka Slovenija d.d. prejela naziv ››Najboljša banka v Sloveniji« Revija EMEA Finance je že tretje leto zapored podelila nagrade za dosežke bank. »lanice skupine UniCredit so prejele nagrade za najboljšo banko v Italiji, Bolgariji, na Poljskem in v Sloveniji. Metodologija ocenjevanja je sestavljena iz ocene dosežkov posamezne banke v preteklem letu ter podatkov o trgih, na katerih delujejo. Pregledajo paleto dejavnikov, ki vplivajo na uvrstitev banke, med njimi prihodke, dobiËek, rast tržnega deleža, rast kreditov in depozitov ter pomembne posle (v primeru investicijskih bank). AVGUST Razpisali mednarodni dodiplomski UniCredit program podjetniškega in investicijskega banËništva Program, strukturiran po modulih, omogoËa pridobitev praktiËnega znanja s podroËja poslovanja s podjetji in investicijskega banËništva v UniCredit izbranim prijaviteljem, internim in zunanjim zainteresiranim. Koncept seminarja omogoËa prenos akademskega znanja v praktiËne izkušnje in ponuja vstopne pozicije na veË podroËjih poslovanja s podjetji. Lokacije izvajanja programa so Milano, München, London, Dunaj in druge. UniCredit Bank · 2011 Letno poroËilo 19 Predstavitev Banke Dosežki in dogodki v letu 2011 Objavili rezultate poslovanja v prvi polovici leta 2011 DobiËek pred obdavËitvijo je v prvih šestih mesecih leta 2011 znašal 9,5 milijona evrov (kar predstavlja rast v višini 17,8 % na letni ravni) predvsem zaradi izboljšanja operativnega prihodka. Prvo polovico leta 2011 je zaznamovala tudi stabilna struktura bilance stanja in poveËanje regulatornega kapitala zaradi prehoda na F-IRB Basel II pristop. Prihodki so v tem obdobju dosegli raven 42,2 milijona EUR (+23,0 % v primerjavi z enakim obdobjem leto poprej). Dosegli smo obËuten porast Ëistih obrestnih prihodkov, ki so znašali 29,8 milijona EUR (+19,6 % v primerjavi z enakim obdobjem preteklega leta). »iste provizije so se poveËale pri vseh produktih, v celoti za 10,7 %. Operativni stroški so dosegli raven 19,8 milijona EUR (6,5-odstotna rast v primerjavi s prvim polletjem 2010, kar je predvsem posledica poveËanega števila zaposlenih zaradi programa širitve mreže poslovnih enot). Operativni dobiËek je znašal 22,4 milijona EUR (+42,5 % v primerjavi z enakim obdobjem preteklega leta). Rezervacije in oslabitve so dosegle 12,9 milijona EUR (5,2 milijona EUR veË kot v prvem polletju lanskega leta). Struktura bilance stanja je bila stabilna in z rastjo na podroËjih poslovanja s strankami (letna rast v višini 5,3 % pri posojilih strankam, 19,9-odstotna rast pri depozitih strank). Odprta zabavna šola nogometa za otroke Združenje CCPA (Cross Cultures Project Association) je organiziralo eno od zabavnih šol nogometa. V okviru projekta ››Podarite nasmeh otroku« smo 10 otrok, ki so jih starši prijavili preko prijavnega obrazca, nagradili s petdnevnim obiskom nogometne šole v Lepoglavi na Hrvaškem. Za otroke iz Slovenije, Hrvaške, Srbije, Bosne in Hercegovine, Avstrije in NemËije so pripravili program z mešanico zabavnega nogometa, kulturnih dejavnosti in drugih priložnosti za druženje z novimi prijatelji. SEPTEMBER Poslovati zaËele tri nove poslovne enote Septembra smo odprli tri nove poslovne enote, in sicer v Luciji, Krškem in v Ljubljani na Celovški, v neposredni bližini kina Šiška. Janko Medja postal Mladi Manager 2011 Sekcija mladih managerjev pri Združenju Manager vsako leto podeljuje priznanje mlademu uspešnemu managerju oz. managerki, ki je dosegel pomembne poslovne uspehe s pomoËjo odliËnosti vodenja, ustreznih poslovnih praks, upravljanja informacij, kadrov in interesov deležnikov podjetja. Na tokratnem Managerskem kongresu v Portorožu je prejemnik priznanja Mladi manager 2011 postal Ëlan uprave UniCredit Banka Slovenija d.d., Janko Medja. Pogovoru o vrednotah sledilo zbiranje rabljenih oblaËil Kot vsako leto, smo se pogovarjali o vrednotah in njihovem uresniËevanju v praksi. Poudarek je bil na trajnostnem delovanju. Teden kasneje smo lahko tudi v praksi pokazali našo zavzetost. Zbirati smo namreË priËeli rabljena oblaËila - kar 80 vreË se jih je nabralo do konca akcije- z njimi pa smo Tovarni dela pomagali pri ustvarjanju novih zaposlitev. OKTOBER FinanËni dnevi UniCredit Banka Slovenija d.d. Najodmevnejši dogodek za poslovne partnerje divizije Poslovanje s podjetji in investicijsko banËništvo so bili FinanËni dnevi UniCredit Bank. Dvodnevni strokovni dogodek, na katerem smo gostili najuglednejše poslovne partnerje in nekatere najvidnejše predstavnike slovenskega gospodarstva, smo posvetili vzrokom prezadolženosti slovenskih podjetij ter razliËnim možnostim financiranja in idejnim rešitvam, ki bi v recesijskih Ëasih lahko vodile do razvojnih prebojev in poslovnih zmag. Uradni del smo zakljuËili s prijetnim druženjem in popoldanskim jadranjem. Prenovili ponudbo za študente Študentski banËni paket Cimer smo preimenovali v paket Start, ki je po novem namenjen tudi tistim brez študentskega statusa. Ostal je brezplaËen, dodali pa smo mu tudi možnost pridobitve plaËilno- kreditne kartice VISA (klasiËne ali zlate) s 50-odstotnim popustom na letno Ëlanarino, Mobilno banko GO! brez stroškov prikljuËnine, varnostni SMS brez meseËne naroËnine za BA Maestro kartico, varËevalni raËun, ugodnejše študentske kredite ter popuste pri partnerjih Zavod ŠOLT in Quicksilver windsurf šola. Gostili strokovnjaka za kapitalske trge iz Pioneer Investments V sodelovanju s Pioneer Investments smo organizirali dogodek z naslovom ››Naložbena konferenca Pioneer Investments«. Na sreËanju, namenjenem vlagateljem v investicijske sklade, sta spregovorila dr. France Arhar, predsednik uprave UniCredit Banka Slovenija d.d., ter Peter Bodis, strokovnjak in odliËen poznavalec kapitalskih trgov, ki je že vrsto let ena kljuËnih oseb v družbi Pioneer Investments. Strokovnjak madžarskega porekla je kot osrednji govorec na sreËanju predstavil dogajanje in spremembe na kapitalskih trgih, vlagatelje seznanil s trendi in jim predstavil nekaj trenutnih naložbenih priložnosti. Naslednji dan smo dali priložnost za vprašanja tudi predstavnikom medijev, ki smo jih povabili na delovni zajtrk z govorcema. V ponudbo dodali POS terminale Trgovskim in storitvenim podjetjem smo dali možnost izbire med razliËnimi tipi POS terminalov ter možnost povezave POS terminalov z elektronsko blagajno. Oblikovali smo dva paketa vzdrževanja; Standard, namenjen najširšemu krogu uporabnikov z osnovnimi potrebami po vzdrževanju, in Premium, za zahtevnejše uporabnike, ki obratujejo tudi ponoËi in želijo hiter odziv v primeru vprašanj in reklamacij. Poleg veËjega obsega prodaje in nižjih stroškov v primerjavi s poslovanjem z gotovino, Banka podjetjem ponuja tudi najvišjo stopnjo varnosti poslovanja prek terminalov. Letni dogodek za stranke tokrat v Postojnski jami Že deseto let zapored smo naše najzvestejše stranke povabili na koncert slovenskih filharmonikov. Ob 20. obletnici Banke smo stranke in sodelavce, ki so v Banki zaposleni že vseh 20 let, povabili v Postojnsko jamo. Trobilci Slovenske filharmonije so ob tej priložnosti z zvoki napolnili eno najveËjih dvoran tega podzemnega bisera. NOVEMBER Odprli poslovno enoto Šmartinska 2 Odprli smo vrata nove agencije Ljubljana Šmartinska 2, na Šmartinski cesti 53, v poslovni stavbi Rezidenca. Novinarji iz Makedonije na obisku V Banki smo gostili deset novinarjev iz najpomembnejših makedonskih medijev. Na sreËanju z dr. Francetom Arharjem in še dvema predstavnikoma Banke so se seznanili z aktualno gospodarsko situacijo v Sloveniji, zgodovino Banke ter družbeno odgovornimi aktivnostmi, ki jih izvajamo. Slovenka Meta Krese postala dobitnica novinarske nagrade ››Pisanje za Srednjo in Vzhodno Evropo za leto 2011« Slovenska novinarka in fotografinja Meta Krese je dobitnica evropske novinarske nagrade ››Pisanje za Srednjo in Vzhodno Evropo za leto 2011«. Meta Krese je nagrado v višini 5.000 EUR, ki sta jo že osmiË podelili avstrijska tiskovna agencija APA in Bank Austria, prejela za svoje kritiËno poroËanje o življenjskih razmerah romske manjšine v Sloveniji. »astni gost letošnje podelitve na Dunaju je bil nekdanji nemški minister za zunanje zadeve Hans-Dietrich Genscher, ki je spregovoril o trenutnih izzivih za Evropo in o svojih politiËnih izkušnjah z združevanjem Evrope. Objavili rezultate poslovanja v tretjem Ëetrtletju V tretjem Ëetrtletju leta 2011 je dobiËek pred obdavËitvijo dosegel 14,3 milijona evrov, zabeležena pa je bila 15,1-odstotna letna rast prihodkov tako iz naslova obrestnih kot neobrestnih prihodkov. Prihodki so dosegli 62,9 milijona EUR (letna rast v višini 15,1 %). PrepriËljivo je bilo okrevanje Ëistih obrestnih prihodkov na raven 45,2 milijona EUR (letna rast v višini 16,6 %), neobrestni prihodki so se izboljšali na vseh produktnih podroËjih (11,4 % na letni ravni), operativni stroški in amortizacija pa so dosegli 30,4 milijona EUR (7,5 % na letni ravni). Operativni dobiËek je ob koncu tretjega kvartala znašal 33,1 milijona EUR, (28,2 % na letni ravni), oslabitve kreditov pa so dosegle nivo 18,8 milijona EUR (rast za 7,2 milijona EUR, 61,7 % na letni ravni). Trdna struktura bilanËne vsote kaže na rast na nebanËnih podroËjih poslovanja s strankami; zabeležili smo namreË letno rast v višini 1,1 % pri kreditih strankam in 13,9 odstotno rast pri depozitih strank. Zbirali predloge za novoletno donacijo UniCredit Banka Slovenija d.d. že vrsto let namesto nakupa poslovnih daril ob novem letu sredstva nameni otrokom in mladostnikom z manj priložnostmi. Slovenske neprofitne organizacije, ki delujejo na humanitarnem podroËju, smo povabili k oddaji predlogov za namembnost sredstev donacije v višini 20.000 EUR. DECEMBER Dr. France Arhar izbran za vzornika 180 mladih aktivnih poslovnežev je izbralo 12 poslovnih vodij iz Slovenije, med njimi tudi dr. Franceta Arharja, ki zanje predstavljajo vzor za motivacijo in uspeh. SreËanje sodelavcev s predsednikom nadzornega sveta Vodje, talenti, predstavniki Sveta delavcev in Sindikata UniCredit Banka Slovenija d.d. so se sreËali s predsednikom nadzornega sveta Banke in odgovornim za poslovanje Skupine v državah SVE, Francom Giannijem Giacomom Papo, ki jim je predstavil strateške usmeritve Skupine do leta 2015. Sodelavcem smo tako ponudili možnost pogovora s predstavnikom najvišjega vodstva skupine UniCredit. Želje spremljajo dobra dejanja UniCredit Banka Slovenija d.d. je že šesto leto zapored namesto nakupa novoletnih daril namenila sredstva otrokom in mladostnikom iz socialno šibkih družin. Z donacijo bomo omogoËili Mladinskemu klimatskemu zdravilišËu Rakitna izvedbo programa reintegracije in rehabilitacije mladostnikov s Ëustvenimi motnjami, Zvezi prijateljev mladine Moste-Polje pa realizacijo projekta Mladi in Evropa. Temeljni cilj projektov je otroke in mladostnike iz socialno šibkih okolij opremiti s pozitivnimi vrednotami življenja, spoštovanjem do drugega, razvojem empatije, Ëlovekoljubja, sklepanja novih prijateljstev in delitev znanj. 10 let sodelovanja s Slovensko filharmonijo Že deseto leto UniCredit Banka Slovenija d.d. izraža tudi svoj posluh za umetnost. Slovenska filharmonija je z donacijo v letu 2011 postala bogatejša za koncertno violo. Banka je sicer v preteklih letih pomagala pri nakupu koncertnega klavirja, violine, viole, kontrabasa, flavte - in tako prispevala k lepšemu in polnejšemu zvenu orkestra Slovenske filharmonije. Zbirali za otroke in družine is socialno šibkih okolij Ob novem letu smo v vseh poslovnih enotah Banke po Sloveniji poleg igraË in uËnih pripomoËkov za otroke zbirali tudi obleke, hrano in pohištvo za najbolj socialno ogrožene romske družine iz Dolenjske. UniCredit Bank · 2011 Letno poroËilo 21 Predstavitev Banke Dosežki in dogodki v letu 2011 Prepoznane aktivnosti UniCredit Banka Slovenija d.d. se je uvrstila v družbo najbolj uglednih delodajalcev po mnenju približno 3.000 spletnih uporabnikov, prejela je plaketo Horus za uvrstitev na drugo mesto za svoje družbeno odgovorne aktivnosti v kategoriji velikih podjetij ter priznanje TOP 10 za sistematiËno vlaganje v izobraževanje zaposlenih. Poslovno poroËilo Poslanstvo, vizija in strategija Naša zavzetost je naša prednost V skupini UniCredit je najmoËnejše orodje prav trdna in neomajna zavzetost - za naše stranke, za naše zaposlene, za naše vlagatelje, za lokalne skupnosti, v katerih delujemo, pa tudi zavzetost za spoštovanje naših temeljnih vrednot, spoštovanje kulture, doseganje visoke kakovosti v vsem, kar poËnemo, in zavzetost za trajnosten uspeh našega podjetja. Skupina UniCredit je ena vodilnih mednarodnih finanËnih ustanov s trdnimi koreninami v 22 evropskih državah ter s celovito mednarodno prisotnostjo na približno 50 trgih, z okoli 160.000 zaposlenimi in 9.508 poslovnimi enotami. Imamo moËno evropsko identiteto, obsežno mednarodno navzoËnost in široko bazo strank. Naš strateški položaj v zahodni in vzhodni Evropi daje Skupini enega najvišjih tržnih deležev v regiji. Predano vlagamo v graditev novih odnosov s strankami in prevzemamo aktivno vlogo v lokalnih skupnostih. Ob zasledovanju poti trajnostne rasti je Banka v zadnjih nekaj letih nenehno zaposlovala nove ljudi in tako postajala zanesljiv in privlaËen delodajalec za lokalno okolje. Poslanstvo in vizija Zavezali smo se uresniËevanju novega poslanstva: Mi, sodelavci skupine UniCredit, se zavzemamo za ustvarjanje vrednosti za naše stranke. Kot vodilna evropska banka si prizadevamo za razvoj skupnosti, v katerih živimo, za svoje sodelavce pa želimo ustvariti prijazno delovno okolje. Stremimo k odliËnosti in si nenehno prizadevamo, da bi bilo poslovanje z nami enostavno. Te zaveze nam omogoËajo oblikovanje trajnostne vrednosti za naše deležnike. Naša vizija je osredotoËati se na ljudi kot posameznike, kar bomo dosegli s prizadevanjem, da poveËamo njihov potencial ter jim pomagamo uresniËiti njihove naËrte in ideje. Trdno verjamemo, da ima vsak posameznik pravico in odgovornost oblikovati 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 Naš skupek vrednot - delimo si jih vsi zaposleni v skupini UniCredit - temelji na poštenosti kot pogoju trajnosti, kar omogoËa, da dobiËek preoblikujemo v vrednoto za vse naše deležnike. Ta skupek vrednot izhaja iz naše Listine o vrednotah, ki predstavlja osnovo vsega, kar poËnemo. Naše vrednote so: • Poštenost - imamo enoten visok standard za vse, kar poËnemo; ta se uporablja za vse enako in brez diskriminacije. • Zaupanje - delimo si skupen kodeks vrednot, ki je podlaga vsemu, kar poËnemo. 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 uresniËevanje 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 skupine UniCredit 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 skupine UniCredit 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 upo.tevajoË, da je celotno poslovanje lokalno, skozi neomejene ali standardizirane produkte. Pri oblikovanju in razvoju izdelkov skušamo iz Ëlanstva v Skupini doseËi 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. 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 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 pripisujemo 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. UniCredit Bank · 2011 Letno poroËilo 25 Poslovno poroËilo FinanËni rezultati Splošen pregled poslovanja POUDARKI Za banËni sektor je bilo leto 2011 eno najtežjih doslej. Po eni strani ga je zaznamovalo poËasno okrevanje po finanËni krizi, ki je predvsem prizadela generiranje višjega operativnega prihodka, ob tem pa vplivala na oblikovanje dodatnih oslabitev za kredite. Slednje je bilo nujno, saj slovensko gospodarstvo potrebuje nekaj Ëasa za ponovno obnovitev. PrviË je bila za banËni sektor vpeljana obdavËitev bank, ki temelji na velikosti bilanËne vsote in ta je za Banko znašala 0,79 milijona evrov. Po drugi strani pa je Banka razširila mrežo poslovalnic z osmimi novimi enotami, tako da ima zdaj 28 sodobnih enot po vsej državi. Širša poslovna mreža je prispevala tudi k znatnemu poveËanju baze depozitov strank. BanËni sektor je bil še vedno pod vplivom nizke likvidnosti, kar je prispevalo k visokim likvidnostnim stroškom in omejitvam financiranja. Globalna recesija in notranja politiËna kriza sta dodatno poglobili situacijo, predvsem skozi višje kreditne razpone državnega dolga, kar se je neposredno odražalo v vrednotenjih in kreditnem tveganju dolžniških instrumentov. Kot rezultat prehoda iz standardiziranega pristopa Basel II na Basel II IRB Foundation pristop, kar pomeni predvsem boljše upravljanje kreditnega tveganja in kapitala, je Banka maja 2011 poveËala svoj kapital za 50 milijonov evrov. Ne glede na makroekonomsko okolje in nadaljevanje težav, s katerimi se je sooËala banËna industrija v letu 2011, se je UniCredit Banka Slovenija d.d. uspešno kosala z izzivi in poslediËno izboljšala svojo dobiËkonosnost. Leta 2011 je bil operativni prihodek za 10,5 % višji kot leto prej in je dosegel 82,94 milijona evrov. Banka je dosegla dobre rezultate na vseh poslovnih podroËjih. Skladno s priËakovanji se je dobro razvijala donosnost osnovne dejavnosti poslovanja s strankami. Skladno s konceptom kreiranja 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. Kreiranje vrednosti se meri po ekonomski dodani vrednosti (EVA), ki poleg tradicionalnih meril dobiËkonosnosti upošteva tudi strošek kapitala. Ta koncept zagotavlja optimalno alokacijo kapitala znotraj poslovnih podroËij. Izkaz poslovnega izida za leto 2011 »isti obrestni prihodki in dividende so se v primerjavi s preteklim letom poveËali s 55,29 milijona evrov na 62,34 milijona evrov, kar pomeni 13-odstotno rast. Od tega je prihodek od dividend v letu 2011 znašal 2,43 milijona evrov v primerjavi z letom 2010, ko je znašal 2,29 milijona evrov. V letu 2011 so bili glavni razlog za višje obrestne prihodke predvsem boljše marže kreditov strankam in nižje obrestne mere na trgu, ki so, zahvaljujoË strukturi bilance stanja, imeli pozitiven uËinek na obrestne prihodke in odhodke. Banka se je prav tako prilagodila spremenjenim tržnim pogojem z izboljšanjem strategije pridobivanja sredstev. Kljub dejstvu, da so bile marže pri kreditih še vedno 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 2011 še naprej rasle in so prevzele poveËane stroške likvidnosti, ki jih je Banka plaËevala. »iste opravnine so v letu 2011 zrasle za 11,3 % in dosegle 20,86 milijona evrov (leta 2010, ki je bilo rekordno leto, so znašale 18,74 milijona evrov). Razlog za takšno dodatno zvišanje so rešitve ››po meri« ter osredotoËanje Banke na stranke, kar je poslediËno prineslo privlaËne produkte in konkurenËne storitve. Opravnine iz naslova poslov z vrednostnimi papirji so se kljub gospodarski krizi poveËale OPERATIVNI PRIHODEK OPERATIVNI DOBI»EK DOBI»EK PRED KREDITI STRANKAM VLOGE STRANK + 10 % + 15 % OBDAV»ITVIJO + 2 % + 22 % +14 % 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 26 2011 Letno poroËilo · UniCredit Bank za 20,8 % in so tako znašale 4,92 milijona evrov. Kot posledica zavedanja strank o tveganjih, so opravnine od garancij zrasle za 57,9 % in so dosegle 2,82 milijona evrov, plaËilne transakcije pa so se poveËale za 9,7 % in so dosegle 5,40 milijona evrov. Opravnine od kreditnih poslov so se znižale s 5,46 milijona evrov v letu 2010 na 4,42 milijona evrov v letu 2011. Na podroËju poslovanja s podjetji Banka pripoznava približek koncepta efektivnega donosa z razmejevanjem opravnin na postavki Ëistih obrestnih prihodkov. To pa ne velja za poslovanje s prebivalstvom. V letu 2011 so realizirani dobiËki in izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida, znašali 0,02 milijona evrov, kar v primerjavi z letom 2010 predstavlja zmanjšanje za 0,62 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. Trgovalni rezultat je v letu 2011 upadel in dosegel 0,35 milijona evrov dobiËka (2010: 0,80 milijona evrov). Od tega so izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju, znašale 3,82 milijona evrov, kar predstavlja padec v višini 0,05 milijona evrov. »isti prihodek iz teËajnih razlik je znašal 4,17 milijona evrov in je torej ostal na podobni, trdni ravni iz leta 2010, ko je znašal 4,56 milijona evrov. Zaradi poveËanega obsega poslovanja, dodatnih zaposlenih in inflacije so se v letu 2011 administrativni stroški Banke in amortizacija poveËali za 2,52 milijona evrov oziroma za 6,5 %. Banka nenehno poveËuje svojo produktivnost in uËinkovitost ter tako ohranja potrebo po novih zaposlenih na nizki ravni. Poleg tega se je Banka v letu 2011 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. Stroški zaposlenih so se poveËali iz 20,35 milijona evrov v letu 2010 na 22,76 milijona evrov v letu 2011. Glavni razlogi za poveËanje so dodatni zaposleni v novih poslovalnicah ter prilagoditev plaË inflaciji. Ob koncu leta 2011 je Banka imela 571,6 EPD (EPD - ekvivalent polnega delovnega Ëasa)(2010: 521,3), povpreËno pa je v tem letu za Banko delalo 551,1 EPD (2010: 517,7). Ostali administrativni stroški so se v letu 2011 znižali za 0,54 milijona evrov na 13,59 milijona evrov, kar je 3,8-odstotno znižanje, medtem ko se je amortizacija poveËala s 4,59 milijona evrov v letu 2010 na 5,24 milijona evrov v letu 2011, kar predstavlja 14,2-odstotno poveËanje. Operativni dobiËek (dobiËek pred oslabitvami, rezervacijami in obdavËitvijo) je znašal 41,33 milijona evrov in je zrasel za 5,32 milijona evrov (14,8 %) v primerjavi z letom 2010. UniCredit Bank · 2011 Letno poroËilo 27 Poslovno poroËilo FinanËni rezultati V letu 2011 so oslabitve in rezervacije znašale 23,33 milijona evrov ODHODKI (2010: 20,19 milijona evrov), kar predstavlja poveËanje v višini 3,13 milijona evrov in je rezultat slab.anja kvalitete kreditnega 3 portfelja zaradi zaostrenih gospodarskih razmer. 3 18,00 milijona evrov v primerjavi s 15,81 milijona evrov v letu 2010, kar pomeni poveËanje v višini 2,19 milijonov evrov oziroma V letu 2011 je Banka dosegla dobiËek pred obdavËitvijo v višini za 13,8 %. »isti dobiËek poslovnega leta znaša 14,74 milijona evrov v primerjavi s 13,15 milijona evrov v letu 2010, kar predstavlja poveËanje v višini 1,59 milijona evrov oziroma 12,1 %. Izkaz finanËnega poloaaja za leto 2011 V letu 2011 se je bilanËna vsota Banke zmanjšala za 50,85 milijona evrov ali za 1,7 % na 2.945,64 milijona evrov. Glavni razlog za zmanjšanje je dejstvo, da ekonomsko okolje ni naklonjeno hranjenju trgovalnih sredstev in drugih dolžniških vrednostnih papirjev v portfelju Banke. Banka je zato osredotoËila svojo strategijo na aktivnosti, ki se nanašajo na poslovanje s strankami na podroËju kreditov in depozitov. Banka je nadaljevala s financiranjem strank, ki niso banke, tako da so se tovrstni krediti poveËali za 47,08 milijona evrov in dosegli 2.356,24 milijona evrov. FinanËna sredstva, namenjena trgovanju, so se v letu 2011 zmanjšala za 49,95 milijona evrov in so dosegla 67,99 milijona evrov. Ta pozicija je preteano sestavljena iz pozitivne tržne vrednosti izvedenih finanËnih instrumentov. 23 20 Zneski v mio EUR Za prodajo razpoložljiva finanËna sredstva so se v letu 2011 zmanjšala iz 390,75 milijona evrov na 295,16 milijona evrov. Pozicija je sestavljena iz kapitalskih naložb Banke, likvidnega portfelja, pozicij kreditnih premij pri obveznicah podjetij in bank ter delnic v podjetjih. Slednje ima Banka namen prodati, saj jih je pridobila kot rezultat unovËenja zavarovanj kreditov. Posojila in terjatve do bank so se poveËali s 25,64 milijona evrov 2010 2011 v letu 2010 na 90,08 milijona evrov. NajveËji del te razlike izhaja iz kratkoroËnih pozicij ter namere Banke, da bo ohranjala veË DAVEK OD DOHODKA PRAVNIH OSEB AMORTIZACIJA OSTALI ADMINISTRATIVNI STROŠKI STROŠKI DELA OSLABITVE IN REZERVACIJE razpoložljivih likvidnih sredstev. Posojila in terjatve do strank, ki niso banke, so se do konca leta 2011 zvišali z 2.309,16 milijona evrov na 2.356,24 milijona evrov. PoveËanje je bilo zmerno predvsem zaradi višjega povpraševanja po kreditih in zaradi na splošno izboljšanih gospodarskih razmer. Ta postavka predstavlja 80 % bilance stanja (2010: 77 %). FINAN»NA SREDSTVA 64 26 Zneski v mio EUR FinanËne naložbe v posesti do zapadlosti, kjer ima UniCredit Banka Slovenija d.d. obveznice lokalne banke, so znašale 19,97 milijona evrov in so tako na primerljivi ravni z letom 2010, ko so znašale 29,89 milijona evrov. 67 PoveËanje opredmetenih osnovnih sredstev in neopredmetenih sredstev z 24,03 milijona evrov na 30,04 milijona evrov odraža 90 naložbe Banke v poslovno infrastrukturo. FinanËne obveznosti, namenjene trgovanju, so se v letu 2011 zmanjšale za 42,54 milijona evrov in so dosegle vrednost 66,81 milijona evrov. Pozicija je sestavljena izkljuËno iz negativne tržne vrednosti izvedenih finanËnih instrumentov, s katerimi Banka trguje s strankami. BanËna stran sredstev je bila veËinoma financirana s finanËnimi obveznostmi, merjenimi po odplaËni vrednosti, ki so se zmanjšale z 2.608,92 milijona evrov v letu 2010 na 2.556,19 milijona evrov do konca leta 2011. Vloge strank so se poveËale za 174,19 milijona evrov na raven 957,02 milijona evrov. Razmerje kreditov in depozitov se je poslediËno izboljšalo iz 2,95 v letu 2010 na 2,46 v letu 2011. Da bi ohranila dovolj kapitala in spoštovala uredbe Banke Slovenije glede kapitalske ustreznosti, Banka ohranja 30,18 milijona evrov podrejenih obveznosti (2010: 30,15 milijona evrov). 2010 2011 DRUGA SREDSTVA KREDITI BANKAM KREDITI STRANKAM FINAN»NA SREDSTVA RAZPOLOŽLJIVA ZA PRODAJO FINAN»NA SREDSTVA NAMENJENA TRGOVANJU IN VAROVANJU DENAR UniCredit Bank · 2011 Letno poroËilo 29 Poslovno poroËilo FinanËni rezultati FINAN»NE OBVEZNOSTI 197 26 Zneski v mio EUR Delniški kapital se je v letu 2011 poveËal za 43,84 milijona evrov, kar je predvsem posledica dokapitalizacije v znesku 50 milijonov evrov zaradi prehoda na Basel II IRB-Foundation pristop. Poleg tega 241 je bil preneseni dobiËek iz leta 2010 alociran med rezerve. Kljub temu je bil celotni kapital delno zmanjšan zaradi nižjega presežka za prevrednotenje. Zaradi financiranja prihodnje rasti in tudi zato, da bo delovala skladno s predpisi Banke Slovenije, ki se nanašajo 21 na kapitalsko ustreznost, bo Banka zadržala celotni dobiËek leta 2011 in ne bo izplaËala dividend. Delniški kapital znaša 240,89 milijona evrov (2010: 197,05 milijona evrov). 2010 2011 KAPITAL DRUGE OBVEZNOSTI KREDITI BANK VLOGE STRANK VLOGE BANK FINAN»NE OBVEZNOSTI NAMENJENE TRGOVANJU IN VAROVANJU 30 2011 Letno poroËilo · UniCredit Bank Financiranje infrastrukture za evropsko nogometno prvenstvo UEFA EURO 2012™. Banka Pekao je sodelovala pri pridobivanju financiranja za tri stadione prvenstva UEFA EURO 2012™: stadion Narodowy v Varšavi, stadion Poznan in stadion v Gdansku. Z arhitekturnega vidika se stadion v Gdansku šteje za najbolj impresivno gradnjo za potrebe prvenstva UEFA EURO 2012™. Letos je za UEFA EURO 2012™ banka Pekao prav tako financirala drugo infrastrukturo, kot so denimo avtoceste, regionalna letališča in javni prevoz. Banka Pekao je kot nacionalni sponzor zares postala del prvenstva EURO UEFA 2012™. Tako smo se približali lokalnim skupnostim in pokazali zaupanje v prihodnost dežele. Stadion v Gdansku Poslovno poroËilo Poslovanje Banke na razliËnih segmentih Poslovanje s prebivalstvom in malimi podjetji SPLOŠEN PREGLED UniCredit Banka Slovenija d.d. je v letu 2011 nadaljevala z uresniËevanjem ambiciozne strategije na podroËju poslovanja s prebivalstvom in malimi podjetji. Kljub težavnim makroekonomskim razmeram smo dosegli veËino zastavljenih ciljev, skupno število strank pa je preseglo 100.000. Tako kot v prejšnjih letih smo tudi v letu 2011 posebno pozornost posvetili zadovoljstvu strank s storitvami naše Banke. Izvedli smo izvajali poglobljeno raziskavo zadovoljstva strank s storitvami naše Banke, ki nam je ponovno potrdila, da se uvršËamo med banke, katerih stranke so med najbolj zadovoljnimi. Prav tako pa smo iz rezultatov raziskave lahko razbrali podroËja, ki jih je potrebno izboljšati. V letu 2011 smo vzpostavili strukturiran sistem upravljanja s pritožbami strank, ki jih poskušamo rešiti v najkrajšem možnem Ëasu. V letu 2011 smo odprli osem novih poslovnih enot in agencij, s Ëimer smo poslovno mrežo poveËali na skupaj 28 poslovnih enot. NajveË novih poslovnih enot smo odprli v Ljubljani, in sicer dve za Bežigradom, eno v Šiški in eno na Šmartinski. Po eno poslovno enoto smo odprli še v Mariboru, Luciji, Šentjurju pri Celju in v Krškem. Vse nove poslovne enote imajo nekoliko drugaËno, sodobnejšo podobo. Poleg širjenja poslovne mreže smo posebno pozornost posvetili tudi razvoju sodobnih tržnih poti. Tako smo število bankomatov poveËali na 44, pri Ëemer smo na nekaterih lokacijah, zlasti v novih poslovnih enotah, vgradili multifunkcijske bankomate, ki poleg obiËajnih storitev dviga gotovine in vpogleda v stanje na raËunu omogoËajo tudi polog gotovine in plaËilo UPN plaËilnih nalogov. Sredi leta smo predstavili Mobilno banko GO!, prvo pravo mobilno banko z univerzalno aplikacijo za mobilne telefone, ki našim strankam omogoËa enostavno opravljanje osnovnih banËnih storitev. Veliko pozornosti smo namenili tudi razvoju spletne strani, kjer se trudimo, da bi bile informacije predstavljene na pregleden in uporabniku prijazen naËin. V letu 2011 smo zabeležili 18 odstoten porast števila obiskovalcev na naši spletni strani. SEGMENTI IN PRODUKTI V letu 2011 smo se posveËali razumevanju potreb in razvoju storitev za tri segmente: družinsko banËništvo, osebno banËništvo in mala podjetja. Posebno pozornost smo posvetili izobraževanju banËnih svetovalcev, zlasti osebnih banËnikov, saj si želimo postati prva izbira za zahtevnejše stranke. Segment družinskega in osebnega banËništva ter malih podjetij Stankam smo na naložbeni strani ponudili konkurenËne obrestne mere pri depozitih, sredi leta pa smo predstavili tudi fleksi depozit, posebno obliko depozita z avtomatskim podaljšanjem na 3, 6 ali 12 mesecev s konËno roËnostjo 3 leta. S privlaËno in konkurenËno ponudbo depozitov smo uspeli poveËati skupen obseg depozitov glede na leto prej za skoraj 18 % in poveËati tržni delež za eno odstotno toËko. Skupaj s partnersko zavarovalnico Ergo aivljenska zavarovalnica smo razvili naložbeno življenjsko zavarovanje Moj Garant in Moj Garant II z 42-odstotno zajamËeno donosnostjo ob zapadlosti. V sodelovanju z družbo za upravljanje Pioneer Asset Management S.A. smo konec leta 2011 predstavili tri naložbene košarice (konzervativna, uravnotežena, dinamiËna), ki predstavljajo kombinacijo treh vzajemnih skladov in se med seboj razlikujejo glede na vlagateljevo nagnjenje do tveganja ter predvideni Ëas varËevanja. Na podroËju potrošniških kreditov smo obstojeËi ponudbi dodali še potrošniški kredit s fiksno obrestno mero ter potrošniški kredit brez zaËetnih stroškov, prenovili pa smo tudi ponudbo študentskega kredita. Prav tako smo razvili posebno ponudbo Ekspresno do kredita, pri kateri strankam odobrimo kredit v enem dnevu. Na podroËju stanovanjskega kreditiranja smo obstojeËi ponudbi dodali fleksi stanovanjski kredit, kredit s kombinacijo fiksne in variabilne obrestne mere. V letu 2011 smo strankam ponudili nove banËne pakete. BanËnim paketom Elitni, ki so prvenstveno namenjeni strankam osebnega banËništva, smo dodali banËne pakete Pametni, ki združujejo celo vrsto banËnih storitev in ugodnosti, banËni paket Globus za nerezidente ter banËni paket Start, namenjen študentom. Na podroËju transakcijskega banËništva smo VISA kartici, ki jo lahko stranke uporabljajo kot plaËilno ali kot kreditno kartico, dodali privlaËno zavarovanje Solid s Coris asistenco, ki med drugim vkljuËuje zdravstveno asistenco, podaljšano garancijo, zavarovanje zamude na potovanju, prav tako pa smo pri VISA kartici omogoËili strankam, da se naroËijo na varnostno SMS sporoËilo. Za segment malih podjetji smo razvili paket Platinum, ki je oblikovan posebej za potrebe zdravnikov, zobozdravnikov, veterinarjev, odvetnikov in notarjev. V letu 2011 smo dodali tudi storitev POS terminalov, na podroËju kreditiranja pa smo sodelovali s Slovenskim podjetniškim skladom, s Ëimer smo strankam v letu 2011 ponudili ugodne vire dolgoroËnega financiranja. Privatno banËništvo Privatno banËništvo ponuja storitve najvišjemu segmentu strank, ki imajo na razpolago vsaj 400.000 evrov premoženja za naložbe. V letu 2011 smo v skladu s strategijo skupine UniCredit v segmentu privatnega banËništva uvedli razliËne izboljšave in procesne optimizacije, ki omogoËajo poslovni mreži, da usmeri veËji pretok kljuËnih in kakovostnih informacij do strank. Upravljanje s tveganji v portfeljih ostaja glavna naloga privatnih banËnikov in upravljavcev premoženja. FinanËne razmere v letu 2011 so predstavljale velik izziv pri odloËitvah o optimalnih naložbenih razporeditvah. Individualne razprišitve premoženja v visoko kakovostne naložbe v tako negotovih Ëasih in preusmeritev v bolj ››varne« naložbe so zaznamovale veËino odloËitev strank. ››Investiraj in ne špekuliraj« ostaja naše vodilo pri plemenitenju premoženja na dolgi rok. Da bi strankam zagotovili veËjo strokovnost pri svetovanju, je veËina naših svetovalcev v letu 2011 zakljuËila mednarodni program CFC - Certified Financial Consultant. Delniški teËaji so leto 2011 konËali veËinoma negativno. Delnice v evrskem obmoËju so v povpreËju izgubile 17 odstotkov. Trg ni prizanesel niti razvijajoËim se trgom. Opazovano v evrih so delnice v t.i. BRIC obmoËju (Braziliji, Kitajski, Indiji in Rusiji) izgubile veË kot petino vrednosti. Tudi na domaËi borzi se ni bilo mogoËe izogniti padcem. Osrednji borzni indeks Ljubljanske borze SBI TOP je tako izgubil veË kot 30 odstotkov vrednosti. Med trgi, ki so jo bolje odnesli (v evrih), pa je bil zaradi rasti vrednosti dolarja prav ameriški delniški trg, kjer so se delnice v minulem letu okrepile. V evrih je tako vrednost delnic 500 najveËjim ameriškim korporacijam narasla za dobre tri odstotke. Tudi za segment Privatno banËništvo trdno verjamemo, da smo banka odliËnosti, predvsem zaradi lokalnega znanja in virov skupine UniCredit, ki je na voljo našim strankam. Skupina UniCredit je eden veËjih upravljavcev premoženja v Evropi in vodilni igralec v regiji SVE, saj upravlja z veË kot 12 milijardami evrov sredstev. Dostop do globalnih finanËnih trgov ter znanja, ki jih ponuja skupina UniCredit, predstavljajo jasne prednosti za naše stranke. OBETI Tudi leto 2012 kljub priËakovanim težkim makroekonomskim okolišËinam zaËenjamo z ambicioznimi naËrti. V tem letu bomo posebno pozornost posvetili uspešnemu poslovanju poslovnih enot, ki smo jih odprli v preteklem letu, razvoju sodobnih tržnih poti, razvoju sistema upravljanja s strankami (CRM) ter doseganju zastavljenih ciljev glede prihodkov, profitabilnosti in razmerja med krediti in depoziti. Z ohranjanjem visoke kakovosti naših storitev in visokega zadovoljstva strank, z nadaljnjim nenehnim izboljševanjem ponudbe ter širjenjem poslovne mreže trdno verjamemo, da bomo postali prva izbira za stranke v Sloveniji ne glede na njihove banËne potrebe: od dnevnega poslovanja, varËevanja in naložb do financiranja. Poslovanje s podjetji in investicijsko banËništvo SPLOŠEN PREGLED Leto 2011 so ponovno zaznamovale makroekonomska nestabilnost, visoka nestanovitnost kapitalskih trgov in negotovost glede prihodnosti. Navedeno se je odrazilo tudi v banËnem sistemu, ki je v letu 2011 posloval z izgubo. V luËi takšnih razmer je doseganje zastavljenih ciljev izjemnega pomena in Poslovanje s podjetji in investicijsko banËništvo UniCredit Banka Slovenija d.d. je tudi v tem letu zastavljene cilje preseglo. Najbolj smo ponosni na izjemne rezultate raziskave zadovoljstva strank, ki je pokazala, da se je zadovoljstvo strank Poslovanja s podjetji in investicijskega banËništva v primerjavi z letom 2010 še povišalo. Poleg tega smo prviË v zgodovini merjenja zadovoljstva strank dosegli tudi najboljše rezultate med vsem bankami na slovenskem banËnem trgu. Verjamemo, da rezultati raziskave priËajo, da smo ubrali pravi pristop k banËništvu, ki ne temelji zgolj na prodaji dobrih produktov, paË pa tudi na ustvarjanju partnerskega odnosa, kar so stranke najbolj prepoznale prav v zahtevnih Ëasih zadnjega obdobja. Izjemnega pomena za razvoj in vzdrževanje dobrih odnosov s strankami so tudi zadovoljni zaposleni, ki razpolagajo z dovolj znanja, da lahko razvijajo nove ideje, išËejo rešitve in strankam nudijo kvalitetno svetovanje. Zato smo tudi v letu 2011 veliko pozornosti namenili ravno skrbi za kadre. Poleg rednih internih dogodkov, prek katerih skrbimo za obvešËenost zaposlenih z aktualnimi dogodki in strategijo Poslovanja s podjetji in investicijskega banËništva, smo v letu 2011 organizirali tudi interno akademijo Poslovanja s podjetji in investicijskega banËništva, s katero skrbimo za prenos razliËnih znanj med sodelavci. Za razgibano komunikacijo in razvoj idej pa smo poskrbeli s spletnim forumom, na katerem lahko zaposleni objavljajo ideje in delijo svoje mnenje z drugimi. PrepriËani smo, da se naložbe v razvoj zaposlenih odražajo tudi v zviševanju zadovoljstva naših strank. Zadovoljstvo strank je torej prvi in najpomembnejši cilj, h kateremu stremimo, hkrati pa postavlja tudi osnovo, na kateri ustvarjamo dobre poslovne rezultate. Ti so bili tudi v letu 2011 dobri in so presegli zastavljene naËrte. Tako je Poslovanje s podjetji in investicijsko banËništvo v letu 2011 ustvarilo za 53,9 mio EUR prihodkov oziroma za 22 % veË kot v lanskem letu. SEGMENTI IN PRODUKTI Od leta 2010 Poslovanje s podjetji in investicijsko banËništvo sestavljajo tri zaokrožene, a med seboj smiselno povezane celote, ki s svojimi storitvami skrbijo za potrebe podjetij. V okviru Podjetniškega svetovanja in storitev Banka nudi podjetjem financiranje in druge klasiËne banËne produkte. Globalno UniCredit Bank · 2011 Letno poroËilo 33 Poslovno poroËilo Poslovanje Banke na razliËnih segmentih transakcijsko banËništvo ponuja storitve s podroËja upravljanja z denarnimi sredstvi in zunanjega trgovinskega financiranja ter skrbniške storitve, v okviru Produktov in finanËnih trgov pa Banka nudi banËne storitve finanËnim institucijam, borzno posredovanje, zakladniške produkte, trguje za svoj raËun in ponuja storitve podjetniških financ ter projektnega financiranja. Podjetniško svetovanje in storitve Financiranje podjetij se je v Sloveniji tudi v letu 2011 krËilo. Relativno visoka zadolženost podjetij ter struktura financiranja, nagnjena h kratkoroËnim virom financiranja, sta se ob vse bolj dragem in redkem kapitalu na globalnem trgu morali zaËeti spreminjati in preoblikovati v dolgoroËno vzdržne strukture. UniCredit Banka Slovenija d.d. je tudi v letu 2011 ostala dosledna pri upoštevanju visokih kreditnih standardov, ki zahtevajo dovolj visoko boniteto podjetij, kvaliteto ponujenih zavarovanj, predvsem pa zadosten denarni tok, ki bo podjetjem omogoËal poplaËilo obveznosti do bank brez oviranja tekoËega poslovanja. Verjamemo, da takšne zahteve zagotavljajo ne le vzdržno poslovanje Banke paË pa tudi in predvsem vzdržen razvoj in poslovanje podjetij, ki išËejo financiranje. Zato smo še posebej veseli, da smo tudi v letu 2011, ko se je obseg posojil nefinanËnim družbam v Sloveniji še naprej krËil, našli dovolj dobrih projektov, da smo obseg kreditov ob upoštevanju visokih kreditnih standardov še poveËali. Obseg kreditov divizije Poslovanje s podjetji in investicijsko banËništvo smo v letu 2011 v povpreËju poveËali za 7 %. S tem smo želeli pokazati, da imamo posluh za prave projekte ter da želimo biti dober partner našim najboljšim strankam. Prihodki iz kreditov so tako tudi v letu 2011 predstavljali najveËji delež prihodkov, ustvarjenih v okviru divizije Poslovanje s podjetji in investicijsko banËništvo. Iz tega naslova smo ustvarili približno polovico svojih prihodkov. V primerjavi s prejšnjim letom pa se je del prihodkov divizije Poslovanje s podjetji in investicijsko banËništvo, ustvarjenih iz naslova kreditnih poslov, relativno zmanjšal na raËun povišanja prihodkov iz drugih vrst produktov in banËnih storitev. S tem potrjujemo, da UniCredit Banka Slovenija d.d. ni le banka za financiranje, paË pa partner, ki svoje stranke podpira z vsemi vrstami banËnih storitev, ki jih potrebujejo za svoje poslovanje. Globalno transakcijsko banËništvo V UniCredit Banka Slovenija d.d. stalno razvijamo nove produkte in rešitve, ki bi olajšale poslovanje strank. Pomemben del razvoja nosi podroËje globalnega transakcijskega banËništva, ki v svoji sredini združuje produktne specialiste za upravljanje z denarnimi sredstvi, trgovinsko in izvozno financiranje ter dokumentarne posle in skrbniške storitve. V letu 2011 je Banka na podroËju globalnega transakcijskega banËništva ponudila SEPA produkte - SEPA kreditna plaËila, SEPA direktne bremenitve in SEPA množiËna plaËila, s katerimi Banka nudi enoten standard (pravila in prakse) plaËevanja s kreditnimi plaËilnimi nalogi SEPA, pri Ëemer ni pomembno, ali je prejemnik plaËil v Sloveniji ali katerikoli drugi državi evroobmoËja. Poleg tega je Banka v letu 2011 strankam ponudila tudi POS terminale, s Ëimer smo stopili še korak bližje zagotovilu, da naše stranke vse banËne storitve dobijo na enem mestu. Na podroËju upravljanja z denarnimi sredstvi je Poslovanje s podjetji in investicijsko banËništvo v letu 2011 doseglo poseben uspeh. Konec leta 2011 je namreË obseg depozitov strank divizije Poslovanje s podjetji in investicijsko banËništvo dosegel 550 milijonov evrov in se je glede na leto poprej skoraj podvojil. Verjamemo, da takšna rast po eni strani potrjuje odliËne odnose, ki jih gradimo z našimi strankami, po drugi strani pa priËa tudi o zaupanju, ki ga stranke izkazujejo Banki. Tudi v letu 2012 bomo še naprej iskali možnosti za nove oblike depozitov, ki bodo ustrezale posebnim željam in potrebam naših strank. Na podroËju skrbniških storitev je Banka v letu 2011 ponovno dokazala, da ponuja visoko kakovostne storitve, ki jo postavljajo na vodilno mesto med bankami v Sloveniji na podroËju skrbniških storitev za tuje vlagatelje. Sredstva strank pod skrbništvom so tako konec leta dosegla 5,3 milijarde evrov in so se glede na leto poprej povišala za 13 %. Iz naslova vseh storitev globalnega transakcijskega banËništva je Banka ustvarila za 15,7 milijonov evrov prihodkov oziroma skoraj dvakrat toliko kot v letu 2010, kar potrjuje našo usmerjenost v razvoj inovativnih rešitev za potrebe strank. Produkti in finanËni trgi Na poslovanje podroËja Produkti in finanËni trgi so tudi v letu 2011 pomembno vplivale razmere na kapitalskih trgih, ki so jih zaznamovale visoka nestanovitnost, padanje bonitetnih ocen držav in nadaljevanje zmanjševanja prometa na Ljubljanski borzi. Z uspešnim poslovanjem in upravljanjem portfelja, prilagojenim tržnim razmeram, je Banka v primerjavi z letom 2010 na tem podroËju izboljšala svoj rezultat, prav tako pa smo izboljšali tudi rezultat iz trgovanja. Skupaj je Banka na podroËju Produkti in finanËni trgi v letu 2011 ustvarila za 5,2 milijona evrov prihodkov, najveË iz naslova obrestnih prihodkov. Pri trgovanju z izvedenimi finanËnimi instrumenti je bilo tudi v letu 2011 podobno kot leto poprej veliko primerov prestrukturiranja obstojeËega portfelja strank. HistoriËno nizke dolgoroËne obrestne mere, pa so poslediËno ustvarile tudi relativno veliko povpraševanja s strani strank po instrumentih za zavarovanje pred obrestnimi tveganji. Kljub visoki nestanovitnosti na valutnih in blagovnih trgih, pa se povpraševanje po instrumentih za zavarovanje teh tveganj ni poveËalo. Poslovanje Ljubljanske borze se je ustalilo na historiËno nizkih nivojih iz leta 2010. Še vedno se z eno delnico opravi skoraj 50 % vsega prometa na Ljubljanski borzi. Tudi v letu 2011 pa je UniCredit Banka Slovenija d.d. po prometu navadnih poslov borznega posredovanja ohranila mesto med vodilnimi udeleženci na trgu ter ponovno dosegla veË kot 10 % tržni delež. V letu 2011 je Banka razvila tudi enoto Podjetniške finance in projektno financiranje, ki jo poleg storitev, neposredno povezanih s kapitalskimi trgi, organizacijsko vkljuËuje v podroËje Produkti in finanËni trgi. Specialisti podjetniških financ in projektnega financiranja strankam nudijo storitve nestandardnih poslov financiranja, ki zajemajo kompleksnejše strukture poslov, kot so prevzemi in financiranje izgradnje infrastrukture ter projektno financiranje, tudi za namene pridobivanja obnovljivih virov energije. OBETI Zdi se, da je svetovno gospodarstvo na razpotju, pri Ëemer je vsaka od možnih smeri povezana s številnimi neznankami. Možnost razpada evroobmoËja in vzpostavitve nacionalnih valut vznemirja kapitalske trge kot tudi državljane vseh držav, na drugi pa strani zavedanje o pomenu Evropske Unije in evroobmoËja ne le za države EU paË pa tudi globalno, zmanjšuje verjetnost uresniËitve prvega scenarija. V vsakem primeru so vsakršne napovedi za prihodnost podvržene visokemu tveganju neuresniËitve in poslediËno izjemno nehvaležne. Ne glede na to lahko ugotovimo, da veËina kazalcev v najboljšem primeru kaže na obdobje nizke gospodarske rasti, tako v globalnem merilu kot tudi v domaËi ekonomiji. Tudi v takšnih razmerah bo Banka vse moËi usmerila v nadaljevanje odliËnih odnosov s strankami, spodbujanje dobrih projektov, skrb za kadre in zdravo rast. Strategija divizije Poslovanja s podjetji in investicijskega banËništva bo tako tudi v prihodnje temeljila na naslednjih stebrih: • ohranjanje strank v središËu naših naporov in pozornosti; • nadaljnje poveËevanje zadovoljstva naših strank tako v primerjavi z drugimi bankami na slovenskem trgu kot tudi glede na dosežene rezultate preteklih let; • ciljno pridobivanje novih strank; • izboljševanje donosnosti poslovanja; • zdrava rast tako z vidika prihodkov kot bilanËne vsote; • razvoj novih in nadgradnja obstojeËih storitev in produktov, prilagojenih potrebam strank; • razvijanje znanja zaposlenih, prenos dobrih praks znotraj banke in skupine UniCredit ter poveËevanje zadovoljstva zaposlenih; • izboljševanje procesne uËinkovitosti poslovanja; • dosledno sledenje regulatornim zahtevam. Globalne banËne storitve Integracija podpornih aktivnosti v diviziji Globalne banËne storitve (GBS - Global Banking Services), ki je bila izpeljana maja 2010, je v letu 2011 prinesla prve vidne sinergijske uËinke. Izboljšano je bilo naËrtovanje in ICT razvoj, doseženi so veËji prihranki preko centralizirane nabavne službe, veËji poudarek je bil na optimizaciji procesov in organizacije, izboljšano je bilo projektno vodenje ter dosežena veËja uËinkovitost procesnega dela zalednih služb. Informacijska podpora poslovanju Na podroËju informacijske podpore poslovanju je bilo leto 2011 za UniCredit Banka Slovenija d.d. v znamenju nadaljevanja aktivnosti na avtomatizaciji poslovnih procesov, nadgradnji orodij za upravljanje z dokumenti, nadaljevanju razvoja informacijske podpore IRB baselskim standardom ter razvoju dodatnih storitev pri kartiËnem, plaËilnem in e-banËnem poslovanju. 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 2011 nadaljevalo in razširilo na nova podroËja. ZakljuËena je bila implementacija podpore za proces odobravanja kreditov tako za segment potrošnikov kot tudi za srednja in velika podjetja. PriËeli smo z informatizacijo procesa za zajem in obdelavo pritožb ter zakljuËili informacijsko podporo procesa za likvidacijo vhodnih raËunov. S 1. januarjem 2011 je Banka skladno s soglasjem Banke Slovenije vstopila v model Basel II naprednega pristopa pri obravnavanju kreditnih tveganj za segment podjetij in bank. Hkrati pa je Banka uvedla ustrezne modele in IT sisteme, potrebne za vstop v testno obdobje uporabe Basel II naprednega pristopa tudi za segment potrošniških in hipotekarnih kreditov za prebivalstvo. Na podroËju kartiËnega poslovanja v letu 2011 izstopa predvsem razvoj naprednih storitev za stranke. Med pomembnejše šteje vpeljava avtomatskih depozitnih enot, ki omogoËajo polog gotovine na bankomatih in takojšnje knjiženje depozita na transakcijski raËun. Z uvedbo Maestro 3D Secure servisa je UniCredit Banka Slovenija d.d. postala prva slovenska banka, ki omogoËa plaËevanje preko spleta z debetno kartico Maestro. NajveËji projekt pa je bila vzpostavitev POS pridobiteljstva, pri Ëemer smo z naprednimi IT pristopi omogoËili v veliki meri avtomatiËno obdelavo podatkov. Pri uveljavitvi enotnega obmoËja plaËil v evrih (SEPA) smo julija 2011 strankam ponudili množiËna plaËila, se preko Bankarta uspešno vkljuËili v domaËo SEPA shemo za direktne bremenitve (SDD) ter do konca leta ukinili nekatere stare oblike plaËilnih instrumentov (posebne položnice in direktne odobritve). UniCredit Bank · 2011 Letno poroËilo 35 Poslovno poroËilo Poslovanje Banke na razliËnih segmentih Nadaljeval se je razvoj našega sistema za elektronsko banËništvo za podjetja (E-bank), kjer smo podprli domaËo shemo izdaje e-raËunov. Nadgradili smo tudi sistem Internetno banËništvo za pravne osebe, ki je sedaj sposoben podpreti tudi napredne zahteve veËjih poslovnih uporabnikov. Vpeljali smo tudi prvo pravo mobilno banko v Sloveniji - Mobilno banko GO!, ki na mobilnih napravah deluje kot aplikacija. V letu 2011 smo skupaj s posodobitvijo sistemske programske opreme posodobili tudi veËji del strežniške strojne opreme ter opremo za hranjenje in distribucijo podatkov. Nadgrajeni so bili tudi sistemi za spremljanje in nadzor razpoložljivosti sistemov. V letu 2012 bo Banka nadaljevala s projekti avtomatizacije poslovnih in zalednih procesov ter z aktivnostmi pri podpori Basel II standardom. Ena od kljuËnih usmeritev pa bo hitra avtomatizacija roËnih aktivnosti v zaledju s ciljem dvigovanja stroškovne uËinkovitosti. Organizacija in logistika V letu 2011 je Banka vzporedno upravljala z desetimi veËjimi projekti, od katerih je bila tretjina namenjena uvajanju novih storitev za stranke, tretjina poveËanju uËinkovitosti poslovanja in znižanju stroškov, preostali del pa so predstavljali projekti, ki so bili sproženi zaradi zahtev regulatorjev. Banka je v zadnjem letu poveËala osredotoËenost na projekte, ki prinašajo nove storitve za stranke ter projekte, ki omogoËajo optimizacijo poslovnih procesov v Banki. Pripravili in vpeljali smo prenovljeno metodologijo procesnega vodenja, s Ëimer smo poveËali uËinkovitost in izboljšali osredotoËenost upravljanja s procesi na ravni Banke. V središËu sta bili optimizacija in prenova kreditnih procesov za vse segmente strank. Intenzivno smo se ukvarjali tudi s podpornimi procesi in na novo definirali proces upravljanja z reklamacijami, nabavni proces in proces likvidacije vhodnih raËunov. V letu 2011 smo razširili mrežo poslovnih enot z osmimi novimi poslovnimi enotami, deveto enoto pa smo pripravili za odprtje v zaËetku leta 2012. Nove poslovne enote so modernejše in v skladu z zahtevami po optimizaciji stroškov veËinoma manjše, prviË pa smo v okvir enote Banke vkljuËili tudi partnersko podjetje UniCredit Leasing. Uspešno je bila izvedena prenova poslovne enote Murska Sobota ter preselitev poslovne enote Celje na strankam lažje dostopno novo lokacijo v centru mesta. Velike napore smo usmerili tudi na podroËje optimizacije poslovanja, varËevanja z energijo in poveËanja odgovornosti do okolja. V veËjem številu poslovnih enot smo zamenjali staro energetsko potratno razsvetljavo v logotipih z varËnejšimi LED diodami, s Ëimer bomo nadaljevali tudi v letu 2012. Ukinili smo plastenke in balone z vodo, zmanjšali obseg tiskanja ter vpeljali nove, okolju bolj prijaznej.e standarde ËišËenja. Izvedli smo številne razpise in pogajanja z obstojeËimi dobavitelji in novimi ponudniki blaga in storitev ter s tem dosegli najboljše cene za zahtevano kakovost. BanËna operativa in storitve V letu 2011 smo nadaljevali z integracijo zalednih aktivnosti in avtomatizacijo procesov za dosego veËje uËinkovitosti in bolj kakovostne podpore za naše stranke. V sklopu avtomatizacije procesov za pravne osebe smo zakljuËili implementacijo nove informacijske podpore za odpiranje komitentov, njihovih transakcijskih raËunov, priklopov e-banËnih rešitev in naroËanja debetnih in kreditnih kartic, ter s tem poveËali uËinkovitost in kakovost podatkov ter dokumentov. Na podroËju dokumentacije pravnih oseb smo vzpostavili informacijsko podporo za spremljanje pridobljene dokumentacije z namenom veËje preglednosti izpolnjevanja zahtev zakonodaje s podroËja prepreËevanja pranja denarja in financiranja terorizma. Na podroËju upravljanja z raËuni strank smo optimizirali in centralizirali izvajanje pobotov za naše stranke ter priËeli z optimizacijo procesa unovËevanja menic. V letu 2011 smo razvili tudi informacijsko podporo za posredovanje podatkov, zahtevanih s strani centrov za socialno delo v okviru skupnega projekta e-sociala, ki je trenutno v zakljuËni fazi. Na podroËju podpore kreditnemu poslovanju smo nadgradil proces za vodenje zavarovanj s ciljem izboljšanja kakovosti podatkov o zavarovanjih. Avtomatizirali smo knjiženje potrošniških kreditov ter implementirali informacijsko podporo za upravljanje z dokumentacijo kreditnih poslov prebivalstva. Z namenom integracije ter poslediËno optimizacije zalednega kreditnega procesa se je v septembru 2011 organizacijska enota Pogodbe, ki je zadolžena za pripravo kreditne dokumentacije za pravne osebe, premestila iz divizije Upravljanje s tveganji v oddelek BanËna operativa in storitve znotraj divizije Globalne banËne storitve. Na podroËju podpore zakladništvu in borznemu posredovanju smo s ciljem poveËanja uËinkovitosti in kakovosti storitev uvedli veË sistemskih in procesnih kontrol. V letu 2011 smo informatizirali podporo pri pripravi dokumentacije povezane z zakladniškimi produkti in pripravi davËnih poroËil za tuje posrednike. Prav tako je v teku avtomatizacija knjiženja zakladniških poslov denarnega trga. Vzpostavljen je bil sistem spremljanja pritožb strank, kar bo osnova za optimizacijo procesov in poveËanje kakovosti storitev v bodoËe. PlaËilni promet so v letu 2011 ponovno zaznamovale zakonske spremembe. Tako je bila v okviru uvedbe enotnega obmoËja plaËil v evrih (SEPA) izvedena migracija posebnih položnic v UPN obrazec in direktne odobritve v množiËna plaËila ter vzpostavitev in izvrševanje aktivne udeležbe v Ëezmejnih in domaËih SEPA direktnih bremenitvah. Rast števila transakcij se je v letu 2011 nadaljevala tako v domaËem kot tudi v Ëezmejnem in mednarodnem plaËilnem prometu, pri Ëemer se je delež elektronsko posredovanih plaËilnih nalogov poveËal na vseh segmentih. Razvoj novih storitev na podroËju kartiËnega poslovanja se je nadaljeval tudi v letu 2011. ZakljuËili smo migracijo na nov procesni center za plaËilne kartice VISA in tudi veËji val obnov Maestro kartic. Od septembra 2011 naprej, ko je bila podpora POS pridobiteljstvu dana v produkcijo, je bila pokrita tudi ena od zadnjih veËjih vrzeli v paleti banËnih storitev UniCredit Banka Slovenija d.d. PodroËje bankomatov pa je poleg širitve mreže zaznamovalo uvajanje novih storitev kot je polog gotovine in možnost plaËevanja obveznosti (UPN nalogov). Trend rasti transakcij, opravljenih s karticami izdanimi s strani Banke, se je nadaljeval tudi v letu 2011. UniCredit Bank · 2011 Letno poroËilo 37 Poslovno poroËilo Poslovanje Banke na razliËnih segmentih Na podroËju elektronskega banËništva je UniCredit Banka Slovenija d.d. v letu 2011 nadaljevala razvoj novih storitev in produktov v obstojeËih sistemih. Elektronsko banko za pravne osebe smo prilagodili novim SEPA zahtevam in izvedli prehod na enotni banËni procesni center za produkt E-raËun. Še naprej se uspešno nadaljuje trend poveËevanja deleža uporabnikov elektronskega banËništva. Leto 2011 je posebej zaznamoval še vklop prve aktivne stranke v sistem enotne vstopne toËke EuropeanGate. EuropeanGate je enotni sistem Skupine za posredovanje plaËilnih nalogov med posameznimi bankami v Skupini, kar omogoËa predvsem mednarodnim podjetjem cenejše in hitrejše opravljanje Ëezmejnega in mednarodnega plaËilnega prometa. Podjetja se lahko odloËijo za pasivni (le prejemanje plaËilnih nalogov) ali aktivni (prejemanje in posredovanje plaËilnih nalogov) vklop. ELEKTRONSKO BAN»NIŠTVO - PRIRASTEK PO SISTEMIH IN UPORABNIKIH (v %) 155 Online b@nka za fiziËne osebe - uporabniki E-bank in MultiCash za pravne osebe - namestitve Varovanje informacij in informacijskega sistema Leto 2011 je, poleg dinamike rednega poslovanja Banke, zaradi zaostrenih ekonomsko-socialnih razmer prineslo tudi veliko varnostnih izzivov na razliËnih podroËjih. VnoviË se je pokazalo, da je varnost zelo pomembna osnovna potreba tako posameznika kot tudi organizacije. Služba za varovanje sledi smernicam banËne skupine UniCredit pri izvajanju osnovnih nalog varovanja informacij in informacijskega sistema, fiziËnega varovanja, upravljanja neprekinjenega poslovanja ter prepreËevanja zlorab. Zaradi širjenja poslovne mreže v letu 2011 je Služba za varovanje v sodelovanju z organizacijsko enoto Podpora prodajni mreži izvedla veË varnostnih izobraževanj za novo zaposlene v poslovnih enotah. Izobraževanja so zajemala redne varnostne postopke ter odzive na izredne situacije. Zaostrene varnostne razmere so se v preteklem letu vsekakor pokazale tudi na podroËju kartiËnega in bankomatskega poslovanja. Slovenija je v preteklosti (pred letom 2011) veljala za državo, ki skoraj ni beležila obËutnejšega ››skimming« delovanja. Leto 2011 pa je prineslo nov trend, saj je število takih poskusov skokovito naraslo. Tudi naša Banka je bila tarËa doloËenih poskusov, le redki pa so bili uspešni, saj smo z ustreznim in hitrim ukrepanjem uËinkovito prepreËevali posledice. Revizijski pregledi so bili kot vsa leta poprej tudi v preteklem letu stalno prisotni. Posebej zanimiva je bila revizija poslovanja informacijsko-komunikacijskega podroËja delovanja Banke, ki je bila izvedena s strani IT revizorjev iz UniCredit Bank Austria iz Dunaja. Podrobna tehniËna revizija je pokazala dobro zrelost ICT sistema Banke, ki je dosegel visoko varnostno oceno ››Semi-Trusted Advanced«, kar je najvišja možna stopnja za banke z notranjo IT službo. Na podroËju neprekinjenega delovanja smo v letu 2011 izvedli test popolnega tehniËnega prenosa delovanja na rezervni IT center na Wolfovi. Razen manjših težav, ki so bile odpravljene v kratkem Ëasu, je bil test zelo uspešen. Na podroËju fiziËnega in tehniËnega varovanja je Banka izvedla pregled vseh svojih objektov (prostorov) vkljuËno s poslovnimi enotami ter bankomatsko mrežo. Pregled je bil izveden skladno z navodili Banke Slovenije, in sicer s strani pooblašËenega zunanjega strokovnjaka. Izzivi leta 2012 V letu 2011 so se razmere v sektorju finanËnega posredništva v Sloveniji še poslabšale, predvsem zaradi nadaljevanja gospodarske in finanËne krize. To sta v Evropi dodatno zaznamovali iskanje rešitev za visok javni dolg v nekaterih Ëlanicah Evropske denarne unije, vse veËje nezaupanje v evro, prav tako, predvsem v drugi polovici preteklega leta, pa tudi pojemajoËa gospodarska rast. Na domaËem trgu so na nižjo gospodarsko rast dodatno vplivali naslednji dejavniki: nadaljevanje negativnih rezultatov v gradbeništvu, nižja domaËa potrošnja ter poveËevanje ››kreditnega krËa« v bankah. Temeljni razlogi za manjše povpraševanje po posojilih tiËijo predvsem v naslednjih dejstvih: • evropski dolžniški krizi; • poslabšanih makroekonomskih razmerah; • slabših bonitetnih ocenah države in bank kot tudi višjih stroških financiranja; • visoki zadolženosti podjetij in plaËilni nedisciplini; • neugodnih razmerah na trgu dela, višji stopnji brezposelnosti in poslediËno upadanju dohodka; • zmanjšanju vrednosti in likvidnosti premoženja, primernega za zastavo pri najetju posojil. Ob takšnih gospodarskih razmerah doma in v Evropi je finanËno posredništvo dodatno prizadeto, predvsem v obliki zmanjševanja dobiËkonosnosti, hkrati ob slabšanju kakovosti banËnega premoženja pa tudi z zahtevami po dodatnem kapitalu. Glede na rezultate v domaËem banËnem sektorju lahko ugotovimo, da je UniCredit Banka Slovenija d.d. v razliËnih segmentih poslovanja dosegla bistveno boljše rezultate v primerjavi s tekmeci. Na tej osnovi si bo prizadevala v tekoËem letu ohraniti dobre rezultate in jih dodatno izboljšati, predvsem v naslednjih smereh: • Banka si bo prizadevala s profesionalnim pristopom, ki temelji na najvišjih etiËnih standardih, dodatno poveËati zaupanje, tako pri prebivalstvu kot tudi razliËnih pravnih osebah. V Ëasu velike finanËne nestabilnosti je prav zaupanje dodatna kakovost, ki je najboljše zagotovilo za organsko rast kot tudi za veËjo dobiËkonosnost. • Na teh osnovah bo Banka še naprej posveËala dodatno skrb prav širitvi partnerstva, pri Ëemer ji bo v pomoË mreža novih poslovnih enot, ki jih je Banka usposobila v preteklem letu, hkrati pa tudi novi produkti, ki jih Banka namerava ponuditi predvsem nebanËnemu sektorju. S takim pristopom bo UniCredit Banka Slovenija d.d. izboljševala tudi razmerje med odobrenimi krediti in zbranimi depoziti, ki je zagotovilo t.i. ››notranje stabilnosti« ustanove. • Ob skrbi za rastoËe obrestne kot tudi neobrestne prihodke bo še veËja pozornost posveËena optimizaciji razliËnih stroškov. Gre tako za stroške, povezane z delovno, silo kot tudi tehnologijo in razliËnimi programi, ki jih Banka izvaja bodisi zaradi zahtev regulatorjev, same banËne skupine, zahtev konkurence in doseganja veËje dobiËkonosnosti. • Banka si bo ob sodelovanju z razliËnimi partnerji prizadevala na temelju poglobljene analize razliËnih tveganj še naprej finanËno kreditno podpirati potrebe poslovnih partnerjev pri razliËnih projektih. Poleg tega bo skupaj z njimi ocenjevala spremenjene razmere na trgu in tem poskusila prilagoditi razliËne finanËne aranžmaje. Banka bo morala še dodatno pozornost posvetiti vsem tistim primerom, kjer so se kreditojemalci znašli v težki ekonomski situaciji, ter skupaj z njimi poiskati nov ››modus vivendi«, ki bi pripomogel k olajšanju razmer oziroma izboljšanju konkretne ekonomske situacije. • Zahteve po konsolidaciji javnih financ so na evropskem kot tudi na domaËem trgu vedno pomembnejše. Slednje zahteva predvsem s strani države in razliËnih državnih subjektov odgovornejše ravnanje pri uporabi kot tudi pri angažiranju tovrstnih resursov na domaËem in na tujih trgih. Glede na ugled in pozicijo na trgu si bo UniCredit Banka Slovenija d.d. prizadevala tudi v prihodnje biti dober partner državi, tako pri zbiranju potrebnih finanËnih sredstev kot tudi pri financiranju razliËnih infrastrukturnih projektov. • Ker kriza, povezana z evropsko valuto še ni razrešena, bodo tudi devizni trgi v letu 2012 še zelo nestanovitni. Zato je priËakovati, da bomo priËe velikim teËajnim nihanjem, ki imajo lahko pomembne škodljive posledice za razliËne tržne udeležence. Da bi tovrstna tveganja Ëim uspešneje upravljali, si bo Banka prizadevala ponuditi poslovnim partnerjem take finanËne instrumente, s katerimi se tveganja zmanjšujejo ali v celoti odpravijo. Zaradi nekaterih kompleksnih rešitev, ki so vËasih težje razumljive, bo Banka vložila dodatno znanje, sredstva in Ëas v korist svojih poslovnih partnerjev, da bodo bolje razumeli sama tveganja kot tudi produkte, predvsem na podroËju izvedenih finanËnih instrumentov. • Negotove razmere na domaËem in tujem trgu bodo zahtevale od Banke tudi dodatno skrb, predvsem na podroËju privatnega banËništva. Banka se zaveda, da ima na tem podroËju doloËene prednosti, prav zaradi uspešnega sodelovanja s celotno skupino UniCredit. Sinergija v okviru slednje je namreË v Ëasu nemirnih trgov še pomembnejša in uspešnejša. • Banka bo še naprej vlagala v znanje zaposlenih, tako znotraj skupine UniCredit kot tudi s pomoËjo ustanov, ki se ukvarjajo s širšim izobraževanjem na podroËju razliËnih vrst financiranja. Nadaljevali bomo tudi s prizadevanji, da okrepimo status ››družini prijaznega podjetja«, po naËelu: uspešna družina, zadovoljen posameznik, uspešna banka. UniCredit Bank · 2011 Letno poroËilo 39 Poslovno poroËilo Poslovanje Banke na razliËnih segmentih • Banka bo nadaljevala s krepitvijo svoje ››družbene odgovornosti«, saj se zaveda, da je njena dejavnost namenjena vsem deležnikom in da so njeni rezultati tesno povezani z rezultati slednjih, bodisi, da gre za razliËna podjetja ali za predstavnike civilne družbe. Družbeno odgovorna vlaganja krepijo medsebojno zaupanje, slednje pa je zagotovilo za nove uspehe pri enih in drugih. Zavedamo se, da bodo pogoji poslovanja v letu 2012 dodatno oteženi in da bo potrebno veliko dodatnega znanja in energije za doseganje ciljev, ki smo si jih zastavili za tekoËe leto kot tudi za srednjeroËno obdobje. PrepriËani smo, da so naši dosedanji rezultati dokaz, da zmoremo doseËi tudi nove cilje, Ëe je med nami tesno sodelovanje in zaupanje. Po obojem pa je bila naša Banka vedno znana in cenjena, zato nas navdaja optimizem, ki temelji na dodatni angažiranosti nas vseh. Obvladovanje poslovnih tveganj Upravljanje s tveganji V letu 2011 se je potrdilo dejstvo, da upravljanje s tveganji ostaja v temelju banËnega poslovanja. Kljub nenehnemu razvoju in izpopolnjevanju pristopa k upravljanju s tveganji kot tudi k upravljanju s kapitalom banke ni moË vedno z gotovostjo predvideti vseh bodoËih tržnih dogodkov. To še posebej velja za dogodke izredne narave. Za upravljanje s tveganji v UniCredit Banka Slovenija d.d. skrbi divizija Upravljanje s tveganji. V prejšnjem letnem poroËilu je bilo leto 2010 opisano kot pomemben preizkus v primerjavi s preteklimi leti, medtem ko naj bi bilo leto 2011 po priËakovanjih Banke polno novih izzivov, s katerimi se bo potrebno spoprijeti. V resnici je bilo leto 2011 vse prej kot obiËajno in Banka se je spoprijela z nadaljnjimi preizkušnjami vzdržljivosti, ki so prihajale iz okolja. Neprimerna struktura financiranja veËjega dela podjetij in splošne strukturne pomanjkljivosti so se tudi v letu 2011 izkazale za težko breme slovenskega gospodarstva. Med posledicami je opaziti poveËano število insolvenËnih postopkov, nadaljevanje rasti brezposelnosti in pomemben javnofinanËni primanjkljaj. Preventivni in korektivni ukrepi, ki jih je Banka izvedla ob zaËetku finanËne in ekonomske krize v letih 2008 in 2009, so nas v povezavi s preudarno kreditno politiko obranili pred pomembnejšo izpostavljenostjo v odnosu do gradbenega sektorja kot tudi do finanËnih holdingov v težavah. Prenovljeno poroËanje in spremljanje strank v letu 2010 pa je Banki omogoËilo pravoËasno odzivanje na opozorilne signale in slabšanje kreditne sposobnosti strank. Ne glede na to pa se je v letu 2011 pomembno poveËal obseg problematiËnih izpostavljenosti tako na podroËju poslovanja s podjetji kot pri poslovanju s prebivalstvom. Skladno z implementiranim IRB pristopom se kot kriterij problematiËnosti stranke in izpostavljenosti jemlje zamuda nad 90 dni in drugi obiËajni kriteriji. Zaradi opisanih preventivnih in korektivnih ukrepov pa je bila Banka izpostavljena veliko manjšim pritiskom kot banËni sektor v celoti. PoslediËno je UniCredit Banka Slovenija d.d. ponovno dokazala, da je med najboljšimi igralci na trgu. V letu 2011 je Banka oblikovala za 23,4 milijona evrov dodatnih neto oslabitev in rezervacij za kreditno tveganje, kar je 12 % veË v primerjavi z naËrtom in 12 % veË kot v predhodnem letu. PoveËanje je posledica splošnega poslabšanja gospodarskega okolja. S 1. januarjem 2011 je UniCredit Banka Slovenija d.d. kot prva in tudi doslej edina banka v Sloveniji priËela z uporabo naprednejšega F-IRB pristopa za izraËun zahtevanega kapitala za kreditno tveganje. IRB pristop je v primerjavi s standardiziranim pristopom, ki ga uporabljajo vse ostale banke v Sloveniji, bolj odziven na gospodarska nihanja. PoslediËno mora Banka v bolj zahtevnih Ëasih ohranjati veË kapitala za poveËana sistemska tveganja, kar prinaša dodatno varnost varËevalcem. Banka je trdno prepriËana, da to s strateškega vidika pomeni pomembno primerjalno prednost pri aktivnem oblikovanju kakovosti kreditnega portfelja Banke. Trenutno stanje v gospodarskem okolju in še posebej kratkoroËne napovedi so še vedno izpostavljene pomembnim negotovostim. Razlike v trenutni in priËakovani gospodarski rasti med posameznimi segmenti slovenskega gospodarstva so oËitne. Leto 2011 je bilo težko. Leto 2012 ne bo niË lažje. Zato se bo Banka še naprej osredotoËala na ustrezna prestrukturiranja problematiËnih izpostavljenosti in upravljanje tveganju prilagojene aktive, obenem pa bo nadaljevala z izboljševanjem svojih kreditnih procesov kot tudi z aktivnostmi 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 skupine UniCredit. Strategija prevzemanja tveganj v letu 2012 bo temeljila na previdnem poveËevanju izpostavljenosti z namenom generiranja zadostnih prihodkov za ohranjanje in poveËevanje sposobnosti Banke za pokrivanje priËakovanih in nepriËakovanih izgub. UniCredit Bank · 2011 Letno poroËilo 41 Obnavljanje letovišča za socialno ogrožene otroke. Na Debelem rtiču na slovenski obali so zaposleni v UniCredit Banka Slovenija d.d. obnovili, opremili in okrasili letovišče za socialno šibkejše otroke. Petra Majdič, znana smučarska tekačica, se je pridružila prostovoljcem Banke. Zaposleni in vodilni v Banki so darovali svoj čas in s svojimi dejanji zagotovili konkretno rešitev za resnično potrebo. Praktična rešitev, ki združuje napore Skupine in posameznikov za izboljšanje življenja otrok. Letovišče za socialno ogrožene otroke, Debeli rtič, Slovenija. Osebe, ki barvajo: Petra Majdič, znana nekdanja smučarska tekačica in dr. France Arhar, predsednik uprave UniCredit Banka Slovenija d.d. Druabena odgovornost UniCredit Banka Slovenija d.d. si kot del skupine UniCredit, 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 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 tudi 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 ko 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. 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 kljuË en dejavnik graditve ugleda v oËeh ostalih deležnikov. Z aktivnostmi, ki smo jih izvajali tudi v letu 2011, 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 v poslovni enoti, Dan na sedežu banke, z zbiranjem donacij s strani zaposlenih pod okriljem fundacije Unidea, s programom 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 skupino UniCredit. O aktualnih temah smo zaposlene obvešËali s pismi uprave, z osebnimi pismi, elektronsko pošto, preko intranetne strani Banke ter osebno, na sreËanjih sodelavcev. V Sloveniji smo dvakrat gostili predstavnika najvišjega vodstva. Gianni Franco Giacomo Papa, predsednik nadzornega sveta Banke in odgovoren za poslovanje Skupine v državah regije SVE, je predstavil cilje Skupine in aktivnosti za njihovo doseganje, obakrat pa je bil na razpolago tudi za dodatna vprašanja, mnenja in komentarje sodelavcem, ki so se sreËanja udeležili. Teh je bilo v obeh primerih preko 100. Aktivno smo se vkljuËevali tudi v pripravo spletnega meseËnika, ki je zaËel izhajati v vseh državah regije srednje in vzhodne Evrope znotraj Skupine, Ëetrtletno smo izdajali lokalne interne novice z imenom KomUNIkacija, izdali pa smo tudi tematsko številko na temo novega koncepta blagovne znamke. S sodelavci in skupaj z družbama UniCredit Leasing d.o.o. in UniCredit CAIB Slovenija d.o.o., drugima dvema Ëlanicama Skupine v Sloveniji, smo se sreËali na Debelem rtiËu, na praznovanju Ëetrte obletnice našega novega imena. V duhu kombinacije zabave in družbeno koristnega dela smo se lotili prenove doma, v katerem letujejo otroci z manj priložnostmi. Vsi Ëlani uprave so se na dogodku pomerili v kreativnem izzivu postavljanja igralnih hišk za otroke. Sodelavci Banke so po otvoritvi vsake od hišk z referendumom izbrali najboljšo. To je bila le še ena od aktivnosti, s katerimi smo dokazali, da družbeno odgovornost, ki jo imamo zapisano, živimo tudi v praksi. Pri delu se je sodelavcem pridružila najbolj znana slovenska tekaËica na smuËeh, Petra MajdiË, kasneje pa še nekaj navdušenih kolesarjev (vsako leto namreË veliko število sodelavcev pride na dogodek s kolesom). Ob uspešno zakljuËenih posebnih projektih, ki so zahtevali tudi veliko osebnega prizadevanja, se je vodstvo Banke kljuËnim sodelavcem osebno zahvalilo. 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 ter Služba za upravljanje s Ëloveškimi viri in oddelek Marketing. Z izpeljanimi aktivnostmi smo prispevali k poveËanju vpetosti sodelavcev v življenje Banke, k veËji pripadnosti in motivaciji za uspešno nadaljnje delo. RAST ŠTEVILA ZAPOSLENIH IN ZAPOSLOVANJE Eno poglavitnih naËel, ki usmerjajo na.a ravnanja na podroËju zaposlovanja, je zagotavljanje kandidatom za zaposlitev enake možnosti zaposlovanja ne glede na spol ali drugo osebno okolišËino. V zadnjih petih letih (od leta 2007 do 2011) se je število zaposlenih v UniCredit Banka Slovenija d.d. poveËalo za veË kot 200 sodelavcev oziroma za 33 %, samo v letu 2011 pa za 8 % glede na leto 2010. V letu 2011 smo kljub razburkanim in negotovim razmeram na trgu odprli osem novih poslovalnic (››Branch expansion« projekt) in poveËali število zaposlenih za 43. MeseËno smo v povpreËju dodatno angažirali še 38 študentov. PovpreËna starost zaposlenih v Banki je 37 let, kar pomeni, da je populacija v povpreËju 3 % starejša glede na leto 2010. Strukturo zaposlenih po spolu sestavlja 62 % žensk in 38 % moških, pri Ëemer razmerje glede na leto 2010 ostaja enako. Skrbimo tudi za raznolikost med zaposlenimi, kar se kaže med drugim v mešani strukturi zaposlenih UniCredit Bank · 2011 Letno poroËilo 43 Poslovno poroËilo Druabena odgovornost RAST ŠTEVILA ZAPOSLENIH 609 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 (med njimi je namreË 5 tujcev ali 0,8 %, kar je posledica programov razvoja zaposlenih znotraj Skupine) in strukturi vodij po spolu, saj je v vodstvenih strukturah na vseh ravneh 51,3 % žensk in 48,7 % moških. V letošnjem letu se je tudi prviË .est zaposlenih odloËilo znanje in izkušnje pridobivati v okviru zaËasne napotitve na delo v tujini (5 sodelavcev v Republiki Avstriji in 1 sodelavec v Republiki Srbiji). KADROVSKA STRUKTURA PO SPOLU 29 % 50 % 50 % 58 % 100 % 71 % 50 % 50 % 42 % Uprava 1. nivo 2. nivo 3. nivo 4. nivo managementa managementa managementa managementa Ženske Moški Po kolektivni pogodbi je skupaj zaposlenih 96,6 % zaposlenih. V letu 2011 se nam je skupaj pridružilo 76 novih sodelavcev, 36 pa jih je Banko zapustilo (od tega 2 upokojitvi in ena smrt). Z novimi zaposlenimi smo sklenili 30 pogodb za doloËen Ëas, 8 pogodb za pripravništvo, ostale zaposlitve pa so bile za nedoloËen Ëas. PovpreËno je imela Banka meseËno preko leta 70 zaposlenih za doloËen Ëas in 7 zaposlenih pripravnikov, kar je v povpreËju 13 % zaposlenih za doloËen Ëas. Odstotek zaposlenih za doloËen Ëas se je v primerjavi s koncem leta 2010 zmanjšal za 2 odstotni toËki. V Banki je 144 zaposlenih skupaj veË kot 10 let, od tega 39 veË kot 20 let. V letu 2011 je bilo na porodniškem dopustu povpreËno tekom celega leta 31 porodnic (5 % celotne populacije zaposlenih), skupaj pa se je našim sodelavcem in sodelavkam rodilo 47 otrok. 22 sodelavcev oz. vsi upraviËeni so koristili tudi oËetovski dopust. Na podlagi Zakona o starševskem varstvu in družinskih prejemkih (Ur. l. RS, št. 110/2006) 25 zaposlenih delo opravlja s skrajšanim delovnim Ëasom, pri Ëemer devetim zaposlenim za 4-urni delovni dan izplaËujemo 65 % plaËe kot obliko olajšave pri usklajevanju družinskih in službenih obveznosti. IZOBRAZBENA STRUKTURA Banka in njeni zaposleni posveËajo veliko pozornost znanju in izobrazbi, kar potrjuje podatek, da je v Banki 6,7 % zaposlenih z doktoratom oziroma magisterijem (povišanje za 0,7 odstotne toËke glede na leto 2010), 53 % zaposlenih z višjo, visoko strokovno oziroma univerzitetno izobrazbo (povišanje za 2,1 odstotne toËke), 44 2011 Letno poroËilo · UniCredit Bank 40,3 % zaposlenih pa ima srednjo izobrazbo (znižanje za 2,8 odstotne toËke v primerjavi z letom 2010). Trend kaže na zviševanje izobrazbene strukture v prid visoke strokovne oziroma univerzitetne stopnje. USPOSABLJANJE IN IZOBRAŽEVANJE V letu 2011 je Banka za izobraževanje namenila 0,32 % sredstev od skupnih prihodkov, znesek, porabljen v izobraževalne namene, pa se je poveËal za 20 %. Ne glede na precej omejena sredstva je Banka uspela zadostiti najpomembnejšim izobraževalnim potrebam, za kar je bila že drugo leto zapored nagrajena z uvrstitvijo med izbrance ››TOP 10 izobraževalni management 2011«. To priznanje, ki ga vsako leto prejme deset organizacij v Sloveniji, ki sistematiËno vlagajo v znanje, podeljuje družba Planet GV v sodelovanju z Inštitutom za izobraževalni management Sofos. Tudi v letu 2011 se je Banka odloËila, da bo finanËno podprla zaposlene, ki študirajo ob delu, ob izpolnjevanju doloËenih pogojev. Iz tega naslova je Banka namenila zaposlenim dobrih 9.000 evrov, finanËno pa je s tem priskoËila na pomoË šestim zaposlenim. Pet prejemnikov subvencije študira na podiplomskih študijskih programih, med njimi eden na doktorskem programu, eni sodelavki pa je Banka sofinancirala stroške opravljanja izpita na tretji stopnji za pridobitev naziva Chartered Financial Analyst. Skupaj je bilo v letu 2011 izvedenih 22.400 ur izobraževanja (31 % poveËanje glede na 2010). V povpreËju se je vsak zaposleni IZOBRAŽEVANJE V ŠTEVILU UR 31.000 izobraževal 40,5 pedagoških ur (23 % veË kot leta 2010), pri Ëemer je bil povpreËni strošek za izobraževanje na zaposlenega preko 480 evrov. Vsebine, ki so jih pokrivala izobraževanja, so tako banËno strokovna, kot izobraževanja na podroËju komunikacijskih tehnik, vešËin vodenja ter izpopolnjevanja jezikovnih znanj. V letu 2011 smo izvedli tudi nekaj delavnic na temo obvladovanja stresa in prepreËevanja izgorevanja na delovnem mestu. Veliko novost v letu 2011 predstavlja e-izobraževanje, saj je veË kot 300 zaposlenih obiskovalo spletni teËaj Prehod na MS Office 2010, preko 120 sodelavcev pa se je udeležilo in uspešno zakljuËilo e-teËaj z naslovom ››PrepreËevanje pranja denarja in financiranja terorizma«. Delež internih izobraževanj je znašal 34 % (v skupni kvoti izobraževanj 6 % manj kot 2010), pri Ëemer so bile pokrite naslednje vsebine: produktna in procesna izobraževanja (skupaj približno 69 % vseh internih izobraževanj), uvajalni seminar za novozaposlene ››Dobrodošli med najboljšimi« (skupaj 14 % vseh internih izobraževanj), uvedba in uporaba novega sistema upravljanja z delovno uËinkovitostjo (skupaj 10 % vseh internih izobraževanj) ter klasiËna oblika delavnice na temo prepreËevanje pranja denarja in financiranja terorizma (skupaj 6,4 % vseh internih izobraževanj). Uvajalni seminar ››Dobrodošli med najboljšimi«, katerega namen je hitrejša in lažja vkljuËitev novo zaposlenih sodelavcev ter spoznavanje vizije in strategije glavnih organizacijskih enot ter 2007 2009 2010 2011 UniCredit Bank · 2011 Letno poroËilo 45 ››CEE has no boundaries«. Gre za projekt, ki je namenjen mednarodni mobilnosti talentov, vanj pa so se vkljuËili trije sodelavci naše Banke. Za razvoj zaposlenih skrbimo sistematiËno tudi s pomoËjo sistema ››Performance management« (Upravljanje z uËinkovitostjo), katerega kljuËne znaËilnosti so skupno postavljanje ciljev (vodja - zaposleni) z vsakim zaposlenim ter medletno in letno ocenjevanje ter posredovanje povratne informacije o uspešnosti pri delu. Letni razvojni pogovor kot del sistema Performance management 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, izmenjava pogledov na uspe.nost pri delu in s tem veËje zadovoljstvo zaposlenih. Sistem Performance management je med drugim povezan tudi s sistemom nagrajevanja, ki smo ga letos precej spremenili. Delno je to posledica zahtev finanËnega regulatorja, ki je na podlagi sprememb politik prejemkov s strani evropskih finanËnih regulatorjev spremembe uvedel tudi v lokalno zakonodajo. Tako smo decembra 2011 sprejeli prenovljeno Politiko prejemkov, ki je skladna z vsebinskimi zahtevami politik prejemkov, zapovedanih v regulativi. Glavne znaËilnosti prenovljenega sistema politike prejemkov so naslednje: opredeljeni so zaposleni s posebno naravo dela, doloËen je naËin in obdobje odložitve plaËila za zaposlene s posebno naravo dela, poenoten je sistem spremljanja delovne uspešnosti za vse zaposlene (tako prodajnih kot neprodajnih delov banke), enotna frekvenca spremljanja doseganja rezultatov, uvedba enotnega cilja za vsakega zaposlenega (Economic Value Added za leto 2011), enotna frekvenca in Ëasovnica izplaËil variabilnega dela plaËe na podlagi dosežene delovne uspešnosti za vse zaposlene. Verjamemo, da smo s prenovo sistema Performance management še posebej prispevali k vzdržnosti poslovanja in zagotavljanju doseganja pozitivnih poslovnih rezultatov na dolgi rok. Lahko se tudi pohvalimo, da je Banka po raziskavi zaposlitvenega portala Mojedelo.com o najuglednejših delodajalcih, v kateri je sodelovalo okoli tri tisoË anketirancev, novembra 2011 prejela tudi priznanje “Ugledni delodajalec.” V letu 2010 je na podlagi razvojnih pogovorov, ciljnega vodenja, letnih razvojnih programov in potreb Banke skupaj napredovalo dobrih 20 % zaposlenih, od tega skoraj 7 % vertikalno, ostali pa horizontalno. RAZISKAVA O ZADOVOLJSTVU ZAPOSLENIH Od leta 2006 v okviru skupine UniCredit izvajamo raziskavo o zadovoljstvu zaposlenih (People Survey), ki predstavlja kljuËen element našega modela upravljanja z zaposlenimi in njihovimi sposobnostmi in znanji. Anketo izvajamo redno vsako leto oz. na dve leti in tako leto za letom 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 ter tako poslediËno tudi strank. V letu 2011 je v raziskavi sodelovalo veË kot 134.000 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 kar 88 % (7 % veË kot v letu 2010), kar je odraz velike zavzetosti naših zaposlenih, ki predstavlja eno izmed naših glavnih prednosti. S svojim sodelovanjem v anketi smo prispevali tudi v dobrodelne namene, saj se je raziskava o zadovoljstvu tudi v letu 2011 povezala z neprofitno fundacijo UniCredit Unidea, ki je za vsako izpolnjeno anketo podarila 1 evro v humanitarne namene. Rezultati zadnje raziskave so pokazali, da so v primerjavi s prejšnjim letom zaznave zaposlenih glede posameznih vidikov delovanja Banke ostale na enaki ravni kot preteklo leto ali pa so se le rahlo spremenile. Na podlagi pridobljenih podatkov in analize kljuËnih gonilnikov zavzetosti za našo Banko smo izpostavili glavna podroËja, ki se jim bomo še naprej posveËali v letu 2012. Rezultate raziskave o zadovoljstvu smo objavili na intranetni strani, o konkretnih razlogih za rezultate pa smo se pogovorili na fokusnih delavnicah, ki jih je vodila služba Upravljanje s Ëloveškimi viri. V okviru teh delavnic smo tudi zbirali predloge, kaj lahko vsi skupaj naredimo za spremembo doloËenega vidika delovanja posameznika in Banke ter našega poËutja v njej. Velik poudarek je bil na tem, da smo vsi soodgovorni za na.e poËutje in s tem tudi za delovanje celotne Banke. Tudi na podlagi rezultatov teh sreËanj je potekal usmerjeni pogovor vodstva (uprava in vodje divizij) o kritiËnih podroËjih in pripravi akcijskega naËrta s kljuËnimi aktivnostmi za spremembe, kjer je bil poseben poudarek na podroËju komunikacije, upravljanja z delovno uspešnostjo in vodenja. Vse spremembe in ukrepe smo prepletli s poudarjanjem samoizobraževanja, promocijo vseh izobraževalnih aktivnosti znotraj Banke in tudi znotraj Skupine. V skladu s to naravnanostjo smo zelo ponosni tudi na interno knjižnico, v kateri imamo že veË kot 100 poslovnih knjig, revij in drugega avdio oz video materiala, njihovo število pa vztrajno raste. Raziskava zadovoljstva na temo izobraževanja je pokazala, da zaposleni pogrešajo najavo izobraževalnih aktivnosti, zato smo priËeli z rednim meseËnim obvešËanjem o izobraževanjih, postavili pa smo tudi standard izobraževanih ur za vsakega posameznika. Vsak zaposleni se je tako dolžan v koledarskem letu izobraževati UniCredit Bank · 2011 Letno poroËilo 47 Poslovno poroËilo Druabena odgovornost praviloma vsaj 24 pedagoških ur. Poudarjeno se osredotoËamo na to, 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. Uvedli in izvedli smo tudi kar nekaj e-izobraževanj (PrepreËevanje pranja denarja in financiranje terorizma, Varnost pri delu, Prehod na Microsoft Office 2010). Med veËjimi spremembami, ki so bile rezultat raziskave, izpostavljamo še prenovo sistema upravljanja z delovno uspešnostjo, ki med drugim prinaša informacijsko podprtost izvajanja letnih osebnih razgovorov ter ocenjevalnih razgovorov ter omogoËa veËjo uËinkovitost izvedbe, skupek vseh informacij na enem mestu in veËjo preglednost. Dodatno smo priËeli z izvajanjem kariernih razgovorov s posamezniki, ki so v okviru letnega razvojnega pogovora izrazili željo po napredovanju. V letu 2011 smo nadaljevali z dobrimi praksami, med katerimi je tudi zajtrk z upravo. Svoje misli, poglede in predloge so z upravo delili zaposleni v diviziji Upravljanje s tveganji, mamice po vrnitvi s porodniškega dopusta, jubilanti, zaposleni v Banki že 10 let in zaposleni, ki obËutno presegajo zastavljene delovne cilje. Zaposleni v zalednih službah so delovanje enot lahko pobliae spoznali na Dnevu v poslovni enoti, v okviru katerega so vodje in zaposleni s sedeža Banke en dan preživeli v poslovni enoti. Seveda je tudi zaposlene v poslovnih enotah zanimalo, kako poteka delovni dan v zalednih službah oz. na sedežu Banke. Tako so nekateri zaposleni iz enot en dan preživeli na sedežu Banke in se tako spoznali z našim delom. Oba dneva sta v veliki meri pripomogla, da bolje razumemo delovanje posamezne enote in njen pomen, prav tako pa smo vidno izboljšali medsebojno sodelovanje, predvsem pa se tudi na ta naËin želimo približati strankam, njihovim željam in priËakovanjem. V letih 2009 in 2010 smo v okviru Skupine izvedli interno raziskavo o zadovoljstvu zaposlenih s kadrovskimi storitvami. Na podlagi rezultatov zadnje raziskave smo v letu 2011 nadaljevali z izvajanjem zadanih aktivnosti. Vzpostavili smo kadrovsko komunikacijsko strategijo, priËeli z meseËnim izdajanjem kadrovskega Ëasopisa z imenom HRMD noviËke za zaposlene, objavo zanimivih kratkih Ëlankov o komunikaciji za vsakdanjo rabo, Ëetrtletno pa tudi obvešËamo vodje o splošnih informacijah (npr. demografija zaposlenih) in aktualnih dogajanjih ter pomembnih HR vsebinah, s katerimi morajo biti seznanjeni. Poleg tega redno meseËno obvešËamo zaposlene o zanimivih izobraževanjih v prihodnjem mesecu, nadaljujemo z delavnicami za vodje pod naslovom ››Managers as HR Champions«, uvedli pa smo tudi sistem Human Resources Business Partners (poslovnih partnerjev) posameznih divizij. HR Business Partner deluje kot skrbnik za posamezno divizijo za vsa kadrovska podroËja in postopki sedaj teËejo hitreje in bolj pregledno. Na ta naËin kadrovski strokovnjaki lažje in uËinkoviteje skupaj s kolegi iz poslovnih divizij rešujejo njihove izzive, saj bolj podrobno spoznajo procese in težave pri samem opravljanju posla. Z namenom spoznavanja delovanja službe Upravljanje s Ëloveškimi viri smo nadaljevali z neformalnimi druženji z naslovom ››A prideš?«, in sicer smo sodelavce iz razliËnih enot povabili na jutranjo kavo in neformalen klepet. Še posebej pa smo ponosni na dejstvo, da smo že dobro leto lastniki certifikata Družini prijazno podjetje. V skladu s tem veliko pozornost posveËamo družinam in usklajevanju službenega in družinskega življenja naših zaposlenih. Med ukrepi, ki smo jih že izvedli, velja izpostaviti otroški bonus, ki pomeni, da smo vsem staršem prvošolËkov na prvi šolski dan omogoËili spremljanje otrok v šolo in jim omogoËili izredni plaËani dopust. Staršem, ki uvajajo otroka v vrtec, omogoËamo fleksibilno organizacijo delovnega Ëasa v tednu uvajanja. Poleg tega imajo sodelavke in sodelavci, v kolikor se odloËijo za krajši delovni Ëas v skladu z Zakonom, po vrnitvi s porodniškega dopusta možnost krajšega delavnika in jih tudi spodbujamo, da se odloËajo za 4-urni delovnik s 65-odstotnim plaËilom plaËe. Med ostalimi ukrepi, ki smo jih že uvedli, velja omeniti še fleksibilen delovnik, saj imamo vsi zaposleni fiksni osrednji delovni Ëas z izbiro prihoda in odhoda. Že nekaj let za najmlajše poskrbimo z obiskom BožiËka ter Ëestitkami z darilcem ob rojstvu. V letu 2011 smo tudi s tega podroËja izvedli mnenjsko raziskavo med zaposlenimi, na katero se je odzvalo 42 % sodelavcev in sodelavk. Skoraj vsi zaposleni so seznanjeni, da je Banka prejela certifikat in veËina jih je mnenja, da imajo dovolj informacij o korišËenju družini prijaznih ukrepov. 26 % jih je katerega izmed ukrepov tudi že koristilo, pri Ëemer zaznavamo, da so nekateri ukrepi razumljeni v sklopu drugih pravic zaposlenih in ne kot del certifikata. Velika veËina (okoli 80 %) jih meni, da težave glede usklajevanja dela in družinskega življenja lahko zaupa vodji, in da z vodjem obiËajno najdeta naËin kako rešiti probleme usklajevanja. Na vprašanje, kakšno oceno bi dali Banki kot ››Družini prijaznemu podjetju«, je 49 % zaposlenih podalo oceno zelo dobro oz. odliËno. Pozitivna povratna informacija, ki smo jo z anketo prejeli, nam je dala še veËji zagon za nadaljevanje projekta in v skladu s to vizijo bomo posamezne ukrepe uresniËevali tudi naslednja leta. Naš namen za leto 2012 je približati ukrepe tudi zaposlenim brez družin oz. otrok ter drugim segmentom zaposlenih na ta naËin ustvariti “zaposlenemu prijazno podjetje”. SKRB ZA VREDNOTE Ker se Ëedalje bolj zavedamo narašËajoËe potrebe po trajnostnem poslovanju, ki prinaša kar najveË prednosti in vrednosti za vse naše deležnike, smo se letos v okviru UniCredit dneva ob pogovoru o vrednotah (enakopravnost, zaupanje, spoštovanje, preglednost, svoboda delovanja, vzajemnost) še posebej osredotoËili na trajnostno delovanje in razmišljali o resniËnih zgodbah, o vedenju, ki udejanja naše vrednote v praksi. Na ta dan smo si na delavnicah izmenjevali primere iz prakse, kjer so zaposleni pripovedovali o delovanju v duhu vrednot naše Banke in vzdržnem delovanju, ki vodi v dolgoroËne odnose in pozitivne rezultate. Institut ombudsmana, ki je v Banki uveljavljen od konca leta 2007 (v Skupini pa od leta 2006), omogoËa zaposlenim neodvisno možnost vlaganja morebitnih pritožb zaradi kršitev Listine o vrednotah, ki jih povzroËijo dejanja ali obnašanja med zaposlenimi ali med zaposlenimi in Banko. Na ta naËin 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 2007 smo imenovali sodelavko v pokoju, Mojco Gošler, za ombudsmanko, v letu 2009 pa smo imenovali tudi namestnico ombudsmanke, ravno tako bivšo sodelavko, upokojenko Polono ZupanËiË Ban. Obe ombudsmanki Banko in zaposlene zelo dobro poznata, saj sta bili dolga leta naši sodelavki in tako lažje sodelujeta pri reševanju morebitnih primerov. Letos sta ombudsmanki zamenjali vlogi, tako je Mojca Gošler prevzela vlogo namestnice, Polona ZupanËiË Ban pa vlogo ombudsmanke. V letu 2011 sta ombudsmanki zabeležili devet primerov (40 % manj kot leta 2010), ki so se veËinoma nanašali na vrednoti enakopravnost oziroma enakopravno obravnavanje. VeËina primerov je bila uspešno rešenih skozi pogovor in odkrivanje novih, drugaËnih pogledov na situacijo. SKRB ZA ZAPOSLENE NaËrtno spremljanje zdravstvenega stanja je naša obveza, zaveza ter hkrati izražena skrb za sodelavce. Tekom preteklega leta smo tako opravili 198 predhodnih oz. obdobnih zdravniških pregledov, konec oktobra pa že tradicionalno poskrbeli za možnost cepljenja proti gripi, ki se ga v povpreËju udeleži 10 % zaposlenih in ga organiziramo na sedežu Banke. Banka vse zaposlene tudi kolektivno nezgodno zavaruje. 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 vsakih 5 let. Tekom leta 2011 se ga je udeležilo 97 sodelavcev in sodelavk. Odstotek odsotnosti zaradi bolezni v letu 2011 se je v primerjavi z letom 2010 malenkost zvišal, in sicer iz 4,0 % na 4,2 %. Povišanje pripisujemo izredno mladi strukturi zaposlenih in poslediËnemu dejstvu, da je izjemno veliko mladih družin z majhnimi otroci (delež nege za družinske Ëlane predstavlja 14,4 % skupnih bolniških dni). Zaposleni imajo povpreËno 25,5 dni dopusta, višina regresa za dopust pa je 62 % višja kot znaša najvišji znesek, ki je še oprošËen plaËevanja prispevkov. Skrb za tretje življenjsko obdobje uresniËujemo skozi možnost vkljuËitve v dodatno pokojninsko zavarovanje, ki jo izkorišËa 64 % 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. Tako se je stopnja fluktuacije znižala iz 8,09 % v letu 2008, na 6,08 % v letu 2009 (posledica nestabilnega trga dela, saj se je brezposelnost v Sloveniji zvišala za 50 % v primerjavi z letom 2008), na 5,6 % v letu 2010 in še na nekoliko nižjo raven v letu 2011, in sicer na 5,5 %. Za zaposlene, njihovo zdravje in dobro poËutje ter druženje skrbimo tako v sklopu Banke kot tudi preko športnega društva Tilda z organizacijo športnih dogodkov, sofinanciranjem kulturnih prireditev ter športnih aktivnosti in druženjem ob novem letu, obisku BožiËka za otroke zaposlenih, športnem dnevu za zaposlene, poletnem pikniku, za Ëlane pa tudi preko športno-kulturnega društva ››Tilda«. Slednje deluje v okviru Banke, vËlanjenih pa je 447 zaposlenih, 13 študentov ter 6 upokojencev. Odnos do strank Leto 2011 so moËno zaznamovale specifiËne razmere na finanËnih trgih, ki smo jim prilagodili tudi marketinško strategijo Banke. Kot del skupine UniCredit si je Banka v letu 2011 prizadevala Ëim bolj se približati ciljnim segmentom, med drugim tudi z novim pozicioniranjem blagovne znamke. Stranke se vsakodnevno sooËajo z novimi izzivi in priložnostmi, zato jim želimo vselej pozorno prisluhniti in ponuditi rešitve, ki resniËno ustrezajo njihovim potrebam. Temu pravimo ››banËništvo po meri življenja«, kar predstavlja novo pozicioniranje naše banËne Skupine. Tega je potrebno umestiti v vse stiËne toËke z našimi strankami. Iz novega pozicioniranja blagovne znamke in iz našega poslanstva, ki moËno poudarja zavezo, da ponudimo konkretne rešitve za potrebe naših strank, izhaja tudi nov pozicijski slogan - Življenje je polno vzponov in padcev. Tu smo za vas. V segmentu poslovanja s prebivalstvom smo v ospredje postavili varËevalne, naložbene in zavarovalne produkte ter potrošniške kredite, UniCredit Bank · 2011 Letno poroËilo 49 Poslovno poroËilo Druabena odgovornost ki smo jih predstavili izbranim ciljnim segmentom s pomoËjo celovitih tržno-komunikacijskih akcij in promocij na prodajnem mestu. Kot sodobna in napredna banka smo uvedli prvo univerzalno mobilno aplikacijo Mobilna banka GO!, ki je enostavna in varna za uporabo na mobilnih telefonih. Za promocijo nove storitve smo poleg klasiËnih medijev uporabili tudi najnaprednejšo obliko mobilnega oglaševanja. ObstojeËim in potencialnim komitentom smo novo storitev predstavili s pomoËjo mikrostrani na pametnih telefonih in tabliËnih raËunalnikih, za kar smo na mednarodnem kongresu Webit v Sofiji prejeli Webit nagrado v kategoriji Online / Mobile Banking in Osebne finance. S prenovljeno in celovito ponudbo osebnih banËnih paketov ter novo plaËilno-kreditno kartico VISA z brezplaËnim Solid zavarovanjem s Coris asistenco smo se približali razliËnim potrebam ciljnih strank, ki so v zadnjih letih postale zahtevnejše. Na ta naËin smo z obstojeËimi strankami utrdili dolgoroËen odnos, potencialne stranke pa smo skušali spodbuditi k zamenjavi banke. »lanica skupine UniCredit smo nadaljevali s sponzorstvom UEFA Champions League v sezoni 2010/2011. Preko nogometno obarvanih akcij smo za posamezne segmente oblikovali posebne ponudbe ter se obstojeËim in potencialnim strankam predstavili v športnem duhu s potrošniškimi krediti, nogometnim banËnim paketom in omejeno serijo plaËilne kartice MasterCard z UEFA Champions League motivom, nagradno igro ››Podari nasmeh otroku«, promocijo v poslovnih enotah in na številnih družabnih dogodkih. Slovenski javnosti smo priËarali enkratno doživetje, saj smo aprila 2011 v Ljubljani gostili pokal UEFA Champions League, ki so si ga nogometni navdušenci lahko ogledali v živo in se z njim fotografirali. Konec maja smo organizirali družabno sreËanje z ogledom prenosa finala UEFA Champions League ter otroško šolo nogometa za 80 deËkov in deklic. V okviru projekta skupine UniCredit ››Podarite nasmeh otroku«, smo dvanajstim slovenskim otrokom, starim od 7 do 12 let, omogoËili udeležbo na 5-dnevni brezplaËni mednarodni poletni zabavni šoli nogometa za otroke na Hrvaškem in jim tako ponudili mešanico zabavnega nogometa, kulturnih dejavnosti in drugih priložnosti za druženje z novimi prijatelji. Privrženci nogometa so se z našo blagovno znamko tudi v letu 2011 redno spogledovali na nogometnih tekmah, predvsem preko televizijskih sprejemnikov, nekateri pa tudi v živo. Kot sponzor UEFA Champions League smo nekaterim našim strankam in nagrajencem nagradnih iger v lanskem letu omogoËili ogled nogometnih tekem, nekaterim pa še ekskluzivno doživetje - ogled finala UEFA Champions League v Londonu. Prav posebno izkušnjo smo priËarali dvema otrokoma, ki sta februarja 2011 v spremstvu staršev odpotovala na ogled tekme osmine finala UEFA Champions League v Milano, kjer sta na veËerno tekmo pospremila najveËje nogometne zvezdnike. V letu 2011 smo nadaljevali z uvajanjem ekskluzivne storitve osebnega banËništva, ki je namenjena strankam z zahtevnejšimi finanËnimi priËakovanji. Storitev temelji na osebni in celoviti obravnavi finanËnih potreb strank, ki jim s strokovnimi nasveti osebnega banËnega svetovalca skušamo pomagati pri izbiri ustreznih banËnih in drugih finanËnih produktov. Z naložbeno konferenco Pioneer, ki je bila namenjena predvsem strankam osebnega banËništva, smo osvetlili aktualno dogajanje na kapitalskih trgih ter vlagateljem predstavili naložbene priložnosti. Za segment malih podjetij smo pripravili ekskluzivni poslovni paket Platinum, ki je namenjen poklicem z visoko stopnjo odgovornosti in vsakodnevnim stikom s strankami. Oblikovali smo ga po meri odvetnikov, notarjev, zdravnikov, zobozdravnikov, veterinarjev in farmacevtov, z željo, da bi jim olajšali banËno poslovanje in poslovanje zasebne prakse. Paket odlikuje tudi interaktivna zgošËenka z davËno-raËunovodskimi in finanËnimi vsebinami, ki smo jo pripravili v sodelovanju z Založbo Verlag Dashöfer. S storitvijo sprejemanja kartic na prodajnih mestih (POS terminalih) smo se približali predvsem malim podjetjem, ki želijo svojim strankam na prodajnih mestih omogoËiti hiter, varen in enostaven nakup z uporabo plaËilnih kartic ter na ta naËin vplivati na veËjo prodajo in zadovoljstvo svojih kupcev. Za poslovne partnerje divizije Poslovanje s podjetji in investicijsko banËništvo smo organizirali veË zanimivih in dobro obiskanih dogodkov. Najodmevnejši dogodek za stranke so bili FinanËni dnevi UniCredit Bank. Dvodnevni strokovni dogodek, na katerem smo gostili najuglednejše poslovne partnerje in nekatere najvidnejše predstavnike slovenskega gospodarstva, smo posvetili vzrokom prezadolženosti slovenskih podjetij ter razliËnim možnostim financiranja in idejnim rešitvam, ki bi v Ëasu recesije lahko vodile do razvojnih prebojev in poslovnih zmag. Priložnost za izmenjavo izkušenj in poslovnih praks ter druženje s stanovskimi kolegi pa je predstavljal tudi tradicionalni spomladanski Zajtrk finanËnih trgov, ki je bil posveËen predstavitvi blagovnih instrumentov ter trendov gibanja teËajev in obrestnih mer na lokalnem ter mednarodnih finanËnih trgih. Na dogodku Fotovoltaika - pogled iz evropske perspektive smo predstavili evropske trende s podroËja obnovljivih virov energije in fotovoltaiËno tehnologijo. ObËine se spopadajo s pomanjkanjem sredstev ter omejitvami za hitrejšo in bolj kakovostno izvedbo infrastrukturnih projektov. Zato smo organizirali tudi sreËanje, na katerem so strokovnjaki iz razliËnih podroËij govorili o alternativnih možnostih financiranja javne infrastrukture. S prednostmi, ki jih z uvedbo SEPA (Single European Payment Area) prinašajo novi plaËilni instrumenti, pa so se stranke seznanile na strokovnem izobraževanju SEPA. Aktualno makroekonomsko dogajanje ter optimalne rešitve za financiranje rednega poslovanja in izvoznih poslov za srednje velika podjetja smo predstavili na veË regijskih dogodkih. V letu 2011 smo zaznamovali kar dva Ëastitljiva jubileja - dvajset let delovanja Banke na slovenskih tleh in deseto obletnico prijateljevanja s Slovensko filharmonijo. Ob tej priložnosti smo skupaj s poslovnimi parterji v veliËastni koncertni dvorani Postojnske jame prisluhnili zvokom Trobilnega ansambla Slovenske filharmonije. V ekskluzivni korporativni reviji Azimut, ki je v prvi vrsti namenjena managerjem in finanËnim direktorjem, in že Ëetrto leto izhaja vsako Ëetrtletje, združujemo strokovne teme za lažje finanËno in poslovno odloËanje, ter navdihujemo in odpiramo obzorja. Tako kot v preteklih letih smo se ciljnim segmentom v letu 2011 približali prek razliËnih komunikacijskih kanalov in jim predstavili zanimive in njihovim potrebam prilagojene banËne produkte. Z osebnim pristopom, novim pozicioniranjem blagovne znamke ter sodobnim tržnim komuniciranjem smo dokazali, da smo resniËno ŠTEVILO OBJAVLJENIH PRISPEVKOV 1.427 1.454 1.383 k potrošniku usmerjena banka. Zavedamo se, da je življenje polno vzponov in padcev, zato si moËno prizadevamo razumeti potrošnika ter mu pomagati pri uresniËevanju njegovih želja, ambicij in ciljev. 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 interesu medijev za poroËanje o Banki. V znamenju odliËnega sodelovanja v letu 2011 in kot povabilo k uËinkoviti komunikaciji tudi v letu 2012 smo novinarje povabili na neformalno sreËanje - lonËarsko delavnico. Kuharice Zveze prijateljev mladine, ki smo jim namenili novoletno donacijo, pa so za predstavnike medijev spekle potico, s katero so del domaËnosti lahko delili tudi z bližnjimi. V letu 2011 smo prejeli skupaj 750 sklopov novinarskih vprašanj, pripravili smo preko 50 Ëlankov v obliki oglasnih sporoËil in preko 80 sporoËil za medije. Novinarje smo skozi vse leto ažurno obvešËali 3.756 3.632 3.032 2.294 2006 2007 2008 2010 2005 2009 2011 UniCredit Bank · 2011 Letno poroËilo 51 Poslovno poroËilo Druabena odgovornost o dogajanju v Banki in informacije ter fotografije dogodkov in oseb objavljali tudi v medijskem središËu na spletni strani. Vzpostavili smo in aktivno zaËeli upravljati svojo prisotnost v enem od družabnih medijev. Z odprtim pristopom smo svojo medijsko prisotnost v letu 2011 uresniËevali v 3.632 objavah. Na tiskovni konferenci, ki smo jo organizirali pomladi 2011, smo medijem predstavili naše poslovne rezultate, ki smo jih dosegli v letu 2010. Slovenske novinarje smo povabili k sodelovanju pri projektu finanËne skupine UniCredit “Novinarska nagrada za poroËanje o SVE”, kjer je v letu 2011 novinarka iz Slovenije prejela nagrado. Nekaj novinarjem smo omogoËili udeležbo na konferenci Euromoney oz. EBRD, ki ju je podprla finanËna skupina UniCredit. Tiskovno konferenco smo organizirali tudi ob podelitvi nagrade za socialno vkljuËevanje s strani fundacije UniCredit ter organizirali zajtrk z upravljalcem skladov Pioneer Investments, Petrom Bodisem. Aktivno smo jih vabili tudi na doloËene dogodke za stranke, predvsem take, kjer smo govorili o trendih v gospodarstvu. Odnos do lokalnih skupnosti Poslovne enote Banke so na podlagi poznavanja lokalnega okolja in na lastno pobudo 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 Za UniCredit Banka Slovenija d.d. družbena odgovornost pomeni ustvarjanje trajne vrednosti in nadaljnji razvoj dolgoroËnih partnerskih odnosov v okolju, v katerem sodelujemo z vsemi našimi deležniki. Mednje sodijo naši sodelavci, naše stranke, naši dobavitelji, vlagatelji in lokalne skupnosti, v katerih delujemo. Za ustvarjanje trajne vrednosti in nadaljnji razvoj smo s sponzorstvi in donacijam podprli predvsem projekte na podroËju kulture in športa, pomagali smo socialno šibkim in prikrajšanim otrokom, podprli projekte za veËjo socialno vkljuËenost ter osvešËali o odgovornem trajnostnem ravnanju. V aktivnosti pa smo v Ëim veËji meri vkljuËevali tudi naše sodelavce. Podprli smo aktivnosti Ustanove dr. Šiftarjeva fundacija, ki skrbi za ohranitev prekmurske kulturne in naravne dedišËine. Z donacijo smo pomagali pri izvedbi Koroških kulturnih dni v Ljubljani. Podprli smo aktivnosti mednarodnega združenja žensk SILA za izvedbo bazarja, katerega izkupiËek je namenjen za dobrodelne namene. Donacijo smo namenili tudi neprofitni ustanovi Županov sklad, ki zbira sredstva za pomoË in štipendije dijakom in študentom obËine Velike LašËe. UniCredit Banka Slovenija d.d. je sodelovala kot donator za podporo humanitarnih aktivnosti v Hiši zavetja PalËica. FinanËno smo tudi v letu 2011 podprli izvedbo tabora Mlade korenine, ki je namenjen socialno izkljuËenim otrokom z manj priložnostmi, ter humanitarne projekte kot so RdeËi noski (zbiranje odpadnih kartuš in denarnih prispevkov v poslovni mreži Banke) ter zbiranje plastiËnih zamaškov v dobrodelni namen (za nakup invalidskih voziËkov in pripomoËkov za otroke). Prispevali smo sredstva za nakup mamografa za Zdravstveni dom Maribor, udeležili smo se dobrodelne dražbe slik, ki so jih narisali otroci Osnovne šole 27. julij iz Kamnika, ki usposablja otroke s posebnimi potrebami za samostojno življenje. Za pomoË pri izvedbi dogodka Jadranje za jutri z uËenci Zavoda Cirius smo s sredstvi pomagali prostovoljcem društva Sappa. Z botrstvom dveh avtohtonih rastlin smo prispevali k aktivnosti ohranjanja rastlinskih vrst BotaniËnega vrta v Ljubljani. Ob katastrofi, ki je doletela japonsko mesto Fukušima, smo za pomoË žrtvam prispevali solidarno finanËno pomoË. Kot pokrovitelj smo prispevali Zavodu Varna pot za izvajanje izobraževanja in ozavešËanja otrok in mladostnikov o varnosti v cestnem prometu ter za pomoË žrtvam prometnih nesreË. Društvu ekonomistov Maribor smo s sredstvi pomagali pri izvedbi posveta Strategije gospodarskega razvoja ter podprli izvedbo FinanËnih dni za izobraževanje in informiranje Ëlanov Obrtne zbornice po vsej Sloveniji. V okviru sponzorstva UniCredit Alumni Achievement Award smo podelili nagrado AAA diplomantom IEDC - Poslovne šole Bled in sicer za izjemne karierne dosežke, vodenje, prizadevanje za razvoj skupnosti ter prispevek k razvoju šole. Nagrada AAA prispeva k širjenju poslanstva IEDC, katerega namen je navdihovanje in izobraževanje kreativnih in odgovornih voditeljev, ki oblikujejo svoje organizacije v gospodarsko praviËna, družbeno odgovorna in okolju prijazna podjetja. V sodelovanju s Fundacijo UniCredit smo razpisali nagrado v višini 100.000 evrov za tri projekte s podroËja socialnega vkljuËevanja. Nagrado so prejeli: projekt socialnega podjetništva z organiziranim zbiranjem tekstila in njegove ponovne uporabe (Tovarna dela tekstil), društvo Mozaik za projekt vkljuËevanja težje zaposljivih oseb na eko-kmetiji v Šalovcih ter Inštitut Antona Trstenjaka za projekt izobraževanja in organizacije mobilnih družinskih skrbnikov v demografsko ogroženih obËinah s ciljem, omogoËiti starostnikom, da Ëim dlje Ëasa živijo na svojih domovih. Kot sponzor smo tudi v letu 2011 sodelovali pri mednarodnem festivalu uliËnega gledališËa Ana Desetnica v Ljubljani. Z donacijo smo sodelovali pri razstavi najboljših oglaševalskih in oblikovalskih rešitev 2010 po izboru mednarodnega združenja Art Directors Club, ki je bila v JakopiËevi galeriji v Ljubljani. Že deseto leto zapored smo darovali Slovenski filharmoniji za nakup novih glasbil; tokrat smo pomagali orkester obogatiti s koncertnima violama. Kot veËletni podpornik Managerskega koncerta, ki predstavlja najveËji kulturni dogodek slovenske poslovne javnosti in je pomembna donatorska prireditev, smo prispevali k glasbenem udejstvovanju mladih nadarjenih glasbenikov. UniCredit Banka Slovenija d.d. je v letu 2011 aktivno podprla tudi nekatere športe. Ponašamo se s sponzorstvom UEFA Champions League, ki v državah Ëlanicah skupine UniCredit prispeva k ugledu in utrjevanju mednarodne blagovne znamke UniCredit že od leta 2009 dalje. Skupina UniCredit se je tako v lanskem letu odloËila za podaljšanje sponzorske pogodbe z UEFA Champions League, kar pomeni, da se bomo spogledovali z nogometom in nogometno obarvanimi marketinškimi aktivnostmi vse do leta 2015. Kot dolgoletni sponzor slovenskih nordijskih smuËarskih reprezentanc smo v letu 2011 podpirali nordijske discipline - tekmovalce v teku na smuËeh in mlade smuËarske skakalce. Sponzorsko pa smo sodelovali tudi s HDD Tilia Olimpija ter podprli manjše lokalne športne projekte. Ob zakljuËku leta 2011 je UniCredit Banka Slovenija d.d. z donacijo omogoËila Zvezi prijateljev mladine Slovenije izvedbo projekta Mladi in Evropa. Gre za projekt, ki je namenjen socialno prikrajšanim dijakom iz vse Slovenije, ki dosegajo izjemen uËni uspeh, in ki jim omogoËa, da spoznajo nekatere evropske države. Novoletno donacijo smo namenili tudi Mladinskemu klimatskemu zdravilišËu Rakitna za izvajanje terapije s pomoËjo konj, namenjene otrokom in mladostnikom iz socialno šibkih okolij, ki se sooËajo z osebnimi stiskami in psihiËnimi težavami. Sodelavci in naše stranke po poslovnih enotah smo tudi v decembru 2011 zbirali stare knjige in igraËe v okviru akcije ››Stare knjige in igraËe za nov nasmeh«. Zbrane igraËe, družabne igre in knjige smo namenili otrokom pod okriljem Zveze prijateljev mladine po vsej Sloveniji, vrtcem v našem lokalnem okolju ter Centru za socialno delo v Ljubljani. UniCredit Bank · 2011 Letno poroËilo 53 PoroËilo nadzornega sveta PoroËilo nadzornega sveta Splošne ugotovitve Nadzorni svet UniCredit Banka Slovenija d.d. je v letu 2011 spremljal in nadziral tekoËe poslovanje Banke, dosežene finanËne rezultate ter delo njene uprave skladno s svojimi pooblastili, pristojnostmi in dolžnostmi, opredeljenimi v Statutu Banke in Poslovniku nadzornega sveta Banke, kakor tudi na podlagi veljavnih doloËil Zakona o gospodarskih družbah in Zakona o banËništvu ter pripadajoËih podzakonskih aktov. 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 2011 je prišlo do sprememb v sestavi nadzornega sveta Banke. Na podlagi odstopne izjave je dne 31. marca 2011 prenehala funkcija dotedanjemu predsedniku nadzornega sveta Federicu Ghizzoniju. Na skupšËini Banke, 19. aprila 2011, je bil za Ëlana nadzornega sveta za obdobje od 21. aprila 2011 do 30. aprila 2014 imenovan Gianni Franco Giacomo Papa, ki je bil nato na seji nadzornega sveta dne 21. aprila 2011 izvoljen za novega predsednika nadzornega sveta. Nadzorni svet Banke tako šteje 6 Ëlanov, in sicer: Gianni Franco Giacomo Papa (predsednik), Martin Klauzer (namestnik predsednika), Alessio Pomasan, Franco Andreetta, Heinz Karl Tschiltsch in Giuseppe Verrascina. 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 sta kot zunanja strokovnjaka s podroËja raËunovodstva in finanËnega poslovanja tudi v letu 2011 prispevala 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. Skupina UniCredit 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 2011 sestal in odloËal na petih rednih sejah. Vsi Ëlani nadzornega sveta so se udeležili druge seje nadzornega sveta, medtem ko so svojo udeležbo opraviËili na prvi seji Federico Ghizzoni, na tretji seji Heinz Karl Tschiltsch, na Ëetrti seji Gianni Franco Giacomo Papa in Heinz Karl Tschiltsch ter na peti seji Martin Klauzer in Alessio Pomasan. Posamezni sklepi so bili v skladu z zakonskimi predpisi, pristojnostmi, opredeljenimi v statutu in upoštevajoË potrebe Banke po uËinkovitosti dela, sprejeti tudi na dopisnih sejah nadzornega sveta in nato predstavljeni ter potrjeni na prvi naslednji redni seji nadzornega sveta. Nadzorni svet je redno preverjal svoje delo, kar je še dodatno doprineslo k strokovnosti in kakovosti njegovega dela. Nadzorni svet tako ocenjuje, da je svoje delo v letu 2011 opravil s profesionalno skrbnostjo, skladno z veljavno zakonodajo ter notranjimi pravili skupine UniCredit. Pomembnejše odloËitve nadzornega sveta Na svoji 45. redni seji, 3. marca 2011, je nadzorni svet med drugim sprejel letno poroËilo o poslovanju Banke za leto 2010, na podlagi predloga revizijske komisije predlagal skupšËini Banke imenovanje zunanjega revizorja, podal mnenje k letnemu poroËilu notranje revizije o notranjem revidiranju za leto 2010, sprejel sklep o uporabi Ëistega dobiËka in soglašal s predlogom uprave za uporabo bilanËnega dobiËka Banke za leto 2010. Seznanil se je z revizorjevim poroËilom pooblašËene revizijske družbe za leto 2010, na katerega ni imel pripomb, ter potrdil vse ostale dokumente, o katerih je nato odloËala skupšËina Banke 19. aprila 2011. Nadzorni svet je na 46. redni seji, ki je potekala 21. aprila 2011, potrdil spremembe Statuta Banke v zvezi z izvedeno dokapitalizacijo Banke zaradi uvedbe pristopa na podlagi notranjih bonitetnih sistemov in rezultate Banke za prvo Ëetrtletje. Na 47. redni seji, ki je potekala 19. julija 2011, je nadzorni svet podal soglasje k politiki prejemkov skupine UniCredit, veljavne tudi za Banko, ter potrdil polletne rezultate Banke. 19. oktobra 2011 so Ëlani nadzornega sveta na 48. redni seji potrdili spremembe Poslovnika uprave Banke in Poslovnika nadzornega sveta Banke, organizacijske spremembe v Banki ter rezultate Banke za tretje Ëetrtletje. Na 49. redni seji dne 13. decembra 2011 je nadzorni svet sprejel politiko prejemkov Banke ter potrdil smernice in plan notranje revizije Banke za leto 2012. Nadzorni svet je sodeloval pri sprejemanju vseh ukrepov in aktivnosti, ki so bili potrebni za uresniËevanje skupne poslovne politike nadrejenih banËnih skupin. Potrdil je plan razvoja in temelje poslovne politike Banke za leto 2011 in v skladu z novelo Zakona o banËništvu sprejel politiko prejemkov Banke. Prav tako je podrobno spremljal odzivnost Banke na aktualne razmere v gospodarstvu ter redno prejemal obvestila notranje revizije o realizaciji programa dela, o njenih ugotovitvah ter o pregledih zunanjih nadzornih institucij. Delovanje revizijske komisije nadzornega sveta Revizijska komisija nadzornega sveta Banke se je v letu 2011 sestala na petih rednih sejah (zaporedne številke sej od 15 do 19). Kot posvetovalno telo nadzornega sveta, ki ga sestavljajo predsednik Giuseppe Verrascina, Ëlan Franco Andreetta in neodvisni zunanji Ëlan Živko Bergant, 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 ustrezne strukture zaposlenih v oddelku notranje revizije. Uporaba Ëistega in bilanËnega dobiËka za leto 2011 Uprava Banke je nadzornemu svetu predložila v obravnavo Sklep o uporabi Ëistega dobiËka poslovnega leta 2011 v višini 14.740.834,91 evrov in predlog Sklepa o uporabi bilanËnega dobiËka poslovnega leta 2011 v višini 7.370.417,45 evrov. Uprava Banke je predlagala, da se v skladu s sprejetimi srednjeroËnimi naËrti Banke in zaradi zagotavljanje ustrezne kapitalske ustreznosti Banke v Ëasu kriznih razmer na kapitalskih trgih, 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 2011. S sprejemom takega predloga bo omogoËena nadaljnja stabilna rast Banke. Nadzorni svet je sprejel Sklep o uporabi Ëistega dobiËka za leto 2011, soglašal s predlogom uprave o uporabi bilanËnega dobiËka za leto 2011 in priporoËil skupšËini delniËarjev, da ga sprejme v predlagani obliki. Letno poroËilo 2011 Uprava Banke je pripravila letno poroËilo o poslovanju UniCredit Banka Slovenija d.d. v letu 2011 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 2011 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 2011 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 2011 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 2011 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 2011 izpolnila vse zakonske zahteve. Na temelju rednega spremljanja poslovanja Banke in navedenih preverjanj je nadzorni svet potrdil letno poroËilo o poslovanju Banke v letu 2011. V revizorjevem poroËilu o pregledu raËunovodskih izkazov za poslovno leto 2011, 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 2011 ter dodatnim revizorjevim poroËilom o izpolnjevanju pravil o upravljanju s tveganji za leto 2011 in nanju nima pripomb. Gianni Franco Giacomo Papa Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. UniCredit Bank · 2011 Letno poroËilo 55 Izjava o odgovornosti 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 2011, 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. Predsednik uprave »lan uprave »lan uprave »lan uprave FinanËni direktor Ljubljana, 17. februar 2012 PoroËilo neodvisnega revizorja UniCredit Bank · 2011 Letno poroËilo 57 RaËunovodski izkazi Izkaz finanËnega poloaaja Izkaz vseobsegajoËega donosa Izkaz sprememb lastni.kega kapitala Izkaz denarnih tokov Povzetek raËunovodskih usmeritev Pojasnila k raËunovodskim izkazom BanËna tveganja Izkaz finanËnega položaja EUR 1.000 Vsebina Pojasnilo 31. 12. 2011 31. 12. 2010 Denar v blagajni in stanje na raËunih pri centralni banki 1 62.796 84.316 FinanËna sredstva, namenjena trgovanju 3 67.988 117.940 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida 4 - - FinanËna sredstva, razpoložljiva za prodajo 5 295.158 390.750 Izvedeni finanËni instrumenti, namenjeni varovanju 6 6.866 4.874 Krediti 7 2.446.322 2.334.802 Krediti bankam 90.083 25.642 Krediti strankam 2.356.239 2.309.160 FinanËna sredstva v posesti do zapadlosti 8 19.968 29.886 Opredmetena osnovna sredstva 9 12.727 8.995 Neopredmetena dolgoroËna sredstva 10 17.317 15.032 Terjatve za davek od dohodkov pravnih oseb 11 11.609 3.634 Terjatve za davek 73 - Odložene terjatve za davek 11.536 3.634 Druga sredstva 12 4.885 6.257 SKUPAJ SREDSTVA 2.945.636 2.996.486 FinanËne obveznosti, namenjene trgovanju 13 66.813 109.352 Izvedeni finanËni instrumenti, namenjeni varovanju 14 60.587 55.524 FinanËne obveznosti, merjene po odplaËni vrednosti 15 2.556.194 2.608.917 Vloge bank 1.178.074 1.443.842 Vloge strank 957.016 782.825 Krediti bank 390.924 352.102 Podrejene obveznosti 30.180 30.148 Rezervacije 16 1.553 2.117 Obveznosti za davek od dohodkov pravnih oseb 17 5.073 2.408 Obveznosti za davek 855 921 Odložene obveznosti za davek 4.218 1.487 Druge obveznosti 18 14.528 21.119 SKUPAJ OBVEZNOSTI 2.704.748 2.799.437 Osnovni kapital 19 20.384 16.258 Kapitalske rezerve 20 107.760 61.885 Presežek iz prevrednotenja 21 (28.399) (7.496) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 22 133.773 119.829 »isti dobiËek poslovnega leta 23 7.370 6.573 SKUPAJ KAPITAL 240.888 197.049 SKUPAJ OBVEZNOSTI IN KAPITAL 2.945.636 2.996.486 Predsednik uprave »lan uprave Francesco Vercesi »lan uprave FinanËni direktor UniCredit Bank · 2011 Letno poroËilo 59 RaËunovodski izkazi Izkaz vseobsegajoËega donosa Izkaz poslovnega izida EUR 1.000 Vsebina Pojasnilo 2011 2010 Prihodki iz obresti 24 128.106 116.886 Odhodki za obresti 25 (68.190) (63.886) »iste obresti 59.916 53.000 Prihodki iz dividend 26 2.428 2.290 Prihodki iz opravnin (provizij) 27 25.971 22.591 Odhodki za opravnine (provizije) 28 (5.115) (3.854) »iste opravnine (provizije) 20.856 18.737 Realizirani dobiËki / izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida 29 23 647 »isti dobiËki / izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 30 (3.822) (3.771) DobiËki / izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida 31 - (11) »isti dobiËki / izgube iz teËajnih razlik 32 4.170 4.585 »isti dobiËki / izgube iz odprave pripoznanja sredstev brez nekratkoroËnih sredstev v posesti za prodajo 33 (417) (364) Drugi Ëisti poslovni dobiËki / izgube 34 (217) (24) Administrativni stroški 35 (36.347) (34.475) Amortizacija 36 (5.239) (4.588) Rezervacije 37 537 346 Oslabitve 38 (23.864) (20.540) »isti dobiËki / izgube iz nekratkoroËnih sredstev v posesti za prodajo 39 (23) (19) DOBI»EK IZ REDNEGA POSLOVANJA 18.001 15.813 Davek iz dohodka pravnih oseb 40 (3.260) (2.666) »ISTI DOBI»EK POSLOVNEGA LETA 14.741 13.147 DobiËek na delnico (EUR) 23 3,24 3,37 Izkaz drugega vseobsegajoËega donosa EUR 1.000 Vsebina Pojasnilo 2011 2010 »isti dobiËek / izguba poslovnega leta po obdavËitvi 14.741 13.147 Drugi vseobsegajoËi donos po obdavËitvi 21 (20.902) (7.314) »isti dobiËki / izgube, pripoznani v presežku iz prevrednotenja v zvezi z varovanjem denarnih tokov (uspešni del varovanja) 21 (2.528) (2.746) DobiËki / izgube, pripoznani v presežku iz prevrednotenja (2.528) (2.746) »isti dobiËki / izgube, pripoznani v presežku iz prevrednotenja v zvezi s finanËnimi sredstvi razpoložljivimi za prodajo 21 (23.600) (6.397) DobiËki / izgube, pripoznani v presežku iz prevrednotenja (23.600) (6.397) Davek iz dohodka pravnih oseb od drugega vseobsegajoËega donosa 21 5.226 1.829 VSEOBSEGAJO»I DONOS POSLOVNEGA LETA PO OBDAV»ITVI (6.161) 5.833 Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. 60 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Izkaz denarnih tokov EUR 1.000 Vsebina 2011 2010 A. DENARNI TOKOVI PRI POSLOVANJU a) »isti poslovni izid pred obdavËitvijo 18.001 15.812 Amortizacija 5.239 4.588 Oslabitve / (odprava oslabitve) finanËnih sredstev v posesti do zapadlosti 23.864 20.540 »isti (dobiËki) / izgube iz teËajnih razlik (4.170) 4.585 Neto (dobiËki) / izgube iz finanËnih sredstev v posesti do zapadlosti 1 (81) Neto (dobiËki) / izgube pri prodaji opredmetenih osnovnih sredstev in naložbenih nepremiËnin 74 70 Neto (dobiËki) / izgube pri prodaji neopredmetenih dolgoroËnih sredstev 353 5 Drugi (dobiËki) / izgube iz financiranja 29.418 (9.637) Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz finanËnih sredstev, razpoložljivih za prodajo (brez uËinka odloženega davka) (23.600) (6.397) Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz varovanja denarnih tokov pred tveganji (brez uËinka odloženega davka) (2.528) (2.746) Druge prilagoditve Ëistega poslovnega izida pred obdavËitvijo (1.079) (361) Denarni tokovi pri poslovanju pred spremembami poslovnih sredstev in obveznosti 45.573 26.379 b) (PoveËanja) / zmanjšanja poslovnih sredstev (brez denarnih ekvivalentov) 27.172 (108.119) »isto (poveËanje) / zmanjšanje finanËnih sredstev, namenjenih trgovanju 3.898 4.226 »isto (poveËanje) / zmanjšanje finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida - 6.482 »isto (poveËanje) / zmanjšanje finanËnih sredstev, razpoložljivih za prodajo 90.477 7.873 »isto (poveËanje) / zmanjšanje kreditov (66.044) (150.421) »isto (poveËanje) / zmanjšanje izvedenih finanËnih sredstev, namenjenih varovanju (1.999) - »isto (poveËanje) / zmanjšanje drugih sredstev 840 23.720 c) PoveËanja / (zmanjšanja) poslovnih obveznosti: (68.069) (385.719) »isto poveËanje / (zmanjšanje) finanËnih obveznosti do centralne banke - (120.633) »isto poveËanje / (zmanjšanje) finanËnih obveznosti, namenjenih trgovanju (2.150) - »isto poveËanje / (zmanjšanje) vlog in najetih kreditov, merjenih po odplaËni vrednosti (54.815) (266.600) »isto poveËanje / (zmanjšanje) izvedenih finanËnih obveznosti, namenjenih varovanju (4.483) - »isto poveËanje / (zmanjšanje) drugih obveznosti (6.621) 1.514 Ë) Denarni tokovi pri poslovanju (a+b+c) 4.676 (467.459) d) (PlaËani) / vrnjeni davek na dohodek pravnih oseb 139 (1.837) e) Neto denarni tokovi pri poslovanju (Ë+d) 4.815 (469.296) B. DENARNI TOKOVI PRI NALOŽBENJU a) Prejemki pri naložbenju 9.917 65 Prejemki iz nekratkoroËnih sredstev ali obveznosti v posesti za prodajo - 65 Prejemki pri prodaji finanËnih sredstev v posesti do zapadlosti 9.917 b) Izdatki pri naložbenju (11.683) (6.540) (Izdatki pri nakupu opredmetenih osnovnih sredstev in naložbenih nepremiËnin) (5.897) (1.509) (Izdatki pri nakupu neopredmetenih dolgoroËnih sredstev) (5.786) (5.031) c) Neto denarni tokovi pri naložbenju (a-b) (1.766) (6.475) C. DENARNI TOKOVI PRI FINANCIRANJU a) Prejemki pri financiranju 50.001 - Prejemki od izdaje delnic in drugih kapitalskih instrumentov 50.001 - b) Izdatki pri financiranju - - c) Neto denarni tokovi pri financiranju (a-b) 50.001 - D. UËinki spremembe deviznih teËajev na denarna sredstva in njihove ustreznike (517) 813 E. UËinki spremembe poštene vrednosti na denarna sredstva in njihove ustreznike (13.864) (2.111) F. »isto poveËanje denarnih sredstev in denarnih ustreznikov (Ae+Bc+Cc) 53.050 (475.771) G. Denarna sredstva in njihovi ustrezniki na zaËetku obdobja 215.590 692.658 H. Denarna sredstva in njihovi ustrezniki na koncu obdobja (D+E+F+G) 254.259 215.590 62 2011 Letno poroËilo · UniCredit Bank 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 2011 je imela Banka skupno osemindvajset 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 14. februarja 2012. Povzetek pomembnih raËunovodskih usmeritev Povzetek pomembnih raËunovodskih usmeritev, ki so uporabljene pri pripravi raËunovodskih izkazov, navajamo v nadaljevanju. Navedeno raËunovodsko politiko Banka uporablja za tekoËe in primerjalno leto. IZJAVA O SKLADNOSTI RaËunovodski izkazi Banke 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. PODLAGA ZA MERJENJE RaËunovodski izkazi so pripravljeni v skladu z MSRP, pri Ëemer so kot podlaga za merjenje uporabljene izvirne vrednosti, razen ob merjenju finanËnih instrumentov, namenjenih trgovanju, finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida, finanËnih sredstev, razpoložljivih za prodajo in vseh izvedenih finanËnih instrumentov, kjer so kot podlaga za merjenje uporabljene njihove poštene vrednosti. Banka nima odvisnih ali 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 vrednosti 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. UniCredit Bank · 2011 Letno poroËilo 63 Povzetek raËunovodskih usmeritev Glede na opredelitev poštene vrednosti, v skladu z MSRP 7 Banka razvršËa finanËna sredstva v tri ravni, ki so: • Raven 1: poštena vrednost je doloËena kot kotirana cena (neprilagojena) na delujoËih trgih za enaka sredstva ali obveznosti. • Raven 2: poštena vrednost je doloËena z vložki poleg kotiranih cen, vkljuËenih v nivo 1, ki so neposredno (to je kot cene) ali posredno (to je kot izpeljani iz cen) zaznavni za sredstvo ali obveznosti. • Raven 3: poštena vrednost je doloËena z vložki za sredstvo ali obveznost, ki ne temeljijo na zaznavnih tržnih podatkih; Banka doloËa pošteno vrednost s pomoËjo modela. b) Oslabitve Za stranke iz segmenta poslovanja s podjetji in segmenta poslovanja s prebivalstvom, ki so posamiËno pomembne ali ki pomembno zamujajo s poravnavo obveznosti, 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. 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 strankah, ki niso posamiËno pomembne ali tistih posamiËno pomembnih strankah, kjer ni znakov za oblikovanje posamiËnih slabitev, Banka uporablja skupinsko ocenjevanje za oblikovanje slabitev na podlagi razvršËanja strank v bonitetne razrede. 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 meseËni ravni, temeljijo pa na kakovosti portfelja in na tako imenovanem obdobju evidentiranja izgube (loss detection period). Strankam, ki poplaËajo zapadle terjatve oz. se njihovi posli po dogovoru z Banko prestrukturirajo, Banka na podlagi doloËenega opazovalnega obdobja ustrezno uskladi in delno ali v celoti odpravi slabitve. Prav tako Banka odpravi slabitve za stranke, pri katerih se z doloËenimi standardnimi aktivnostmi (na primer s pridobitvijo dodatnih zavarovanj) izboljša oceno sedanje vrednosti priËakovanega denarnega toka. Potreba po morebitnih oslabitvah finanËnih sredstev v posesti do zapadlosti se ugotavlja, Ëe obstajajo nepristranski dokazi o oslabljenosti, to so pomembne finanËne težave izdajatelja, verjetnost, da bo izdajatelj šel v steËaj ter drugih pomembnih podatkih, ki kažejo, da obstaja izmerljivo zmanjšanje ocenjenih prihodnjih denarnih tokov. »e taki dokazi obstajajo, se znesek izgube izmeri kot razlika med knjigovodsko vrednostjo sredstva in sedanjo vrednostjo priËakovanih prihodnjih denarnih tokov. Isti nepristranski dokazi kažejo tudi na oslabljenost finanËnih sredstev, ki so na razpolago za prodajo. Banka kot objektivni dokaz o oslabitvi finanËnih naložb v kapitalske instrumente iz skupine finanËnih sredstev, razpoložljivih za prodajo, šteje pomembno (40 % znižanje poštene vrednosti glede na njihovo prvotno nabavno vrednost) ali dolgotrajnejše (Ëe Banka 9 mesecev konstantno izkazuje izgubo v presežku iz prevrednotenja) zmanjšanje poštene vrednosti pod njihovo nabavno vrednostjo. Kadar Banka na taki podlagi ugotovi, da je finanËna naložba oslabljena, celotno izgubo iz vrednotenja tega instrumenta prenese v poslovni izid. SPREMEMBE RA»UNOVODSKIH USMERITEV Banka v letu 2011 ni spreminjala raËunovodskih usmeritev. IZDANI, VENDAR ŠE NE UVELJAVLJENI STANDARDI IN POJASNILA Za leto, ki se je konËalo 31. decembra 2011, še ni veljalo Dopolnilo k MSRP 7 Razkritja - prenosi finanËnih sredstev in ga Banka pri pripravi raËunovodskih izkazov ni upoštevala. Dopolnilo zahteva, da družba razkrije informacije, ki uporabnikom njenih raËunovodskih izkazov omogoËajo: • razumevanje odnosa med prenesenimi finanËnimi sredstvi, za katera pripoznanje ni bilo v celoti odpravljeno, in povezanimi obveznostmi; • oceno narave nadaljnje udeležbe družbe v finanËnih sredstvih, za katera je bilo pripoznanje odpravljeno, in z njo povezanih tveganj. Dopolnilo opredeljuje “nadaljnjo udeležbo” za namene uporabe zahtev po razkritju. Banka predvideva, da ob upoštevanju narave poslovanja in vrste njenih finanËnih sredstev, pojasnilo k MSRP 7 ne bo pomembno vplivalo na raËunovodske izkaze. PREVEDBA TUJE VALUTE Funkcijska in predstavitvena valuta: Postavke v raËunovodskih izkazih so za leti 2011 in 2010 evidentirane v evrih, ki so funkcijska in predstavitvena valuta Banke. 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. Povzetek raËunovodskih usmeritev 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. Pošteno vrednost lastniških vrednostnih papirjev, ki ne kotirajo na borzi, pa Banka ugotavlja 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 pripoznajo 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 ››»isti dobiËki / izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju«. Vse izvedene finanËne instrumente se izkazuje kot sredstva, Ëe je njihova poštena vrednost pozitivna, in kot obveznosti, Ëe je ta negativna. 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. INSTRUMENTI ZA VAROVANJE PRED TVEGANJEM a) Varovanje poštene vrednosti pred tveganjem V letu 2011 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 neuËinkovitosti. Oddelek za tržna tveganja konec vsakega meseca izvede preskus uËinkovitosti. Banka se poslužuje varovanja denarnih tokov za upravljanje s tveganji obrestnih mer v skladu z MRS 39.83. 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. Povzetek raËunovodskih usmeritev • 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. PLA»ILO Z DELNICAMI V skladu z MSRP 2 je skupina UniCredit vzpostavila srednje- do dolgoroËni program nagrajevanja z delnicami in delniškimi opcijami UniCredit S.p.A. Program je bil vzpostavljen z namenom spodbujanja pripadnosti in motivacije izbranih managerjev in zaposlenih k doseganju strateških ciljev Skupine. PlaËilne transakcije so poravnane s kapitalom. 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. Odmerno obdobje za delnice je 1 leto, odmerno obdobje za delniške opcije pa štiri leta. Pravice iz naslova podeljenih delnic je možno uveljaviti v 5 mesecih po koncu odmernega obdobja, iz naslova delniški opcij pa v 6 do 10 letih po koncu odmernega obdobja. DELNIŠKI KAPITAL Delniški kapital je sestavljen iz vpoklicanega osnovnega kapitala, kapitalskih rezerv, presežka iz prevrednotenja (presežka iz prevrednotenja pri poslih z vrednostnimi papirji, razpoložljivimi za prodajo, in varovanja denarnih tokov), rezerv iz 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 prednostnih 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. Merjeni so v skladu z MRS 37, dokler niso izpolnjeni pogoji za pripoznanje v izkazu finanËnega položaja. 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. 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 20 % (za leto 2010: 20 %). Za odložene davke je bila uporabljena stopnja 20 % (za leto 2010: 20 %), ki predstavlja stopnjo davka od dohodkov pravnih oseb za leto 2012. Odloženi davki so namenjeni pokrivanju zaËasne razlike, ki nastane med davËno vrednostjo sredstev in obveznosti ter njihovo knjigovodsko vrednostjo v izkazu finanËnega položaja. 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 IN POSREDNIŠKO POSLOVANJE Sredstva, ki jih Banka upravlja kot pooblašËenec, zaupnik ali posrednik, niso sredstva Banke in kot taka niso vkljuËena v raËunovodske izkaze Banke. S tem poslovanjem Banka zasluži provizijo, ki je izkazana kot Opravnina od posredniških in komisijskih poslov v Izkazu poslovnega izida Banke. 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. Prav tako pojasnila o poslovanju po pooblastilu in o posredniškem poslovanju zahteva Banka Slovenije, ne zahtevajo jih MSRP. 31. decembra 2011 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 ravnateljsko osebje, torej posamezniki, ki imajo izvršilno moË in odgovornost na podroËjih naËrtovanja, usmerjanja in nadziranja dejavnosti Banke; • ožji Ëlani družine kljuËnega ravnateljskega osebja, ki so lahko zakonec oziroma partner posameznika in otroci, otroci zakonca oziroma partnerja posameznika ter družinski Ëlani, ki jih vzdržuje posameznik ali zakonec oziroma partner; • in podjetja, v katerih ima neposredno ali posredno bistven delež pri glasovanju kakšen posameznik, opisan zgoraj, ali na katerega tak posameznik lahko pomembno vpliva. Sem sodijo podjetja v lasti 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. UniCredit Bank · 2011 Letno poroËilo 69 RaËunovodski izkazi Pojasnila k raËunovodskim izkazom »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 31. 12. 2011 31. 12. 2010 »isti dobiËki / izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju (8.111) (981) Pojasnilo 6: Izvedeni finanËni instrumenti, namenjeni varovanju - sredstva EUR 1.000 31. 12. 2011 Raven 2 31. 12. 2010 Raven 2 Varovanje denarnih tokov pred tveganjem 6.866 4.874 Skupaj 6.866 4.874 Pojasnilo 7: Krediti Krediti bankam EUR 1.000 31. 12. 2011 31. 12. 2010 Vloge na vpogled 69.375 6.941 KratkoroËni krediti 8.195 3.473 DolgoroËni krediti 5.639 7.273 Terjatve iz danih jamstev bankam 6.874 7.955 Skupaj 90.083 25.642 Banka ni pripoznala oslabitev za kredite bankam niti na dan 31. december 2010 niti na dan 31. december 2011. Krediti strankam EUR 1.000 Bruto vrednost 31. 12. 2011 Oslabitve Neto vrednost Bruto vrednost 31. 12. 2010 Oslabitve Neto vrednost KratkoroËni 358.796 (23.548) 335.248 365.127 (17.211) 347.916 Podjetja 294.621 (15.598) 279.023 302.020 (13.261) 288.759 FinanËne institucije 19.756 (3.791) 15.965 19.609 (235) 19.374 Javni sektor 116 - 116 252 - 252 Prebivalstvo 27.353 (3.850) 23.503 27.868 (3.493) 24.375 Tuji rezidenti 16.950 (309) 16.641 15.378 (222) 15.156 DolgoroËni 2.082.922 (61.931) 2.020.991 2.005.754 (44.510) 1.961.244 Podjetja 934.062 (40.992) 893.070 906.972 (28.115) 878.857 FinanËne institucije 39.923 (202) 39.721 31.882 (281) 31.601 Javni sektor 227.561 (47) 227.514 201.092 (22) 201.070 Prebivalstvo 812.812 (20.216) 792.596 801.686 (15.413) 786.273 Tuji rezidenti 68.564 (474) 68.090 64.122 (679) 63.443 Skupaj 2.441.718 (85.479) 2.356.239 2.370.881 (61.721) 2.309.160 Krediti podjetjem vkljuËujejo tudi kredite samostojnim podjetnikom. 74 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Pojasnila k raËunovodskim izkazom »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 2011 2010 »isti dobiËki / izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 103 96 Pojasnilo 9: Opredmetena osnovna sredstva EUR 1.000 Vlaganja v tuje RaËunalniška 2011 Druga oprema Oprema v Skupaj objekte oprema pripravi Nabavna vrednost ZaËetno stanje 9.642 4.264 5.671 170 19.747 PoveËanje 2.933 - - 3.007 5.940 Prenos iz opreme v pripravi - 1.243 1.208 (2.451) - IzloËitev - (274) (456) - (730) KonËno stanje 12.575 5.233 6.423 726 24.957 Amortizacijski popravek vrednosti ZaËetno stanje 4.657 3.193 2.902 - 10.752 Amortizacija za leto 862 567 662 - 2.091 IzloËitev - (272) (341) - (613) KonËno stanje 5.519 3.488 3.223 - 12.230 »ista knjigovodska vrednost ZaËetno stanje 4.985 1.071 2.769 170 8.995 KonËno stanje 7.056 1.745 3.200 726 12.727 EUR 1.000 Vlaganja v tuje RaËunalniška 2010 Druga oprema Oprema v Skupaj objekte oprema pripravi Nabavna vrednost ZaËetno stanje 9.068 4.112 5.538 175 18.893 PoveËanje 574 - - 969 1.543 Prenos iz opreme v pripravi - 511 464 (975) - IzloËitev - (358) (332) - (689) KonËno stanje 9.642 4.264 5.671 170 19.747 Amortizacijski popravek vrednosti ZaËetno stanje 3.919 2.991 2.453 - 9.363 Amortizacija za leto 738 558 678 - 1.974 IzloËitev - (356) (229) - (585) KonËno stanje 4.657 3.193 2.902 - 10.752 »ista knjigovodska vrednost ZaËetno stanje 5.149 1.121 3.085 175 9.530 KonËno stanje 4.985 1.071 2.769 170 8.995 Banka nima pogodbenih obveznosti za pridobitev opredmetenih osnovnih sredstev. Pri vlaganjih v tuje objekte Banka nima možnosti prodaje teh, prav tako nobenih drugih pogodbenih obveznosti v zvezi z njimi. Banka nima stroškov izposojanja povezanih z opredmetenimi osnovnimi sredstvi, zato jih tudi ni usredstvila. 76 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Vloge strank EUR 1.000 31. 12. 2011 31. 12. 2010 Na vpogled 389.927 323.338 Podjetja 218.899 183.307 FinanËne institucije 10.993 7.646 Javni sektor 34.379 5.131 Prebivalstvo 108.547 99.168 Tuji rezidenti 17.109 28.086 KratkoroËne vloge 391.767 310.020 Podjetja 175.299 71.117 FinanËne institucije 74.566 10.654 Javni sektor 51.220 131.025 Prebivalstvo 87.019 83.402 Tuji rezidenti 3.663 13.822 DolgoroËne vloge 175.322 149.467 Podjetja 21.381 14.750 FinanËne institucije 5.283 1.053 Javni sektor 1.719 11.703 Prebivalstvo 139.396 113.985 Tuji rezidenti 7.543 7.976 Skupaj 957.016 782.825 Vloge podjetij vkljuËujejo tudi vloge samostojnih podjetnikov. Podrejene obveznosti EUR 1.000 31. 12. 2011 31. 12. 2010 Podrejene obveznosti do bank 30.180 30.148 Skupaj 30.180 30.148 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 %. Posojili sta najeti od UniCredit Bank Austria AG, Dunaj in sta obe v celoti Ërpani. Pojasnilo 16: Rezervacije EUR 1.000 31. 12. 2011 31. 12. 2010 Za pravno nerešene tožbe 119 133 Za jubilejne nagrade in odpravnine 1.132 1.005 Za zunajbilanËne obveznosti 302 979 Skupaj 1.553 2.117 80 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Delnice in delniške opcije 2011 Izpolnitvena koliËina PovpreËna izpolnitvena cena 2010 Izpolnitvena koliËina PovpreËna izpolnitvena cena ZaËetno stanje Delnice 18.789 3,42 28.685 4,08 Delniške opcije 92.245 0,94 116.181 0,97 Podeljene v letu Delnice 30.857 1,71 669 2,95 Delniške opcije 60.889 0,61 3.064 0,90 Odvzete v letu Delnice 14.331 3,56 10.564 4,86 Uveljavljene v letu Delniške opcije 20.400 1,27 27.000 1,05 Zapadle v letu - - - - KonËno stanje Delnice 35.315 1,87 18.789 3,42 Delniške opcije 132.733 0,74 92.245 0,94 Možne za uveljavitev na dan 31. 12. - - - - Ostali administrativni stroški EUR 1.000 2011 2010 Odhodki za nepremiËnine, vzete v poslovni najem 2.348 2.222 Storitve za raËunalniško in programsko opremo 2.263 2.281 Komunikacijske storitve 1.511 1.552 Stroški svetovalnih in revizijskih storitev 1.964 2.102 Ostale storitve drugih 766 1.053 Stroški reklame 1.564 1.665 Stroški izobraževanja 333 374 Stroški materiala 455 451 Stroški vzdrževanja osnovnih sredstev 681 832 Stroški zavarovanja 616 600 Stroški za službena potovanja 240 260 Ostali stroški 850 736 Skupaj 13.591 14.128 Stroški svetovalnih in revizijskih storitev vkljuËujejo stroške revizije raËunovodskih izkazov za leto 2011 v višini 106 tisoË evrov revizijske hiše KPMG Slovenija, podjetje za revidiranje, d.o.o. Nadalje so vkljuËeni stroški za dogovorjeni postopek revizije skrbniških poslov v višini 12 tisoË evrov družbe Deloitte revizija d.o.o.. Stroški davËnega svetovanja družbe Ernst & Young Svetovanje d.o.o. so znašali 9 tisoË evrov. Banka ima v najemu veËje število poslovnih prostorov. Najemne pogodbe se sklenejo za do 15 let z možnostjo podaljšanja oziroma predËasne prekinitve. Najmanjša vsota najemnin, ki bi jih Banka morala plaËati v najveË letu dni, je 2.389 tisoË evrov, v veË kot letu dni in ne veË kot petih letih 1.119 tisoË evrov in v veË kot petih letih 787 tisoË evrov (leta 2010: 2.087 tisoË evrov v najveË letu dni, v veË kot letu dni in ne veË kot petih letih 2.290 tisoË evrov in v veË kot petih letih 862 tisoË evrov). 88 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 43: Poslovanje po pooblastilu EUR 1.000 31. 12. 2011 31. 12. 2010 Denarna sredstva strank za posredovanje s finanËnimi instrumenti 4.761 6.133 Terjatve iz poslov posredovanja s finanËnimi instrumenti 579 533 Terjatve iz poslov gospodarjenja s finanËnimi instrumenti 7.329 6.525 Terjatve po skrbniških poslih 1.186.883 4.750.683 Terjatve do KDD za prodane finanËne instrumente 46 263 Terjatve iz poravnalnega poslovanja 338 473 Terjatve iz drugih poslov v tujem imenu in za tuj raËun 147.271 258.807 Skupaj sredstva 1.347.207 5.023.417 Obveznosti do strank iz denarnih sredstev in finanËnih instrumentov 1.199.019 4.763.603 Obveznosti do KDD za kupljene finanËne instrumente 577 532 Obveznosti do banke za provizije, stroške ipd. 2 2 Obveznosti iz poravnalnega poslovanja 338 473 Obveznosti iz drugih poslov v tujem imenu in za tuj raËun 147.271 258.807 Skupaj obveznosti 1.347.207 5.023.417 Pojasnilo 44: Posredniško poslovanje EUR 1.000 31. 12. 2011 31. 12. 2010 Terjatve poravnalnega oz. transakcijskih raËunov za sredstva strank 1.194.837 4.758.004 Iz finanËnih instrumentov 1.194.791 4.757.741 Do KDD oz.obraËunskega raËuna banke za prodane finanËne instrumente 46 263 Denarna sredstva strank 4.761 6.133 Na poravnalnem raËunu za sredstva strank 3.955 5.238 Na transakcijskih raËunih bank 806 895 Skupaj sredstva 1.199.598 4.764.137 Obveznosti poravnalnega oz. transakcijskih raËunov za sredstva strank 1.199.598 4.764.137 Do strank iz denarnih sredstev in finanËnih instrumentov 1.199.019 4.763.603 Do KDD oz. obraËunskega raËuna banke za kupljene finanËne instrumente 577 532 Do banke oz. poravnalnega raËuna za provizije, stroške, ipd. 2 2 Skupaj obveznosti 1.199.598 4.764.137 ZabilanËna evidenca 1.194.791 4.757.741 FinanËni instrumenti, loËeno po storitvah 1.194.791 4.757.741 Sprejemanje, posredovanje in izvrševanje naroËil 579 533 Gospodarjenje s finanËnimi instrumenti 7.329 6.525 Skrbniški posli 1.186.883 4.750.683 92 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi Pojasnila k raËunovodskim izkazom Pojasnilo 45: 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 skupine UniCredit, kar vkljuËuje dane in prejete kredite ter depozite, nakupe in prodajo tujih valut ter posle z izvedenimi finanËnimi instrumenti. Obseg poslov s povezanimi strankami ter iz njih izhajajoËi prihodki ter odhodki so navedeni v nadaljevanju: Izkaz finanËnega položaja EUR 1.000 31. 12. 2011 31. 12. 2010 Krediti 89.272 26.777 Uprava 139 1 KljuËno ravnateljsko osebje 167 320 Ožji družinski Ëlani kljuËnega ravnateljskega osebja 2 4 MatiËna banka 62.848 5.309 Ostale povezane osebe v skupini UniCredit 26.116 21.143 Izvedeni finanËni instrumenti 11.232 22.149 Ostale povezane osebe v skupini UniCredit 11.232 22.149 Druga sredstva 8 10 MatiËna banka 7 7 Ostale povezane osebe v skupini UniCredit 1 3 Skupaj sredstva 100.512 48.936 FinanËne obveznosti, merjene po odplaËni vrednosti 1.481.369 1.734.861 Uprava 579 453 KljuËno ravnateljsko osebje 13 51 Ožji družinski Ëlani kljuËnega ravnateljskega osebja 17 17 MatiËna banka 1.476.867 1.728.720 Ostale povezane osebe v skupini UniCredit 3.893 5.620 Izvedeni finanËni instrumenti 121.022 157.670 Ostale povezane osebe v skupini UniCredit 121.022 157.670 Druge obveznosti 2.654 1.422 MatiËna banka 621 63 Ostale povezane osebe v skupini UniCredit 2.033 1.359 Skupaj obveznosti 1.605.045 1.893.953 Krediti dani kljuËnemu ravnateljskemu osebju 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. 94 2011 Letno poroËilo · UniCredit Bank Izkaz poslovnega izida EUR 1.000 2011 2010 Prihodki iz obresti 4.429 9.504 Uprava 3 - KljuËno ravnateljsko osebje 4 6 MatiËna banka 372 787 Ostale povezane osebe v skupini UniCredit 4.050 8.711 Odhodki za obresti 40.238 30.993 Uprava 15 14 Ožji družinski Ëlani kljuËnega ravnateljskega osebja 1 15 MatiËna banka 28.701 22.714 Ostale povezane osebe v skupini UniCredit 11.521 8.250 Prihodki iz opravnin (provizij) 1.731 1.320 MatiËna banka 732 651 Ostale povezane osebe v skupini UniCredit 999 669 Odhodki za opravnine (provizije) 1.699 655 MatiËna banka 844 466 Ostale povezane osebe v skupini UniCredit 855 189 »isti dobiËki / izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 31.115 (47.832) Ostale povezane osebe v skupini UniCredit 31.115 (47.832) Drugi poslovni dobiËki 514 - MatiËna banka 475 - Ostale povezane osebe v skupini UniCredit 39 - Administrativni stroški 2.283 2.851 MatiËna banka 17 59 Ostale povezane osebe v skupini UniCredit 2.266 2.792 Razmejitve za nekorišËen dopust 1 7 Uprava (2) 3 KljuËno ravnateljsko osebje 3 4 Rezervacije za jubilejne nagrade in odpravnine 10 9 Uprava 5 6 KljuËno ravnateljsko osebje 5 3 UniCredit Bank · 2011 Letno poroËilo 95 Pomoč kupcem nepremičnin za sprejemanje boljših odločitev. V preteklosti so se stranke iz segmenta poslovanja s prebivalstvom, ki so zaprosile za posojilo za nakup doma na Madžarskem, znašle v težkem položaju. Včasih so morale dati polog na nepremičnino, preden so lahko zagotovili ustrezno posojilo. Danes naše novo posojilo Elorelatô (Foresee) za nakup doma strankam pomaga, da se izognejo takšnim napetim situacijam, tako da jim zagotovi čas in informacije, ki jih potrebujejo, da sprejmejo odgovorne odločitve. Skupina UniCredit strankam zagotavlja potrdilo o zavezi k posojilu, ki ostane veljavno šest mesecev in temelji na dohodkih in kreditni sposobnosti. Na ta način imajo naše stranke varnost, ki jo potrebujejo, preden se podajo v iskanje svojega sanjskega doma. RaËunovodski izkazi BanËna tveganja Celovito upravljanje s tveganji UniCredit Banka Slovenija d.d. skladno z naËeli skupine UniCredit 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 skupini UniCredit. Na ta naËin podpira enotnost procesov upravljanja in nadzora nad tveganji v celotni Skupini. Osrednje aktivnosti upravljanja s tveganji vodi divizija Upravljanje s tveganji. Le-ta je neodvisna od poslovnih enot Banke in je odgovorna neposredno Ëlanu uprave za podroËje upravljanja s tveganji. Osrednje mesto upravljanja s tveganji na najvišji ravni v Banki imajo tri vrste odborov, in sicer: odbor za upravljanje z bilanco banke, kreditni odbori in odbor za operativna tveganja. ODBOR ZA UPRAVLJANJE BILANCE BANKE (ALCO) Odbor za upravljanje bilance banke (v nadaljevanju: ALCO) je odbor UniCredit Banka Slovenija d.d., ki se ukvarja z vprašanji celovitega upravljanja s tveganji. ALCO se ukvarja z odobritvijo in pregledovanjem strategij in politik prevzemanja in upravljanja s tveganji, redno preverja izpostavljenost Banke razliËnim vrstam tveganj 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 ter z bonitetnim razredom dolžnika. V kreditnih odborih na obeh ravneh sta prisotna vsaj predstavnika iz podroËja za upravljanje s tveganji in iz 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 vsaj štirikrat na leto. SPREJEMANJE TVEGANJ V napredni postavitvi banËništva 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. Enota Upravljanje bilance banke je znotraj UniCredit Banka Slovenija d.d. edina enota, ki ima odgovornost za obvladovanje tržnih tveganj in upravlja z likvidnostnim tveganjem ter poroËa neposredno izvršnemu direktorju za finance (CFO). Enota Upravljanje bilance banke je odgovorna za optimiziranje celostne strukture roËnosti in donosa Banke. OBSEG PREVZETIH TVEGANJ Strateški cilji Banke se presojajo z vidika obsega prevzetih tveganj, ki je opredeljen: • z vidika kapitalske ustreznosti, kjer so na eni strani omejitve in pravila podani s strani regulatorja in na drugi strani želeni obseg prevzetih tveganj s strani banËne skupine; Za spremljanje izpostavljenosti tržnim tveganjem UniCredit Banka Slovenija d.d. uporablja model IMOD, ki ga je razvil UniCredit S.p.A. in se v UniCredit Banka Slovenija d.d. uporablja od aprila 2010. Posodobitev in izpopolnjevanje, ki ga izvaja UniCredit S.p.A., 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 skupaj s prodajnimi enotami igra odloËilno vlogo pri odobritvi novih produktov. Model za obvladovanje tveganj IMOD na osnovi agregiranih podatkov vsak dan zagotavlja najpomembnejše parametre tveganj za poslovanje zakladništva. Osnovno orodje, ki se uporablja za merjenje in nadzor izpostavljenosti tržnemu tveganju, je tvegana vrednost (v nadaljevanju: 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 zakladništva. V letih 2011 in 2010 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 2011 na ravneh, ki so nižje v primerjavi z rezultati za predhodno leto. Primerjava izraËunov tvegane vrednosti za leto 2011 z izraËuni za leto 2010 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. VaR UniCredit Banka Slovenija d.d. 2010 - 2011 v 1.000 EUR Minimum Tvegana vrednost 2011 Maksimum PovpreËje Minimum Tvegana vrednost 2010 Maksimum PovpreËje Slovenija 2.380 3.530 2.812 2.850 5.348 3.982 UniCredit Bank · 2011 Letno poroËilo 105 RaËunovodski izkazi BanËna tveganja Gibanje tvegane vrednosti v UniCredit Banka Slovenija d.d. v letu 2011 TV izpostavljenosti volatilnosti TV izpostavljenosti volatilnosti TV valutnih izpostavljenosti TV izpostavljenosti kreditnemu tveganju DVP TV obrestnih izpostavljenosti Skupna tvegana vrednost (TV) Izravnalni uËinki V okviru upravljanja obrestnega tveganja se Banka izpostavlja predvsem tveganju v evrih, ameriških dolarjih in švicarskih frankih. Izpostavljenosti v omenjenih valutah so predstavljene v spodnji tabeli in vkljuËujejo tako vse postavke trgovalne kot tudi banËne knjige. Obrestno tveganje Banke v valutah, ki tukaj niso prikazane, je minimalno. 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 dve odstotni toËki s kapitalom banke. V primeru, da omenjena sprememba obrestnih mer absorbira veË kot 20 odstotkov 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 dve odstotni toËki absorbiral približno 5,3 % kapitala Banke, kar je obËutno pod mejno vrednostjo 20 odstotkov. Trenutna investicija lastniškega kapitala je pri testiranju upoštevana kot odprta izpostavljenost tveganju. UËinki premika obrestne krivulje za eno baziËno toËko v letu 2011 EUR Valuta Do 1 meseca 1 do 3 mesece 31. 12. 2011 3 mesece do 1 leto 1 do 5 let Nad 5 let Skupaj Letni max, min, povpreËje Letni maksimum Letni minimum Absolutno povpreËje CHF 637 (874) 5 (456) (158) (848) 1.849 (6.188) (2.367) EUR (5.036) (4.827) 2.287 30.849 767 24.040 47.758 (3.480) 16.075 USD 12 162 -- - 174 418 1 133 Skupaj 5.685 5.863 2.292 31.306 925 25.062 48.169 1.459 18.982 UËinki premika obrestne krivulje za eno baziËno toËko v letu 2010 EUR Valuta Do 1 meseca 1 do 3 mesece 31. 12. 2010 3 mesece do 1 leto 1 do 5 let Nad 5 let Skupaj Letni max, min, povpreËje Letni maksimum Letni minimum Absolutno povpreËje CHF 132 (139) (1.449) (420) (985) (2.862) 3.139 (7.300) 2.064 EUR (218) (6.263) (15.317) (11.584) 24.096 (9.284) 36.859 (16.252) 12.335 USD (20) (27) 455 7 - 415 1.891 (135) 1.438 Skupaj 372 6.429 17.244 12.011 25.082 12.585 37.030 69 15.886 106 2011 Letno poroËilo · UniCredit Bank RaËunovodski izkazi BanËna tveganja BilanËne postavke v razliËnih valutah na dan 31. 12. 2011 EUR 1.000 Postavka EUR CHF Ostalo Skupaj Denar v blagajni in stanje na raËunih pri centralni banki 61.566 399 831 62.796 FinanËna sredstva, namenjena trgovanju 67.578 - 411 67.988 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida - - - - FinanËna sredstva, razpoložljiva za prodajo 295.158 - - 295.158 Izvedeni finanËni instrumenti, namenjeni varovanju 7.016 (150) - 6.866 Krediti 1.986.098 437.948 22.277 2.446.322 Krediti bankam 36.552 31.367 22.164 90.083 Krediti strankam 1.949.546 406.580 113 2.356.240 FinanËna sredstva v posesti do zapadlosti 19.968 - - 19.968 NekratkoroËna sredstva v posesti za prodajo - - - - Opredmetena osnovna sredstva 12.727 - - 12.727 Neopredmetena dolgoroËna sredstva 17.317 - - 17.317 Terjatve za davek od dohodkov pravnih oseb 11.609 - - 11.609 Terjatve za davek 73 - - 73 Odložene terjatve za davek 11.536 - - 11.536 Druga sredstva 4.158 686 41 4.885 SKUPAJ SREDSTVA 2.483.194 438.883 23.559 2.945.636 FinanËne obveznosti do centralne banke - - - - FinanËne obveznosti, namenjene trgovanju 66.083 368 361 66.813 Izvedeni finanËni instrumenti, namenjeni varovanju (158.634) 219.221 - 60.587 FinanËne obveznosti, merjene po odplaËni vrednosti 2.335.045 199.764 21.385 2.556.194 Vloge bank 1.117.829 59.287 957 1.178.073 Vloge strank 928.132 8.457 20.428 957.017 Krediti bank 258.904 132.020 - 390.924 Podrejene obveznosti 30.180 - - 30.180 Rezervacije 1.553 - - 1.553 Obveznosti za davek od dohodkov pravnih oseb 5.073 - - 5.073 Obveznosti za davek 855 - - 855 Odložene obveznosti za davek 4.218 - - 4.218 Druge obveznosti 14.017 474 36 14.528 SKUPAJ OBVEZNOSTI 2.263.138 419.828 21.783 2.704.748 Osnovni kapital 20.384 - - 20.384 Kapitalske rezerve 107.760 - - 107.760 Presežek iz prevrednotenja (28.399) - - (28.399) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 126.402 - - 126.402 »isti dobiËek poslovnega leta 14.741 - - 14.741 SKUPAJ KAPITAL 240.888 - - 240.888 SKUPAJ OBVEZNOSTI IN KAPITAL 2.504.025 419.828 21.783 2.945.636 ZunajbilanËne obveznosti 3.672.995 512.391 121.663 4.307.049 108 2011 Letno poroËilo · UniCredit Bank BilanËne postavke v razliËnih valutah na dan 31. 12. 2010 EUR 1.000 Postavka EUR CHF Ostalo Skupaj Denar v blagajni in stanje na raËunih pri centralni banki 82.920 383 1.014 84.316 FinanËna sredstva, namenjena trgovanju 117.096 130 714 117.940 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida - - - - FinanËna sredstva, razpoložljiva za prodajo 390.750 - - 390.750 Izvedeni finanËni instrumenti, namenjeni varovanju 4.874 - - 4.874 Krediti 1.865.442 458.915 10.446 2.334.802 Krediti bankam 17.492 796 7.354 25.642 Krediti strankam 1.847.950 458.119 3.092 2.309.160 FinanËna sredstva v posesti do zapadlosti 29.886 - - 29.886 NekratkoroËna sredstva v posesti za prodajo - - - - Opredmetena osnovna sredstva 8.995 - - 8.995 Neopredmetena dolgoroËna sredstva 15.032 - - 15.032 Terjatve za davek od dohodkov pravnih oseb 3.634 - - 3.634 Terjatve za davek - - - - Odložene terjatve za davek 3.634 - - 3.634 Druga sredstva 1.668 4.552 37 6.257 SKUPAJ SREDSTVA 2.520.297 463.979 12.210 2.996.486 FinanËne obveznosti do centralne banke - - - - FinanËne obveznosti, namenjene trgovanju 108.204 664 484 109.352 Izvedeni finanËni instrumenti, namenjeni varovanju 16.948 38.577 - 55.524 FinanËne obveznosti, merjene po odplaËni vrednosti 2.358.645 233.383 16.890 2.608.918 Vloge bank 1.340.885 102.580 378 1.443.843 Vloge strank 763.903 2.410 16.512 782.825 Krediti bank 223.708 128.394 - 352.102 Podrejene obveznosti 30.148 - - 30.148 Rezervacije 2.117 - - 2.117 Obveznosti za davek od dohodkov pravnih oseb 2.408 - - 2.408 Obveznosti za davek 921 - - 921 Odložene obveznosti za davek 1.487 - - 1.487 Druge obveznosti 20.726 375 17 21.118 SKUPAJ OBVEZNOSTI 2.509.047 272.998 17.391 2.799.437 Osnovni kapital 16.258 - - 16.258 Kapitalske rezerve 61.885 - - 61.885 Presežek iz prevrednotenja (7.496) - - (7.496) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 113.256 - - 113.256 »isti dobiËek poslovnega leta 13.146 - - 13.146 SKUPAJ KAPITAL 197.049 - - 197.049 SKUPAJ OBVEZNOSTI IN KAPITAL 2.706.096 272.998 17.391 2.996.486 ZunajbilanËne obveznosti 4.078.143 868.699 121.581 5.068.424 UniCredit Bank · 2011 Letno poroËilo 109 RaËunovodski izkazi BanËna tveganja 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), le manjši del predstavljajo terminske pogodbe na obveznice kot produktu, s katerim se trguje na priznani borzi. Med letom je Banka instrument aktivno uporabljala pri upravljanju svoje obrestne pozicije. Navedeno je razvidno iz spodnjih preglednic, ki prikazujejo razdelitev vseh izvedenih finanËnih instrumentov glede na preostali Ëas do zapadlosti. UniCredit Banka Slovenija d.d. uporablja izvedene finanËne instrumente tudi za optimizacijo strukture svoje bilance. Za namene upravljanja portfeljev in upravljanja tveganj se pogodbe vrednotijo po trenutnih cenah z uporabo preverjenih in priznanih modelov. Tržne vrednosti izkazujejo vrednosti pogodb na dan priprave bilance, pri Ëemer pozitivne tržne vrednosti OTC pogodb nakazujejo obseg kreditnega tveganja nasprotne stranke, ki izhaja iz zadevne dejavnosti. Obseg izvedenih finanËnih instrumentov 31. 12. 2011 v 1.000 EUR Znesek pogodbe Trgovalna knjiga BanËna knjiga Vrednotenje (pozitivno) Trgovalna knjiga BanËna knjiga Vrednotenje (negativno) Trgovalna knjiga BanËna knjiga 1. Izvedeni finanËni instrumenti, vezani na obrestno mero 1.224.709 1.734.169 20.263 6.770 19.541 22.629 a) Obrestne opcije 444.713 - 1.200 - 1.200 - b) Eno valutne zamenjave obrestnih mer 779.996 1.734.169 19.063 6.770 18.341 22.629 c) Terminske pogodbe na obrestno mero -- -- -- d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 2. Transakcije povezane z vrednostnimi papirji 355 - 14 - 14 - a) Opcije vezane na lastniške vrednostne papirje 355 - 14 - 14 - b) Zamenjave vezane na vrednostne papirje -- -- -- c) Terminske pogodbe vezane na vrednostne papirje -- -- -- d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 3. Izvedeni finanËni instrumenti, vezani na tujo valuto in zlato 663.371 199.610 46.475 96 46.155 37.957 a) Valutne opcije 284.568 - 17.292 - 17.292 - b) Medvalutne zamenjave obrestnih mer 168.022 199.610 25.511 96 25.511 37.957 c) Terminski posli na tuje valute 213.781 - 3.672 - 3.352 - d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 4. Izvedeni finanËni instrumenti, vezani na blago 2.976 - 411 - 361 - 5. Ostali izvedeni finanËni instrumenti -- -- -- Skupaj 1.894.411 1.933.779 67.163 6.866 66.072 60.587 110 2011 Letno poroËilo · UniCredit Bank Obseg izvedenih finanËnih instrumentov 31. 12. 2010 v 1.000 EUR Znesek pogodbe Trgovalna knjiga BanËna knjiga Vrednotenje (pozitivno) Trgovalna knjiga BanËna knjiga Vrednotenje (negativno) Trgovalna knjiga BanËna knjiga 1. Izvedeni finanËni instrumenti, vezani na obrestno mero 1.973.277 1.513.594 28.308 4.140 21.046 16.842 a) Obrestne opcije 764.081 - 1.934 - 1.934 - b) Eno valutne zamenjave obrestnih mer 1.206.345 1.513.594 26.374 4.140 19.111 16.842 c) Terminske pogodbe na obrestno mero -- -- -- d) Standardizirane terminske pogodbe 2.850 - -- -- e) Ostalo -- -- -- 2. Transakcije povezane z vrednostnimi papirji 355 - 54 - 54 - a) Opcije vezane na lastniške vrednostne papirje 355 - 54 - 54 - b) Zamenjave vezane na vrednostne papirje -- -- -- c) Terminske pogodbe vezane na vrednostne papirje -- -- -- d) Standardizirane terminske pogodbe -- -- -- e) Ostalo -- -- -- 3. Izvedeni finanËni instrumenti, vezani na tujo valuto in zlato 1.271.193 231.288 87.571 734 87.490 38.683 a) Valutne opcije 620.211 - 31.849 - 31.849 - b) Medvalutne zamenjave obrestnih mer 350.835 231.288 5.783 - 5.702 - c) Terminski posli na tuje valute 300.137 - -- -- d) Standardizirane terminske pogodbe -- 49.940 734 49.939 38.683 e) Ostalo -- -- -- 4. Izvedeni finanËni instrumenti, vezani na blago 11.414 - 714 - 484 - 5. Ostali izvedeni finanËni instrumenti -- -- -- Skupaj 3.256.239 1.744.883 116.648 4.874 109.074 55.524 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 so denimo 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. UniCredit Bank · 2011 Letno poroËilo 111 BanËna tveganja 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, kot na primer: hipotekarni krediti, vpogledne vloge, varËevalne vloge, odobreni krediti, vrednostni papirji ipd. 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 2011 vzdrževala ustrezen likvidnostni profil. Glavni vir financiranja poleg primarnih virov ostaja likvidnostni center pri UniCredit Bank Austria AG, Dunaj, kjer se Banka refinancira po tržnih pogojih. Banka kot zašËito pred kakršnimkoli nepredvidenim denarnim odtokom vzdržuje portfelj likvidnih sredstev, ki vkljuËujejo primerne obveznice in kredite strank, ki jih odproda ali zastavi v zavarovanje v primeru potreb po dodatni likvidnosti. Bilanca stanja po zapadlosti na dan 31. 12. 2011 EUR 1.000 Do 1 Od 1 - 3 Od 3 - 12 Vsebina Skupaj Na vpogled meseca mesecev mesecev Od 1 - 5 let Nad 5 let Denar v blagajni in stanje na raËunih pri centralni banki 62.796 27.796 35.000 - - - - FinanËna sredstva, namenjena trgovanju 67.988 - 4.511 1.286 5.757 46.586 9.848 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida -- - - - - - FinanËna sredstva, razpoložljiva za prodajo 295.158 - 498 4.543 1.574 170.222 118.321 Izvedeni finanËni instrumenti, namenjeni varovanju 6.866 - 552 913 103 2.963 2.335 Krediti 2.446.322 69.376 140.504 112.656 475.785 870.156 777.845 Krediti bankam 90.083 69.376 735 890 9.574 9.508 - Krediti strankam, ki niso banke 2.356.239 - 139.769 111.766 466.211 860.648 777.845 FinanËna sredstva v posesti do zapadlosti 19.968 - - 4 19.964 - - NekratkoroËna sredstva v posestvi za prodajo -- - - - - - Opredmetena osnovna sredstva 12.727 - - - - - 12.727 Neopredmetena dolgoroËna sredstva 17.317 - - - - - 17.317 Terjatve za davek od dohodkov pravnih oseb 11.609 - - - 73 11.536 - Terjatve za davek 73 - - - 73 - - Odložene terjatve za davek 11.536 - - - - 11.536 - Druga sredstva 4.885 - 4.750 13 18 70 34 Skupaj sredstva (1) 2.945.636 97.172 185.815 119.415 503.274 1.101.533 938.427 FinanËne obveznosti do centralne banke -- - - - - - FinanËne obveznosti, namenjene trgovanju 66.813 - 4.094 1.279 5.729 45.916 9.795 Izvedeni finanËni instrumenti, namenjeni varovanju 60.587 - 423 432 4.344 26.549 28.839 FinanËne obveznosti, merjene po odplaËni vrednosti 2.556.194 413.636 470.373 554.200 334.183 689.192 94.610 Vloge bank 1.178.074 23.708 165.093 444.676 216.519 273.792 54.286 Vloge strank, ki niso banke 957.016 389.928 264.216 108.910 113.567 79.589 806 Krediti bank 390.924 - 40.884 614 4.097 335.811 9.518 Podrejene obveznosti 30.180 - 180 - - - 30.000 Rezervacije 1.553 - 119 4 102 394 934 Obveznosti za davek od dohodkov pravnih oseb 5.073 - - - 855 4.218 - Obveznosti za davek 855 - - - 855 0 - Odložene obveznosti za davek 4.218 - - - - 4.218 - Druge obveznosti 14.528 - 8.524 2.359 1.747 1.822 76 Osnovni kapital 20.384 - - - - - 20.384 Kapitalske rezerve 107.760 - - - - - 107.760 Presežek iz prevrednotenja (28.399) - - - - - (28.399) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 133.773 - - - - - 133.773 »isti dobiËek poslovnega leta 7.370 - - - - - 7.370 Skupaj obveznosti in kapital (2) 2.945.636 413.636 483.533 558.274 346.960 768.091 375.142 Neusklajenost (1)-(2) -(316.464) (297.718) (438.859) 156.314 333.442 563.285 UniCredit Bank · 2011 Letno poroËilo 113 RaËunovodski izkazi BanËna tveganja Bilanca stanja po zapadlosti na dan 31. 12. 2010 EUR 1.000 Do 1 Od 1 - 3 Od 3 - 12 Vsebina Skupaj Na vpogled meseca mesecev mesecev Od 1 - 5 let Nad 5 let Denar v blagajni in stanje na raËunih pri centralni banki 84.316 32.316 52.000 - - - - FinanËna sredstva, namenjena trgovanju 117.940 - 11.784 5.713 10.039 76.115 14.289 FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida -- - - - - - FinanËna sredstva, razpoložljiva za prodajo 390.750 - 53 3.885 50.337 114.590 221.885 Izvedeni finanËni instrumenti, namenjeni varovanju 4.874 - 3 147 2.037 1.754 933 Krediti 2.334.802 6.941 112.025 99.942 417.877 919.882 778.135 Krediti bankam 25.642 6.941 361 662 4.634 12.233 811 Krediti strankam, ki niso banke 2.309.160 - 111.664 99.280 413.243 907.649 777.324 FinanËna sredstva v posesti do zapadlosti 29.886 - - 3 9.991 19.892 - NekratkoroËna sredstva v posestvi za prodajo -- - - - - - Opredmetena osnovna sredstva 8.995 - - - - - 8.995 Neopredmetena dolgoroËna sredstva 15.032 - - - - - 15.032 Terjatve za davek od dohodkov pravnih oseb 3.634 - - - - 3.634 - Terjatve za davek -- - - - - - Odložene terjatve za davek 3.634 - - - - 3.634 - Druga sredstva 6.257 - 6.017 55 61 89 35 Skupaj sredstva (1) 2.996.486 39.257 181.882 109.745 490.342 1.135.956 1.039.304 FinanËne obveznosti do centralne banke -- - - - - - FinanËne obveznosti, namenjene trgovanju 109.352 - 11.545 1.207 12.845 74.741 9.014 Izvedeni finanËni instrumenti, namenjeni varovanju 55.524 - 171 15 1.739 10.305 43.294 FinanËne obveznosti, merjene po odplaËni vrednosti 2.608.918 331.593 446.357 521.864 579.201 589.995 139.908 Vloge bank 1.443.843 8.254 202.736 451.016 463.846 287.991 30.000 Vloge strank, ki niso banke 782.825 323.339 242.921 70.050 105.291 40.390 834 Krediti bank 352.102 - 552 798 10.064 261.614 79.074 Podrejene obveznosti 30.148 - 148 - - - 30.000 Rezervacije 2.117 - 62 9 197 817 1.032 Obveznosti za davek od dohodkov pravnih oseb 2.408 - - - 921 1.487 - Obveznosti za davek 921 - - - 921 - - Odložene obveznosti za davek 1.487 - - - - 1.487 - Druge obveznosti 21.118 - 15.885 532 2.468 1.900 333 Osnovni kapital 16.258 - - - - - 16.258 Kapitalske rezerve 61.885 - - - - - 61.885 Presežek iz prevrednotenja (7.496) - - - - - (7.496) Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 113.256 - - - - - 113.256 »isti dobiËek poslovnega leta 13.146 - - - - - 13.146 Skupaj obveznosti in kapital (2) 2.996.486 331.593 474.020 523.627 597.371 679.245 390.630 Neusklajenost (1)-(2) -(292.336) (292.138) (413.882) (107.029) 456.711 648.674 114 2011 Letno poroËilo · UniCredit Bank Operativno tveganje OKVIR OPERATIVNEGA TVEGANJA Operativno tveganje je opredeljeno kot tveganje zaradi neustreznih ali neuspešnih internih procesov, nepravilnega ravnanja oseb, neustreznih ali neuspešnih notranjih sistemov in zunanjih dogodkov, ki ne izhajajo iz kreditnega, tržnega in likvidnostnega tveganja. Med operativna tveganja prištevamo tudi pravna tveganja, izkljuËena pa so strateška tveganja in tveganja ugleda. Za nadzor, zmanjševanje in kontrolo operativnega tveganja je Banka vzpostavila celovit okvir za ocenjevanje in upravljanje z operativnim tveganjem in uËinkovitim kontrolnim okoljem. Banka se osredotoËa na aktivno odkrivanje in zmanjševanje operativnega tveganja in z njim povezanih dogodkov. Cilj Banke je obdržati 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 transparentnost informacij, eskalacija glavnih problemov in doloËitev odgovornosti za njihovo ustrezno reševanje. Pristop Banke pri upravljanju z operativnim tveganjem je namenjen zmanjševanju izgub z vpeljavo tradicionalnih pristopov, ki temeljijo na kontroli in vpeljavo dodatnih metod, orodij in pravil, ki so prilagojeni vrsti tveganja, dosledno uporabljeni in izkorišËani. Najpomembnejše orodje pri omejevanju in zmanjševanju tveganja in dejanskih izgub je širitev kulture zavedanja o operativnem tveganju na vseh ravneh v Banki. UPRAVLJALCI OPERATIVNEGA TVEGANJA Celotna organizacija ter razdelitev pristojnosti in odgovornosti na podroËju upravljanja operativnega tveganja z vidika ocenjevanja/merjenja, spremljanja in obvladovanja operativnega tveganja je v UniCredit Banka Slovenija d.d. definirana na naËin, ki omogoËa/zagotavlja pravoËasno evidentiranje ter poroËanje nastalih dogodkov operativnega tveganja, pravoËasno vpeljavo ukrepov z namenom prepreËitve nastanka škodnih dogodkov in uËinkovito spremljanje ter obvladovanje operativnega tveganja. Uprava Banke je odgovorna za uËinkovit pregled in razumevanje izpostavljenosti operativnemu tveganju. Uprava Banke in višje vodstvo so prav tako odgovorni za preverjanje, ali sta merjenje in sistem nadzora operativnega tveganja moËno integrirana v dnevni proces obvladovanja tveganj Banke. KljuËni organ v Banki za sprejemanje odloËitev, povezanih z operativnim tveganjem, je odbor za operativno tveganje. Na sestankih odbora za operativno tveganje se podrobno analizirajo nastali škodni dogodki v Banki, vkljuËno z debato o možnih izboljšavah procesov/produktov/ sistemov znotraj Banke. Na osnovi poroËil o operativnem tveganju predlagajo in nadzirajo procedure za kontrolo in spremljanje operativnega tveganja. Uprava Banke je redno obvešËena o vseh pomembnih dogodkih operativnega tveganja, pomembnih temah, spremembah ter novostih in o morebitnih kršitvah na podroËju operativnega tveganja. Funkcija upravljanja operativnega tveganja poteka znotraj samostojne skupine za operativno tveganje, v okviru divizije Upravljanje s tveganji, v tesnem sodelovanju z ostalimi upravitelji operativnega tveganja, ki so imenovani za vsako poslovno divizijo in štabno službo. Skupina za operativno tveganje zagotavlja redno kontrolo nad operativnim tveganjem in je odgovorna za identifikacijo, ocenjevanje, nadzor in zmanjševanje ter kontrolo operativnega tveganja. Skupina je 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. SISTEM MERJENJA OPERATIVNEGA TVEGANJA Od septembra 2009 Banka uporablja napredni pristop (Advanced Measurement Approach - AMA pristop) za merjenje in izraËun kapitalske zahteve za operativno tveganje. Napredni model izraËuna kapitalske zahteve za operativno tveganje so razvili na ravni skupine UniCredit. Model uporablja kombinacijo notranjih podatkov, zunanjih podatkov, analize scenarijev in dejavnikov, ki odražajo poslovno okolje in notranje kontrole. Okvir spremljanja operativnega tveganja predstavlja aplikacija Application for Risk Gauging Online (v nadaljevanju: ARGO). Gre za programsko orodje, ki so ga razvili v okviru Skupine in je namenjeno spremljanju operativnega tveganja. ARGO združuje posamezne sestavine okvira upravljanja operativnega tveganja v enotno orodje, ki temelji na intranetu. ARGO obsega zajemanje, 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, ki so vkljuËene v upravljanje in kontrolo 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 UniCredit Bank · 2011 Letno poroËilo 115 BanËna tveganja podroËje ter da se o pomembnih dilemah pogovarja tudi na višji ravni vodstva Banke. Sistem za ocenjevanje in merjenje operativnih tveganj temelji na štirih kljuËnih elementih: zbiranje in analiziranje notranjih dogodkov operativnega tveganja, zunanji dogodki operativnega tveganja, letna analiza scenarijev operativnega tveganja in redno spremljanje dejavnikov/ indikatorjev tveganja. Zbiranje škodnih dogodkov Škodni dogodki se zbirajo od leta 2002 in so pomagali pri: • širitvi zavedanja o operativnem tveganju na vseh ravneh v Banki, • pridobivanju izkušenj pri samem pojmovanju operativnega tveganja in orodjih, • poglobljenem razumevanje o vkljuËenosti/povezanosti razliËnih tveganj v poslovni proces. Aktivnosti identifikacije, beleženja, zbiranja, potrjevanja in poroËanja škodnih dogodkov so organizirane decentralizirano, na nivoju posamezne divizije, znotraj posameznega oddelka ali skupine znotraj oddelka. Banka zbira vse izgube in dobiËke, ki so povezani z dogodki operativnih tveganj, z zneskom nad 100 EUR in vse potencialne izgube nad 10.000 EUR. 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. Banka se zavzema za uvedbo ukrepov, s katerimi upravlja in zmanjšuje izpostavljenost operativnemu tveganju in prepreËuje nastanek podobnih škodnih dogodkov v prihodnosti. Vpeljava ukrepov za zmanjševanje operativnega tveganja se redno nadzira. Indikatorji tveganja Indikatorji tveganja so numeriËne spremenljivke, katerih trend je povezan z izpostavljenostjo procesov operativnemu tveganju. Indikatorji tveganja so merljivi podatki oziroma kazalniki, ki odražajo izpostavljenost operativnemu tveganju: vrednost indikatorja mora biti povezana s spremembo v velikosti tveganja. Redno spremljanje indikatorjev tveganja omogoËa pridobitev informacije o poveËanju tveganja za nastanek škodnega dogodka tako funkciji upravljanja z operativnim tveganjem kot tudi lastnikom procesov in osebam, ki so neposredno zadolžene za upravljanje s tveganjem na naËin, da ima lastnik procesa še dovolj Ëasa, da z uvedbo ukrepa prepreËi nastanek škodnega dogodka. Proces izbora indikatorjev vkljuËuje funkcijo upravljanja z operativnim tveganjem in lastnike procesa. Proces temelji na analizi internih podatkov o izgubah, zunanjih dogodkih, scenarijev ter analizi notranjih kontrol in strokovnjakovih pobudah za procese, mnenju notranje revizije ter spremembah v poslovnemu okolju. Analiza scenarijev Namen analize scenarijev je oceniti stopnjo izpostavljenosti Banke operativnemu tveganju zaradi možnih dogodkov operativnega tveganja, ki se zgodijo z majhno verjetnostjo, vendar takrat lahko povzroËijo Banki visoke izgube. Pri analizi scenarijev se analizira pretekle dogodke operativnega tveganja, ki so se zgodili znotraj Banke ter v banËnem sektorju, prekoraËitve pri indikatorjih tveganja, predvsem pa se pri definiranju najbolj relevantnih/možnih Ërnih scenarijev za banko upošteva oceno kljuËnih zaposlenih, ki imajo najveË znanja in izkušenj na svojim podroËju delovanja ter predloge notranje revizije in vodstva Banke. Rezultati v smislu najslabšega možnega scenarija, kritiËnih procesov, predlogov ukrepov za zmanjšanje tveganja ali uËinkov na tvegani kapital so posebej opisani v poroËilih scenarijev. Interna ocena Glavni namen letnega procesa internega ocenjevanja je ocenitev primernosti sistema upravljanja operativnega tveganja kot tudi ocenitev skladnosti s standardi Skupine in z regulatornimi zahtevami za uporabo naprednega pristopa za merjenje kapitalske zahteve za operativno tveganje. Cilj letne interne ocene je identifikacija glavnih znaËilnosti posameznih operativnih tveganj, ki so specifiËni za naše okolje in ocenjevanje ustreznosti vzpostavljenega kontrolnega okolja. V primeru ugotovljenih pomanjkljivosti se izdela akcijski naËrt za implementacijo dodatnih kontrol/ukrepov, vkljuËno z doloËitvijo odgovornih enot za njihovo izvedbo in spremljanje, skladno z zaËrtanim Ëasovnim okvirjem. Pravna tveganja in tveganja skladnosti 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. Banka je izpostavljena tudi tveganju neskladnosti, ki je tveganje zakonskih sankcij, ukrepov nadzornih organov, finanËnih izgub ali izgube ugleda, ki jih lahko Banka utrpi zaradi nenamernega ali namernega neskladnega ravnanja z zakoni, zunanjimi in notranjimi predpisi, standardi in kodeksi. Naš namen je identificirati, upravljati, nadzirati in zmanjševati pravna tveganja in tveganja skladnosti, ki jim je Banka izpostavljena. Banka si prizadeva aktivno zmanjševati zgoraj navedena tveganja skozi njihovo prepoznavanje, vzpostavitev minimalnih standardov za njihovo upravljanje kot tudi z zagotavljanjem skladnosti z aktivnim nadzorom. Politika obvladovanja pravnih tveganj in tveganja skladnosti je vpeljana skozi identifikacijo in ponavljajoËe preglede podroËij, kjer je bilo ugotovljeno oz. je prisotno tovrstno 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 sicer 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. Tveganja na podroËju nepremiËnin UniCredit Banka Slovenija d.d. beleži le manjšo izpostavljenost na podroËju financiranja nepremiËnin in ne vlaga v nepremiËnine. UniCredit Bank · 2011 Letno poroËilo 117 BanËna tveganja Informacija v zvezi s tretjim stebrom (Pillar 3) V skladu s pravno ureditvijo glede tretjega stebra (Pillar 3) in dejstvom, da je UniCredit Banka Slovenija d.d. konsolidirana v skupino UniCredit, je Banka dolžna razkriti informacije o upravljanju s kapitalom, o razpoložljivem kapitalu in kapitalski zahtevi za razliËne kategorije 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 specifiËen 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 je 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, o kateri 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. Spodnja tabela predstavlja kratek pregled sestave regulatornega kapitala in stopnjo kapitalske ustreznosti ob koncu let 2011 in 2010. KoliËnik kapitalske ustreznosti je narasel iz 10,05 % ob koncu leta 2010 na 10,59 % ob koncu leta 2011. Banka je skozi celotno opazovano obdobje izpolnjevala predpisane kapitalske zahteve s strani regulatorja. IzraËun kapitala in kapitalske zahteve EUR 1.000 Postavka 31. 12. 2011 31. 12. 2010 SKUPAJ KAPITAL (za namen kapitalske ustreznosti) 241.973 203.670 TEMELJNI KAPITAL 239.194 173.670 VplaËani osnovni kapital 20.384 16.258 Kapitalske rezerve 107.760 61.885 Rezerve in zadržani dobiËek ali izguba 133.773 119.829 Presežki iz prevrednotenja (PP) - bonitetni filtri (5.406) (1.890) (-) Ostale odbitne postavke temeljnega kapitala (17.317) (22.412) (-) Neopredmetena dolgoroËna sredstva (17.317) (15.032) (-) Druge deželno specifiËne odbitne postavke - (7.380) DODATNI KAPITAL I 30.000 30.000 Podrejeni dolg I 30.000 30.000 (-) ODBITNE POSTAVKE OD TEMELJNEGA IN DODATNEGA KAPITALA I (27.221) - (-) Primanjkljaj oslabitev in rezervacij po pristopu IRB ter priËakovana izguba iz naslova lastniških instrumentov po pristopu IRB (27.221) - SKUPAJ TEMELJNI KAPITAL (za namen kapitalske ustreznosti) 225.583 173.670 SKUPAJ DODATNI KAPITAL I (za namen kapitalske ustreznosti) 16.389 30.000 KAPITALSKE ZAHTEVE 176.779 162.138 VSOTA KAPITALSKIH ZAHTEV ZA KREDITNO TVEGANJE, TVEGANJE NASPROTNE STRANKE IN TVEGANJE ZARADI ËASOVNE NEUSKLAJENOSTI PLA»ILA IN IZRO»ITVE 166.941 154.940 Standardiziran pristop (SA) 64.525 154.940 Pristop na podlagi notranjih bonitetnih sistemov (IRB) 102.416 - TVEGANJE PORAVNAVE - - VSOTA KAPITALSKIH ZAHTEV ZA POZICIJSKO TVEGANJE, VALUTNO TVEGANJE IN TVEGANJE SPREMEMB CEN BLAGA 134 1.232 KAPITALSKA ZAHTEVA ZA OPERATIVNO TVEGANJE 9.704 5.966 Presežek (+) / primanjkljaj (-) kapitala 65.194 41.532 KoliËnik kapitalske ustreznosti (%) 10,95 % 10,05 % UniCredit Bank · 2011 Letno poroËilo 119 Nagrade za zelene pobude. V okviru zavezanosti skupine UniCredit k trajnostnemu razvoju je več sto zaposlenih v UniCredit Bulbank prostovoljno sodelovalo pri sajenju 1.300 grmovnic in 1.800 vrbovih vej v parku Vitosha v Sofiji. Uspešna pobuda je bila priznana z uradnim certifikatom s strani bolgarske fundacije Pomoč solidarnosti. UniCredit Bulbank je prav tako prejela nagrado Družbe lojalnosti za svojo podporo pomembnim družbenim zadevam. Leta 2011 so zelene pobude Banke vključevale tudi vračilo praznih kartuš in digitalizirane izpiske računov, kar je zmanjšalo porabo papirja. To je del praktičnega odgovora Skupine na zaščito okolja in podporo zelenemu gospodarstvu. Park Vitosha, Sofija. Dekleta, ki sadijo rastline - Ekaterina Ancheva, Anna Ancheva, Tódarova Blagorodka. Fotografiral Anton Raichev. Every day, life presents new challenges and opportunities. Every day, we each have a new story to tell that involves tangible needs and requires clear answers. In this year’s annual report, we illustrate our way of banking with stories of the people, businesses and institutions who use our customized solutions. You will read stories about how we worked together to promote sports in schools and how we gave a boost to long-established industrial firms by enabling them to update their machinery. You will also learn about how we have supported the development of new computer systems and have provided broad support to the green economy. These stories were built on entrepreneurship, courageous innovation, respect for tradition, and our strong bonds with local communities. We strongly believe that being a bank today means making a concrete difference, day in and day out, for those who have chosen to do business with us. It means facing challenges together and creating a world of new opportunities. These are true stories - snapshots of ordinary life that shape the mosaic of our daily work. At UniCredit, we are creating a world of relationships, where our stakeholders can best meet the changing needs of the times. Introduction 2011 2010 2009 Statement of Financial Position (EUR 1,000) Volume of assets 2,945,636 2,996,486 3,267,368 Deposits, customers 957,016 782,825 820,753 Deposits, legal and other entities 622,054 486,270 566,662 Deposits, private customers 334,962 296,555 254,091 Loans, customers 2,356,239 2,309,160 2,099,091 Loans, legal and other entities 1,540,140 1,498,513 1,441,169 Loans, private customers 816,099 810,647 657,922 Equity 240,888 197,049 191,217 Impairment of assets, measured at amortised cost 85,479 61,721 37,549 Provisions 1,553 2,117 2,478 Off-balance sheet items 4,307,049 5,068,424 5,169,843 Statement of Income (EUR 1,000) Net interest income 59,916 53,000 39,030 Net non-interest income 22,998 22,070 25,513 Staff costs (22,756) (20,347) (18,741) Other administrative costs (13,591) (14,128) (13,006) Depreciation (5,239) (4,588) (4,443) Impairment and provisions (23,327) (20,194) (16,965) Net income before taxes 18,001 15,813 11,248 Corporate income tax (3,260) (2,666) (2,450) Employees Number of employees on 31 December 609 566 541 Shares Number of shareholders 26 26 26 Nominal value (EUR) 4.17 4.17 4.17 Book value (EUR) 49.28 50.54 49.04 Number of shares 4,888,193 3,898,878 3,898,878 Equity Capital adequacy 11.0 % 10.1 % 10.3 % Assets Quality and Commitments Impairment of assets measured at amortised cost and provision / Sorted assets and sorted off-balance sheet positions 2.7 % 2.2 % 1.3 % Profitability Interest margin 2.0 % 1.8 % 1.3 % Margin of financial brokerage 2.8 % 2.5 % 2.2 % Return on assets before taxes 0.6 % 0.5 % 0.4 % Return on equity before taxes 7.9 % 8.1 % 6.1 % Return on equity after taxes 6.4 % 6.7 % 4.8 % Operating costs Operating costs / average assets volume 1.4 % 1.3 % 1.2 % Liquidity Average liquid assets / average short-term deposits non-banks 34.6 % 42.1 % 37.9 % Average liquid assets / average assets 8.6 % 8.9 % 9.2 % UniCredit Bank · 2011 Annual Repor t 123 Introduction Preface by the Chairman of the Supervisory Board Dear Shareholders, This past year will be remembered as a challenging time in our Bank’s history. Though 2011 began on a strong note, the start of the third quarter was quickly dominated by the escalating sovereign debt and euro crises. I n re s p o n s e , U n i C re d i t m a d e t h e b o l d d e c i s i o n t o re i n f o rc e o u r p o s i t i o n t h r o u g h a € 7 . 5 b i l l i o n c a p i t a l i n c r e a s e a n d a g o o d w i l l w r i t e -d o w n , w h i c h e n a b l e d u s t o b e t t e r a l i g n o u r b a l a n c e s h e e t w i t h t h e re a l e c o n o m y. M a n y o f o u r c o m p e t i t o r s f o l l o w e d s u i t . W e b e l i e v e t h a t m a i n t a i n i n g a s t ro n g b a l a n c e “Despite the challenges of the past year, UniCredit’s network in Central and Eastern Europe remains strong and is an engine of growth for Group. The fourth quarter results were more positive than anticipated; we reported more than 1 billion euros in net profit.„ s h e e t i s c e n t ra l t o b u i l d i n g a s u s t a i n a b l e a n d p ro f i t a b l e f u t u re f o r e v e r y b a n k w i t h i n o u r G ro u p . Despite the challenges of the past year, UniCredit’s network in Central and Eastern Europe remains strong and is an engine of growth for our Group. The fourth quarter results for our division were more positive than anticipated, and we reported more than €1 billion in net profit last year, an increase over 2010 of 45 % at constant FX rates. As we move forward, our customers remain at the heart of our business activities. We are an important part of one of the largest banking networks in Europe, doing business with more than 35 million customers in 10,000 branches. The scope of that operation gives us every incentive to build the strongest possible relationships with our customers. This year we implemented a variety of measures in response to the new economic reality while enhancing our culture of customer service. The ultimate objective of these measures is to strengthen our ties to our local communities and to help meet their real needs with concrete solutions. The strong customer satisfaction results we received in 2011 confirm that we are delivering. In the retail business, we launched our Branch of the Future project, which fulfills our mandate to support customers at our CEE branches and provide the services they need during these challenging times and -starting from the Czech Republic, a new retail format based on the franchise concept. Also on the Corporate and Investment Banking side, we developed a large number of initiatives such as Umbrella Facility product to create a win-win situation for our customers and for our bank. Our risk-free Umbrella Loans strengthen our existing client relationships while leveraging cross-selling opportunities. Similarly, the initiatives launched this year by our CIB and Retail divisions address the needs of our customers in the context of the broader economic environment. These initiatives have enabled us to support the internationalization of small and medium-sized enterprises and to connect our entrepreneurial customers with potential new business partners. Through these efforts, we aim to further strengthen our position as a leading cross-border bank. We apply our customer-centric approach to every aspect of our business, including our community activities. For instance, we supported the UniCredit & Universities Foundation this past year by providing scholarship grants to talented students across Central and Eastern Europe. We sponsor a wide range of additional community projects in each country where we live and work. Although we anticipate that 2012 will be another challenging year, we believe that a positive carryover in most countries and spill-over from re-acceleration in Western Europe’s economic performance in the second half of the year is likely to translate into a 3.4 percent rise in GDP in the Region. In this environment, we are conf ident that the strength of our Group’s network will contribute to increased prof itability in Central and Eastern Europe in 2012. Together we have taken deliberate steps to respond to the critical events of 2011. In doing so, we have secured our future as a strong local bank, backed by a rock-solid European f inancial institution. I am certain that this dynamic combination will continue to offer sustainable value for you, our shareholders. Gianni Franco Papa Head of CEE Division UniCredit Bank · 2011 Annual Repor t 125 Introduction Statement by the Chairman of the Management Board “For the results achieved, we have to thank, in the first place, all our business partners for the trust they showed us and their increased cooperation. In these times of crisis, they further demonstrated what role mutual trust, which also contributed to good results in their companies, plays in different business arrangements.„ Dear ladies and gentlemen, respected business partners, In 2011, conditions on external markets as well as on the domestic one were marked by great uncertainty. On the one hand, it resulted from the European debt crisis, which was additionally aggravated mainly by increased doubt about the creditworthiness of Greece and some other heavily indebted countries, which contributed to further loss of trust among business partners and especially between banks. On the other hand, uncertainty resulted from substantial fluctuations on exchange and capital markets and, consequently, also from fluctuations related to the total growth of the economy in Europe as well as on the domestic market. During the first six months, economic development in the EU was marked by positive growth and new optimism, not only within the industrial sector but also in the field of services. Positive development during the first quarter of the previous year also affected the modified interest rate policy pursued by the European Central Bank. In April, the European Central Bank resumed increasing the original interest rates by 25 basis points, above all due to new inflation pressures originating from the sphere of quickly-growing prices of raw materials and various food items. Thus, the ECB showed the markets that price stability would remain its essential goal or concern in the future as well. Such orientation of the interest rate policy by increasing the price of money practically lasted for only two quarters since, by mid-year, the economic growth had already begun to cool and decline in some EU countries, including Slovenia. This resulted in the re-reduction of the original interest rate in the last quarter of the year and otherwise loosening of the monetary policy via different monetary instruments applied by the European Central Bank to regulate the quantity of money in circulation and to take care of the liquidity of the entire monetary system. Despite the good intention, correcting the monetary policy did not return to the market the essential trust particularly between different banking houses. It was precisely the lack of trust that caused a complete stagnation on the interbank money market, manifesting itself mainly in the form of liquidity excesses which banks did not entrust each other with but only with the European Central Bank. The debt crisis affecting the Euro area had a significant impact on the contraction in demand and a lower offer of loans in the non-banking sector as well as on the deterioration of credit rating for most European Union countries, including Slovenia. The deterioration of credit rating had an immediate impact on the increase of required returns in the case of issued debt securities and it had, in parallel, an impact on the higher borrowing costs of the entire non-banking sector. In the real economy, the increase of the price of money affected the reduced economic growth, which was influenced by the fall of new orders, investments and, on the domestic market, in particular the volume of business in the entire building sector. Above all, the growing risk premium in the form of higher spreads above the reference rate affected, in many cases, investment decisions as well as determination of the creditworthiness of individual operators due to modified opportunity costs. The increasing margin presents an important part of the answer to the continuation of the “credit crunch”, which Slovenia has been witnessing since fall 2008, when the financial crisis hit the domestic market as well as foreign ones with such vehemence. If economic operators substantially depended on the high market volatility, mainly in the segment of loan policy, the following two facts substantially marked the events in the retail group: on the one hand, increasing unemployment with the diminishment of income and purchasing power as well as the reduction of saving, and further unfavorable development on the exchange market, in particular in the relationship between the Swiss franc and euro on the other. Until summer, the increasing value of the Swiss franc automatically increased the debt mainly in the form of long-term mortgage loans, whereby households used to borrow money on the basis of a currency clause. The negative effects of appreciation of the Swiss currency were not only felt by debtors but also by the Swiss economy, which is mainly export-oriented. It became increasingly less competitive, which finally resulted in the decision of the Swiss Central Bank to depreciate its own currency by fixing the low threshold against the euro for its further sliding. Weak economic growth abroad and in Slovenia had great negative impact also on the entire public sector, which had further needs for additional borrowing on international financial markets, given the loss of planned budget revenue. The great needs of the public sector in numerous European Union countries and different speculations regarding further existence of the European currency affected the credit rating of individual countries, and, at the same time, also the formation of a new “market sentiment” which, in many cases, resulted in completely different market decisions at the same nominal values of the public debt. These different market decisions were characterized by complete distrust towards individual sovereign investors, but mainly by the price which showed a new price of credit risk. Such market developments occurring in the previous year served as new evidence, proving that it is impossible for markets to remain morally neutral since different speculations always occur based upon modified expectations and the achievement of new goals, which were difficult to understand in the past. Given such terms of trade, the banking system in Slovenia operated in difficult or degraded market conditions under the influence of the domestic market as well as foreign ones. In the field of financial resources, the system was facing, on the one hand, the interbank distrust referred to above, restriction of such resources, reduction of their maturity as well as the significantly increased price for them; on the other hand, it was facing a fall of the formerly exemplary growth of saving in the case of retail as well as with the rest of the non-banking sector. In other words, interdependence of the domestic banking sector on foreign interbank resources still remained at a high level despite the reduction of such a debt in the past year. This means that the interdependence mentioned above will present a great risk for the banking sector as well as for the entire economy in the future as well, bearing in mind all the known facts about the domestic and foreign markets. Exhaustible interbank resources, declining saving, growing default and an increasing number of bankruptcies and insolvency proceedings substantially affected the movement of the deposit rate. The latter is consequently considerably higher than in other countries of the European Monetary Union and, at the same time, it also has a direct effect on the formation of the lending rate in the case of different loan arrangements. At any rate, the latter fact is an important negative element affecting the entire Slovenian economy and its need for various forms of additional financial support provided by financial intermediation. The abovementioned movements in the economy and in the banking sector affected the banking sector particularly in the following directions: • For two subsequent years, the total assets of the entire system reduced, on one hand due to negative loan growth towards different economic operators, as well as due to the gradual reduction of interdependence on the foreign banking resources. • For two subsequent years, the banking system as a whole ended the year with a loss which practically doubled; the fundamental cause for the poor result lies in further deterioration of the quality of bank assets and, consequently, in the impairment of claims and the formation of necessary provisions. The share of bad claims represented already a tenth of all bank claims. Consequently, banks faced insufficient total revenue growth which recorded negative growth compared to the previous year and, within the framework of the latter, UniCredit Bank · 2011 Annual Repor t 127 Introduction net interest income also recorded a negative result. Such movements clearly indicate that the banking sector will face a serious income risk in the future, which will affect, on the one hand, the amount of margin in financial intermediation as well as further cost management and thus the improvement of the entire profitability of financial intermediaries. With the new requirements imposed by the EU to the entire banking sector concerning the amount of the most relevant banking capital (i.e. Tier 1), it is clear that also the owners are faced with the responsible task of increasing the latter. Failing this, the question of the financial stability of individual banks may be exacerbated to an even greater extent, thus dangerously increasing the entire systemic risk. Thanks to the different commercial practice as well as the understanding of the Bank’s owners, UniCredit Banka Slovenija d.d. achieved very good results despite the stated movements in economy and the entire banking sector. Good results are reflected by the following core indicators: • The increase of profit before tax by 13.8 %. • The Bank’s total revenue grew by 10.5 % whilst the net interest income recorded growth in the amount of 13.0 % and the net non-interest income grew by 4.2 %. • Operating profit recorded 14.8 % growth; it has to be emphasized in this regard that the Bank, with a growth of more than 16.2 %, also increased impairments and provisions for bad claims. • The increase in costs was at the level of 5.4 % and was mainly connected to new employments dictated by the expansion of our business network by eight new units. • With such results, the following facts must not be overlooked, namely that the Bank recorded positive growth in lending to the non-banking sector and that it substantially increased its primary resources represented by the assets of retail and the economy. For the results achieved, we have to thank, in the first place, all our business partners for the trust they showed us and their increased cooperation. In these times of crisis, they further demonstrated what role mutual trust, which also contributed to good results in their companies, plays in different business arrangements. The Bank will endeavor to deepen this kind of cooperation on the same bases in the future as well, both in the light of reducing different types of risks as well as achieving even more optimal results. Thanks also go to our owners, who, with their knowledge, interest and mainly additional capital, enabled the Bank to achieve its set goals. Let us emphasize in this regard that in 2011 the owners paid into the Bank additional capital in the amount of 50 million euros, which enabled the Bank to fully meet all the criteria which the Basel II model required. Among 25 banking intermediaries on the Slovenian market, UniCredit Banka Slovenija d.d. is the only one satisfying the requirements of the aforementioned model. Further thanks go to the entire Supervisory Board as well as the Control Committee for their constructive and professional discussions, as well as their different suggestions and ideas which contributed to a better search for specific solutions in the Bank’s daily operations. In this context, we would especially like to thank the previous President of the Supervisory Board, Mr. Federico Ghizzoni, for the care and attention he expressed to the Bank during his term of office. And finally, my personal thanks as well as the thanks of the entire Management Board of the Bank goes to the entire Bank staff who, with their knowledge, experience and commitment, represent the foundation stone for trust within the company, towards business partners and also for successful cooperation within UniCredit. The results of the staff are based on extensive expertise, respect for high ethical standards and a conviction that a quality service based on complete partner trust is the best guarantee for achieving new results on long-term bases. Notwithstanding the problems and risks we face daily concerning different business decisions and services, I am convinced that the most important value of UniCredit is right in this and, at the same time, that this is the guarantee for the realization of the most ambitious business plans in the future. Dr. France Arhar Chairman of the Management Board UniCredit Banka Slovenija d.d. Ljubljana, February 2012 128 2011 Annual Repor t · UniCredit Bank Tailoring investment strategies for foundations. In Austria, approximately 3,100 large private foundations perform a diverse range of activities. Austrian civil and tax codes present these organizations with a complex legal environment that requires specific solutions. In 2011, Bank Austria created a competence line that specializes in serving foundations. Highly qualified staff advise these clients and guide them through all phases of the transactions. The bank provides valuable resources including developing investment strategies that suit the specific purposes of a foundation, analyzing and managing liquidity and addressing financial needs while minimizing liability risk. With this project UniCredit has offered a simple answer for customers with sophisticated and complex requirements. Introduction About UniCredit Banka Slovenija d.d. Headquarters: Šmartinska 140 SI - 1000 Ljubljana Slovenia Telephone: + 386 (0)1 5876 600 Toll-free telephone number: 080 88 00 Fax: + 386 (0)1 5876 684 Website: www.unicreditbank.si E-mail: info@unicreditgroup.si Main activity: Other monetary intermediation Activity code: K/64.190 Established in: 1991 Chairman of the Supervisory Board: Gianni Franco Giacomo Papa The Bank is legally registered: with the District Court in Ljubljana under Reg. No.: 1/10521/00 Share capital: 20,383,764.81 EUR Reg. No.: 5446546 VAT ID No.: SI 59622806 Settlement account: 01000-0002900092 Swift: BACXSI22 Governing Bodies Supervisory Board Name Board member Beginning of term Termination of term of office of office Federico Ghizzoni Chairman of the Supervisory Board 25 April 2007 31 March 2011 Gianni Franco Giacomo Papa Chairman of the Supervisory Board 21 April 2011 n.a. Martin Klauzer Deputy Chairman of the Supervisory Board 24 April 2007 n.a. Franco Andreetta Member of the Supervisory Board 9 February 2009 n.a. Giuseppe Verrascina Member of the Supervisory Board 9 February 2009 n.a. Heinz Karl Tschiltsch Member of the Supervisory Board 8 September 2010 n.a. Alessio Pomasan Member of the Supervisory Board 29 April 2010 n.a. Management Board Name Board member Beginning of term Termination of term of office of office Dr. France Arhar Chairman of the Management Board 1 June 2003 n.a. 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. Mag. Damijan Dolinar, CFA Member of the Management Board 5 July 2011 n.a. UniCredit Bank · 2011 Annual Repor t 131 Introduction Organisational Structure Legend D v s on Depar tment Unit Section Office Region Branch 132 2011 Annual Repor t · UniCredit Bank Branch Network Branch Ljubljana BTC Šmartinska 140 SI - 1000 Ljubljana Phone: +386 (0)1 5876 707 Branch Ljubljana Bežigrad Dunajska cesta 47 SI - 1000 Ljubljana Phone: +386 (0)1 2528 430 Agency Ljubljana Bežigrad Dunajska cesta 177 SI - 1000 Ljubljana Phone: +386 (0)1 6011 100 Branch Ljubljana Celovška Celovška 150 SI - 1000 Ljubljana Phone: +386 (0)1 5000 546 Agency Ljubljana Celovška Celovška 111 SI - 1000 Ljubljana Phone: +386 (0)1 2528 460 Branch Ljubljana Rudnik JurËkova cesta 231 SI - 1000 Ljubljana Phone: +386 (0)1 2836 000 Agency Ljubljana Šmartinska Šmartinska cesta 53 SI - 1000 Ljubljana Phone: +386 (0)1 6011 120 Branch Ljubljana Tržaška Tržaška 19 SI - 1000 Ljubljana Phone: +386 (0)1 2410 364 Branch Ljubljana Wolfova Wolfova 1 SI - 1000 Ljubljana Phone: +386 (0)1 5876 472 Branch Celje Prešernova 8 SI - 3000 Celje Phone: +386 (0)3 4252 479 Branch Kamnik Ljubljanska cesta 4b SI - 1240 Kamnik Phone: +386 (0)1 8396 500 Branch Koper Pristaniška 12 SI - 6000 Koper Phone: +386 (0)5 6101 010 Branch Kranj Na skali 1 SI - 4000 Kranj Phone: +386 (0)4 2018 180 Branch Krško Ulica 11. novembra 53 SI - 8273 Leskovec pri Krškem Phone: +386 (0)7 6006 070 Branch Logatec Tržaška cesta 32 SI - 1370 Logatec Phone: +386 (0)1 7591 940 Agency Lucija Obala 112 SI - 6320 Portorož Phone: +386 (0)5 6006 080 Branch Maribor Ulica škofa Maksimilijana DržeËnika 6 SI - 2000 Maribor Phone: +386 (0)2 2285 320 Agency Maribor Magdalena Žolgarjeva ulica 19 SI - 2000 Maribor Phone: +386 (0)2 6005 650 Branch Murska Sobota Trg zmage 5 SI - 9000 Murska Sobota Phone: +386 (0)2 5341 440 Branch Nova Gorica Tolminskih puntarjev 2b SI - 5000 Nova Gorica Phone: +386 (0)5 3383 131 Branch Novo mesto Glavni trg 20 SI - 8000 Novo mesto Phone: +386 (0)7 3737 400 Branch Ptuj Ulica heroja Lacka 1 SI - 2250 Ptuj Phone: +386 (0)2 7980 340 Branch Radovljica Gorenjska cesta 24 SI - 4240 Radovljica Phone: +386 (0)4 5971 630 Branch Sežana Partizanska 37a SI - 6210 Sežana Phone: +386 (0)5 7314 589 Branch Slovenska Bistrica Trg svobode 21 SI - 2310 Slovenska Bistrica Phone: +386 (0)2 8051 972 Agency Šentjur Cesta Leona Dobrotinška 3 SI - 3230 Šentjur pri Celju Phone: +386 (0)3 6005 680 Branch Trbovlje Ulica 1. junija 2 SI - 1420 Trbovlje Phone: +386 (0)3 5612 561 Branch Velenje Šaleška 20a SI - 3320 Velenje Phone: +386 (0)3 8987 300 UniCredit Bank · 2011 Annual Repor t 133 Introduction Achievements and Events in 2011 JANUARY Financed the Opening of the Largest Solar Power Plant in Pomurje The company Bisol installed the largest solar power plant in Pomurje on the rooftop of the seat of Arcont in Gornja Radgona. The solar power plant is also one of the largest of this type in Slovenia. UniCredit Banka Slovenija d.d. provided the loan for the investment. The solar power plant will reduce carbon dioxide emissions by 660 tons annually and supply electricity to 275 households. Pottery Workshop with Media Representatives UniCredit Banka Slovenija d.d. invited media representatives to attend a pottery workshop at the Slovenian Ethnographic Museum. A special feature of this year’s gathering was creative pottery, with the theme of home. FEBRUARY Launched the UniCredit Venice Award UniCredit launched an international award for contemporary art, dedicated to artists from countries in Central and Eastern Europe (CEE), who participated at the 54th Venice Biennale (from 4 June to 27 November 2011). The prize is a new initiative that is part of the UniCredit’s engagement and activities in the arts. Serbian artist Dragoljub Raša TodosijeviE received the UniCredit Venice Award in June. Pioneer Funds Became the Most Award-winning Foreign Asset Management Company The seventh selection of the best Slovenian mutual funds took place in Ljubljana. This year for the first time, the selection was headed by the financial magazine Moje Finance, which employed the methodology used by experts in the field of finance to reward the best funds in 15 categories for the previous year and in 10 categories for a five-year period. The funds managed by the company Pioneer Funds (Pioneer Funds Global Balanced, Pioneer Funds Emerging Europe & Mediterranean, and Pioneer Funds Emerging Europe & Mediterranean) received the highest number of awards among all foreign asset management companies, while Pioneer Funds Emerging Europe & Mediterranean became the most awarded fund. The Two Winners and their Parents Made their Way to Milan UniCredit Banka Slovenija d.d. organized a prize competition and the two winning boys had the opportunity to escort football players to the field during the UEFA Champions League Eighth Finals. In total, more than 150 Slovenian children entered the competition. MARCH Launched the Social Inclusion Award for 2011-Slovenia The charity, non-profit organization UniCredit Foundation, which was established by UniCredit in 2003, in order to support social initiatives and promote a culture of donations and volunteering in Europe and Central Asia, invited Slovenian non-profit organizations (NGOs, foundations, social enterprises, etc.), to submit their project proposals in the field of social inclusion for a chance to receive funds in the amount of 100,000 euros. Opened a New Branch in Bežigrad UniCredit Banka Slovenija d.d. opened its 21st unit, with the launch of the new Bežigrad office. The new, modern and functionally equipped premises in the Astra office building in Bežigrad offer visitors and customers a full set of banking services in one location and in a pleasant atmosphere. Organized a Master Class for Young String Musicians - Trenta International Music Forum Bank Austria in cooperation with the Vienna Philharmonic launched a master class for string instruments, aimed at talented young musicians, led by professors of the Vienna Philharmonic. The course was held in August in Trenta. Young talented musicians attended the master class and were provided free accommodation. The selected young musicians displayed their talents at two concerts in Trenta and one at Vienna’s Musikverein concert hall. IRB Approach Brought Greater Transparency of the Bank’s Loan Portfolio UniCredit Banka Slovenija d.d. was the first bank in Slovenia authorized to use the Internal Ratings Based (IRB) approach for the calculation of credit risk capital requirements. The new approach brought a distinction between more and less risk exposure and thus increased the transparency of the Bank’s portfolio. Additionally, it allows the Bank better management of its credit portfolio, provides a better basis for future strategic directions and better risk management. Presented Business Results for 2010 to the Public Despite the slow recovery of the economy, UniCredit Banka Slovenija d.d. performed very well in 2010. The Bank’s pre-tax net profit amounted to 15.8 million euros, which is 41 % more than lthe preceding year. Net interest income with dividends amounted to 55.3 million and achieved a 36-percent growth. Net commissions grew by 10 percent and amounted to 18.7 million euros. Total income grew by 16 percent. The Bank’s operating profit in the amount of 36.4 million euros grew by 35.3 percent. Impairments and provisions of the Bank amounted to 20.2 million euros (grew by 19.0 per cent). Total operating costs reached 39.1 million and recorded 7.9-percent growth. Loans to households recorded a 10-percent growth. Moj Garant for 42 % Fixed Return and Guaranteed Principal Amount UniCredit Banka Slovenija d.d. and ERGO Insurance Group launched a new investment insurance under the title Moj Garant (My Guarantor), which allows the customers to achieve profitable processing of their financial surpluses with a single premium payment with known return in advance on expiry of the contract and life insurance. Photovoltaics - a View from the European Perspective UniCredit Banka Slovenija d.d. presented a view of photovoltaics from the European perspective. The event was attended by builders of solar power plants, investors wishing to invest funds in photovoltaic projects, and building owners who are interested in renting out their rooftops for the installation of solar power panels. The experts of UniCredit and the company BISOL d.o.o. have presented an overview of the photovoltaic industry and the future trends in this field. APRIL Journalists from all Over Europe Were Invited to Submit their Contributions For the eighth consecutive year, the Austrian Press Agency (APA) in cooperation with Bank Austria, announced the award of the prestigious prize “Writing for CEE”. The prize in the amount of 5,000 euros is intended to promote journalistic exploration of Europe and European integration. The competing articles focus on Europe and its people, everyday life in European countries and on European art, culture and life style, and the award is given to entries that contribute to breaking down barriers and overcoming prejudices. At the Shareholders’ Meeting, We Discussed Recapitalization, the Redistribution of Profits and the Bank’s Development Plan for 2011 The Annual Meeting of Shareholders adopted a proposal for the use of distributable profits in 2010, amounting to 6,573,138.41 EUR, which was fully allocated to other reserves from profit. KPMG d.o.o. Slovenija was appointed auditor for the fiscal year 2011. The Assembly also decided to increase the share capital of UniCredit Banka Slovenija d.d. The Bank carried out the increase of capital by the majority shareholder by issuing 989,315 new ordinary registered shares. The total issue value of the new registered shares amounted to 49,999,980.10 EUR, of which 4,125,443.55 EUR went to the share capital of the company and 45,874,536.55 euros to capital reserves. Minority shareholders were also invited to participate in the increase of capital, by paying new contributions totaling up to 471.21 EUR and with the issue of up to 113 ordinary registered shares. The Assembly of UniCredit Banka Slovenija d.d. discharged the Management Board and Supervisory Board for 2010. Supervisory Board members, Martin Klauzer, Franco Andreetta, Giuseppe Verrascina, Heinz Karl Tschiltsch and Alessio Pomasan, were extended their mandates until 30 April 2014. Gianni Franco Giacomo Papa was elected member of the Supervisory Board for the same period until 30 April 2014. From December 2010, he also functions as a Head of UniCredit’s division for Central and Eastern Europe. UEFA Trophy in Slovenia The BTC business unit in Ljubljana won the sales award among competing UniCredit business units from 16 countries. The UEFA Champions League cup came to Slovenia, so that all the biggest football fans were able to see it live and be photographed with it. UniCredit’s Social Inclusion Efforts Go Beyond Sponsorship The web campaign that accompanied the final of the UEFA Champions League, entitled “Make a kid smile”, and the various internal initiatives become an active tool for responsible engagement of UniCredit in its football sponsorship. Luis Figo, is the official sponsorship ambassador of UniCredit for the UEFA Champions League, and a generous collector of funds. For each endorser of the project, the UniCredit Foundation donated 10 euros for the project of social inclusion, which promotes fair play, team spirit and mutual respect between children and supports the idea of establishing a football school. “Make a kid smile” and an internal version of this project encouraged the employees and the general public to support the initiatives of the Foundation and UniCredit to care for the local communities. Help will be offered where necessary, in countries where the Group operates. Financial Markets Breakfast The traditional event was devoted to the presentation of cash instruments as well as of trends of currency and interest rate movements on local and international financial markets. The Financial Markets Breakfast is an annual opportunity for our clients to exchange experience and business practices as well as to socialize with colleagues. MAY Opened a New Branch in Šentjur The Bank opened a new branch in Šentjur, on Cesta Leona Dobrotinška 3. UniCredit Announced the Extension of the UEFA Champions League Sponsorship until 2015 UniCredit proudly announced the extension of the contract with the UEFA Champions League, for the period 2012-2015. With the renewal of this agreement, we will continue to be connected to the UEFA Champions League, the most prestigious football tournament in Europe. This sponsorship has proved to be a powerful factor in increasing brand awareness. New Benefits Added to the Visa Payment-Credit Card Clients who use the VISA card, were given the added benefits of SOLID insurance with CORIS assistance: assistance before and during travel, medical assistance, insurance for lost luggage or UniCredit Bank · 2011 Annual Repor t 135 Introduction Achievements and Events in 2011 postponement of flights. At the same time we added the option of credit - up to 30 days without interest and the possibility of revolving credit. UniCredit Banka Slovenija d.d. Becomes one of the Founders of the Network of Social Responsibility in Slovenia On the first day of the fifth international conference Paths of Social Responsibility, organized by the Ekvilib Institute and the European Social Fund, 19 Slovenian companies, including UniCredit Banka Slovenija d.d., established a network of social responsibility. The network, which will be responsible for promoting and raising awareness of the importance of social responsibility, will become the meeting point for Slovenian companies and organizations, where they can exchange knowledge, information, ideas and best practices in corporate social responsibility. 200 Bankers Participated in the Restoration of the Children’s Resort For the second consecutive year, we, employees of UniCredit Banka Slovenija d.d. proved that we have a desire to help the youngest among us. At the end of the year, the Bank gave a Christmas donation to help finance the camp for disadvantaged children in Debeli rtiË. In May, we prepared the children’s resort for the kids that spend the summer there, by installing a playground, planting a herb garden, the Board Members and their teams built playhouses, while about a hundred other employees participated in the renovation of the pavilion. For this occasion, we put together a creative team who decorated the walls of the children’s home with motifs of the sea. Once again, we proved that we have many different talents. Petra MajdiË, the most successful Slovenian cross-country skier, joined us painting and drawing sea motifs on the playhouses and the pavilion walls. The company JUB, which is also one of the Bank’s business partners, donated part of the painting material which was used to give a fresh look to the playhouses. The Opening Hours of our Branches were Adapted to our Customers’ Needs In order to adapt to market trends and meet as much as possible the expectations of our customers, we changed the opening hours of our Branches as of 1 June 2011. Based on an analysis of the opening hours of the business units of our closest competitors, and after talking to our customers, we established three new opening hours’ schedules. Published our Business Results for the First Quarter of 2011 In the first three months of 2011, UniCredit Banka Slovenija d.d. reached revenues of 20.1 million euros (14 % more than in the same period in 2010). Our operating expenses and depreciation amounted to 9.6 million euros (6-percent increase over the same period last year), reflecting a larger number of employees and the intensive implementation of the activities for the extension of our network of business units. Interest income amounted to 14.8 million euros (22 % more than in the same period in 2010). Our operating profit in the first quarter rose to 10.9 million euros (28 % more as compared with the same period in 2010). Loan impairments reached 7.1 million euros, while profit before tax amounted to 3.9 million euros (in the first quarter of 2010, it totaled 4.6 million euros). The Bank’s total assets amounted to 3,134 million euros (5 % more than at the end of 2010). Since the beginning of 2011, the Bank has increased its lending to the non-banking sector by 22 million euros and the volume of deposits by 189 million euros. Gianni Franco Giacomo Papa Became Chairman of the Supervisory Board of UniCredit Banka Slovenija d.d. The Supervisory Board appointed Gianni Franco Giacomo Papa Chairman of the Supervisory Board. Until now, the role of Chairman of the Supervisory Board of UniCredit Banka Slovenija d.d. was filled by Federico Ghizzoni, who became CEO of UniCredit. The Supervisory Board appointed Martin Klauzer Deputy Chairman of the Supervisory Board. Using the Right Strategies to Achieve Financial Well-being UniCredit Banka Slovenija d.d. launched a new line of consumer loans in the spring. Borrowers were able to choose between variable or fixed rate loans. There was also the option of loan without the initial approval costs and loan insurance as well as the option of life insurance for the borrower. The UniCredit Venice Award for Contemporary Arts Eight countries competed for the international prize for contemporary arts UniCredit Venice Award at the Venice Biennale (Croatia, Czech Republic, Estonia, Hungary, Latvia, Serbia, Slovenia and Turkey). Slovenia was represented by the artist Mirko Bratuša. How to finance operations At UniCredit Banka Slovenija d.d., our conclusion is that companies want more macro- and microeconomic knowledge; therefore, in spring, we organized regional events where the Chairman of the Management Board, dr. France Arhar, acquainted the participants with the market situation, while product specialists presented the current macroeconomic situation as well as the optimum solutions for the financing of ordinary and export operations for medium-sized companies. JUNE Mobile Bank with a Universal Application for Mobile Phones We have added to our offer a mobile bank that operates on most modern mobile phones with an Internet connection. The application is independent of the chosen mobile phone operator and data transfer method. This way of offering banking services is time­saving and allows the users to have more control over their personal finances. In addition, it is simple and safe to use. The users can access their account balance 24 hours a day, seven days a week. All customers were offered a free trial period until 1 September. A presentation to introduce the Mobile bank GO! to the media representatives was held at the Botanical Gardens. On this occasion, a Member of the Management Board used his mobile phone to give a symbolic donation for the adoption of two plants. Opened a new Business Unit in Maribor We opened a new business unit in Maribor, Magdalena, Žolgarjeva 19. Maribor Hosted the 13th Football Tournament of UniCredit Nearly 1,300 UniCredit employees gathered under Pohorje. The tournament, which was attended by 73 teams from 22 European countries, was held outside Italy for the first time. The participants were also welcomed by the Mayor of Maribor Franc Kangler. Financing of municipalities Municipalities have been facing the lack of resources and restrictions for a faster and more quality implementation of infrastructural projects. In June, UniCredit Banka Slovenija d.d. thus organized an event where experts from different fields discussed alternative possibilities of financing the public infrastructure. JULY The UniCredit Foundation and UniCredit Banka Slovenija d.d. Awarded Three Projects with the Award for Social Inclusion 2011-Slovenia In April 2011, the UniCredit Foundation, together with UniCredit Banka Slovenija d.d., launched its first “Award for Social Inclusion” in Slovenia. We invited all non-profit entities to submit their projects (NPOs, foundations, social enterprises and the like) for the reduction of social exclusion and poverty and improvement of living conditions of people in need. We received a total of more than 80 applications. After a rigorous evaluation process, three projects were selected, of which the one chosen by the employees of UniCredit Banka Slovenija d.d. received a special award. Through the initiative, “Your choice, your project - Slovenia” we have invited our employees at UniCredit Banka Slovenija d.d. to vote. The selected projects were granted 25,000 euros, while the winning project in the voting contest received an additional 25,000 euros. The project “Live the autumn of your life in your own home - A network of programs for family caregivers and volunteers to provide assistance to the elderly”, proposed by the Anton Trstenjak Institute, was awarded the amount of 50,000 euros. “Job Factory - Textiles” by the Society for the development of social programs and social entrepreneurship (DSP) Center, was given the amount of 25,000 euros for the social enterprise idea that involved collecting, processing, selling and recycling of used textiles, to create employment opportunities for job seekers looking for their first job and unemployed women over 50 years. The project “Nature and society in harmony - creating new jobs in the social economy of Pomurje with local resources,” performed by Mosaic - the Society for Social Inclusion, a project dealing with the social inclusion of vulnerable groups (unemployed, homeless, disabled, ex-drug users and former prisoners), who are integrated into society through various training programs, was given the amount of 25,000 euros. UniCredit Successfully Passes Stress Test UniCredit was included in the stress-test conducted by the European Banking Authority (EBA), in cooperation with the Bank of Italy, the European Central Bank (ECB), the European Commission (EC) and the European Systemic Risk Board (ESRB). The stress test, which included over 90 banks, covering more than 65 percent of the EU banking system total assets, evaluates the level of resistance of banks in these situations and their solvency in case of hypothetical extreme events. UniCredit’s Call for Applications for an MBA Studies Program with the Possibility of Scholarships We have called for scholarships applications for a Masters in International Business Studies program (MBA) in the field of retail banking, run by the Alma Graduate School (Business School within the University of Bologna) in cooperation with the UniCredit Group, which is the only MBA (among 2,500 others, offered at the global level of education) that focuses on the financial industry and retail banking. The program, which has started in September, takes place in Bologna, and is aimed at young people from around the world who want to develop a successful career in retail banking, the banking sector as a whole or more generally in the financial industry, as it strives to increase leadership skills and abilities and set a solid foundation for managerial careers in the financial industry, with emphasis on retail banking. The one-year program is conducted in English and offers the students an opportunity to obtain a mix of theoretical knowledge and experience as well as a high-quality combination of analytical skills and problem-solving skills necessary to succeed in the banking sector. Damijan Dolinar Appointed Member of the Management Board of UniCredit Banka Slovenija d.d. UniCredit Banka Slovenija d.d. appointed Management Board Member, mag. Damijan Dolinar, CFA. With the confirmation of Damijan Dolinar as a Management Board Member, responsible for risk management (the so-called CRO - Chief Risk Officer), by the Supervisory Board and the Bank of Slovenia, the Bank appointed its fourth Management Board Member. UniCredit Banka Slovenija d.d. was Awarded the Title “Best Bank in Slovenia” The EMEA Finance magazine awarded prizes to banks for special achievements, for the third consecutive year. The members of the UniCredit received awards for the best bank in Italy, Bulgaria, Poland and Slovenia. The assessment methodology consisted of performance evaluations of the individual banks in the past year and of information on the markets in which they operate. The evaluators UniCredit Bank · 2011 Annual Repor t 137 Introduction Achievements and Events in 2011 reviewed a range of factors that affect the ratings of banks, including revenues, profits, market share growth, growth in loans and deposits, as well as significant transactions (in the case of investment banks). AUGUST Launched the UniCredit International Graduate Program for Corporate and Investment Banking The program, structured in modules, offers practical know-how in the field of corporate and investment banking at UniCredit to selected applicants, internal as well as external. The seminar concept allows for the transfer of academic knowledge into practical experience and offers entry positions in several areas of corporate banking. The program runs in Milan, Munich, London, Vienna and on other locations. Published the Business Results for the First Half of 2011 Pre-tax profits amounted to 9.5 million euros (which represents an increase of 17.8 % per year), mainly due to an increase in our operational income. A solid balance sheet structure and an increase in regulatory capital due to the transition to the Basel II - F-IRB approach also characterized the first half of the year 2011. In this period, revenues amounted to 42.2 million euros (+23.0 % compared to same period last year). We have achieved a significant increase in net interest income, which amounted to 29.8 million euros (+19.6 % compared to the same period last year). Net commissions grew for all products, +10.7 % in total. Operating costs grew to the level of 19.8 million euros (6.5-percent growth compared to the first half of 2010, mainly due to the increased number of employees because of the expansion of the business units’ network). Operating profit amounted to 22.4 million euros (+42.5 % compared to the same period last year). Provisions and impairments reached 12.9 million euros (5.2 million euros more than in the first half of last year). The balance sheet structure was stable and exhibited growth in the areas of business with customers (annual growth of +5.3 % in loans to customers, 19.9-percent growth in customer deposits). Open Fun Football School for Children The CCPA (Cross Cultures Project Organization) organized one of its Open Fun Football Schools. Within the “Make a kid smile” project, we gave ten children, whose parents signed them up via the registration form, a five-day stay at the football school in Lepoglava in Croatia. The Open Fun Football School Outdoor in Lepoglava in Croatia hosted children from Slovenia, Croatia, Serbia, Bosnia and Herzegovina, Austria and Germany. The organizers put together a program consisting in a mix of fun football, cultural activities and other opportunities to socialize with new friends. SEPTEMBER Opened Three New Business Units We celebrated the opening of three new Bank’s units in Lucija, Krško and Ljubljana (on Celovška, near the Šiška cinema). Janko Medja Receives Young Manager of the Year Award in 2011 The Managers’ Association of Slovenia annually confers the Young Manager award to a young manager who has achieved significant business results through excellence in leadership, appropriate business practices, information, human resources and business interests of stakeholders’ management. At this year’s Management Congress in Portorož, the recipient of the Young Manager award in 2011 was Janko Medja, member of the Management Board of UniCredit Banka Slovenija d.d. A Discussion about Values Followed by a Collection of Used Clothing Like every year, we held a discussion on our values and their implementation in practice. This year, we focused on sustainable operations. A week later, we proved our commitment at work, by collecting 80 bags of used clothing items and thus helping the Job Factory project to create new jobs. OCTOBER Financial Days of UniCredit Banka Slovenija d.d. For business partners of the Corporate and Investment Banking division, we organized Financial Days of UniCredit Banka Slovenija d.d.. The two-day professional event which hosted the most reputable business partners and some of the most prominent representatives of the Slovenian economy was dedicated to causes of over-indebtness of Slovenian companies, different financing possibilities and conceptual solutions which might lead to development breakthroughs and business victories in times of recession. The formal part was concluded with pleasant networking and afternoon sailing. Revamped our Offer for the Students The Student Banking package Cimer was given a new name - START. The package is now also aimed at students who no longer have their student status. It remains free of charge and we added the option of obtaining a Visa payment-credit card (classic or gold) with a 50-percent discount on annual subscription, wireless banking with Mobilna banka GO! with no connection fees, security SMS with no monthly subscription for one BA Maestro card, a savings account, more favorable student loans and discounts that the students can use with our partners ŠOLT Institute and Quicksilver windsurfing school. Hosted an Expert on Capital Markets from Pioneer Investments In collaboration with Pioneer Investments, we organized an event entitled “Pioneer Investments Investment Conference.” The event, dedicated to investors in investment funds, had two speakers: dr. France Arhar, CEO of UniCredit Banka Slovenija d.d., and Peter Bodis, expert and great connoisseur of the capital markets, who for several years now has been one of the key figures in the Pioneer Investments company. As keynote speaker, Peter Bodis - an expert of the Hungarian origin - outlined the current developments and changes in capital markets, presented the latest trends to the investors and introduced to them some of the current investment opportunities. The next day, media representatives were given the opportunity to ask questions, during a working breakfast meeting with the speakers. Added POS Terminals to our Offer Trading and service companies were given the option to choose between different types of POS terminals, and the possibility to connect the POS terminals to their electronic cash register. We designed two maintenance packages; the Standard package, aimed at a wide range of users with basic maintenance needs and the Premium package, designed for advanced users who also operate at night and require a quick response in case of questions and complaints. In addition to an increased sales volume and lower costs, compared to cash transactions, the Bank also offers companies the highest level of security for the operations executed through the terminals. Annual Event for the Clients Held in Postojnska jama For ten consecutive years, we invite our most loyal clients to attend a concert of the Slovenian Philharmonic Orchestra. For the Bank’s 20th anniversary, we decided to invite our clients and employees, who have been with us for the past 20 years, to join us at the Postojnska jama cave. The Slovenian Philharmonic brass section filled the largest hall of this underground treasure with their sounds. NOVEMBER Opened the Šmartinska 2 Business Unit We opened the doors of the new agency Šmartinska 2 in Ljubljana, on Šmartinska cesta 53, in the Rezidenca office building. A Visit from Journalists from Macedonia At the Bank, we hosted ten journalists from the most important Macedonian media. At the meeting with dr. France Arhar, CEO of UniCredit Banka Slovenija d.d. and two other representatives of the Bank, they familiarized themselves with the current economic situation in Slovenia, the history of our Bank and the socially responsible activities that we perform. Slovenian Journalist Meta Krese Became the Recipient of the “Writing for CEE 2011” Prize Slovenian journalist and photographer Meta Krese won the European journalist prize “Writing for CEE 2011”. Meta Krese received the reward, conferred eighth time by the Austrian news agency APA and by Bank Austria, amounting to 5,000 euros. The winner received the award for her critical reporting on the living conditions of the Roma minority in Slovenia. The guest of honor at this year’s award giving ceremony in Vienna was former German Foreign Minister Hans-Dietrich Genscher, who spoke about the current challenges facing Europe and his political experience in the field of European integration. Published our Business Results in the Third Quarter of 2011 In the third quarter of 2011, pre-tax profit reached 14.3 million euros, while a 15.1-percent annual revenue growth both in interest and non-interest income was recorded. Revenues totaled 62.9 million euros (annual growth of 15.1 %). Net interest income recovered significantly and grew to the level of 45.2 million euros (annual growth of 16.6 %), non-interest income increased in all product areas (11.4 % per year), while operating expenses and depreciation amounted to 30.4 million euros (7.5 % per year). Operating profit at the end of the third quarter amounted to 33.1 million euros (28.2 % per year), impairments of loans reached 18.8 million euros (growth by 7.2 million, 61.7 % on an annual level). The solid balance sheet structure shows that there has been growth in non-banking areas of business with customers; we recorded an annual growth of 1.1 % in customer credits and a 13.9 % growth in customer deposits. Collected Suggestions for this Year’s New Year’s Donation For several years now, instead of purchasing New Year’s business gifts, UniCredit Banka Slovenija d.d. has put these resources towards helping children and young people with fewer opportunities in life. We have invited Slovenian non-profit organizations operating in the humanitarian field, to submit their proposals for the allocation of resources in the amount of 20.000 euros. DECEMBER Dr. France Arhar Named Role Model 180 active young entrepreneurs named 12 business leaders from Slovenia, one of whom is dr. France Arhar, who represent their role models for motivation and success. Employee Meeting with the Chairman of the Supervisory Board The heads, talents, Works Council and Trade Unions representatives of UniCredit Banka Slovenija d.d. met with the Bank’s Chairman of the Supervisory Board and the Head of UniCredit’s division for Central and Eastern Europe Gianni Franco Giacomo Papa. He presented the Group’s strategic direction until 2015. The employees were thus offered the opportunity to talk with the representative of UniCredit’s top management. Good Wishes Accompanied by Good Deeds For the sixth consecutive year, instead of buying New Year’s gifts, UniCredit Bank · 2011 Annual Repor t 139 Introduction Achievements and Events in 2011 UniCredit Banka Slovenija d.d. allocated some funds for children and young people from socially deprived families. The donation will enable the Youth Climate Health Center of Rakitna to implement the program of rehabilitation and reintegration of young people with emotional disorders, while the Friends of Youth Association of Moste-Polje will be able to realize its project Youth and Europe. The key objective of the projects is to help children and young people from socially deprived backgrounds experience the positive values of life, such as respect for each other, develop empathy, philanthropy, make new friends and share knowledge. Ten Years of Cooperation with the Slovenian Philharmonics For the tenth year in a row, UniCredit Banka Slovenija d.d. has proved its sensitivity to the arts. The Slovenian Philharmonic Orchestra has a new concert viola, thanks to our donation. In the previous years, the Bank has helped the Orchestra to purchase a piano, a violin, a viola, a contrabass and a flute - and thus contributed to a better, fuller sound of the Slovenian Philharmonic Orchestra. Collected for Children and Families from Socially Disadvantaged Areas Around New Year’s Eve, we have collected toys, teaching aids, clothes, food and furniture at all our business units across Slovenia, for the most disadvantaged Roma families from the Dolenjska region. Recognition for our Activities UniCredit Banka Slovenija d.d. ranked among the most respected and trusted employers, based on the results of a survey conducted among around 3,000 Internet users, and it received the second place Horus award for its socially responsible activities in the category of large companies and the TOP 10 award for systematic investment in the education of its employees. Business Report Economic Environment in 2011 The Slovenian economy followed a weak growth trend back in 2010 (1.4 %), when it started to recover again after shrinking badly in 2009 (-8.0 %). The short positive trend chaged again in 2011 when the economy shrank by -0,2 %. The number of unemployed in December 2011 totalled 112,754, a 2.5-percent increase over the same month the year before. Industrial production grew quickly in the first quarter of 2011, but the trend significantly slowed in the second quarter and nearly reached a negative turning point in the third quarter. Activity in the construction industry -the sector that was most affected in 2010 - stagnated at very low levels from July to November last year. Given the gradual deterioration of economic conditions and the further escalation of the situation on financial markets, the IMF also lowered the GDP growth forecast in the Euro zone for this year at the end of January 2012, namely for this year it forecasts a 0.5 % contraction in economic activity for the Euro zone. Last year, consumer prices in the Euro zone increased more than in 2010 and more than in Slovenia. In Slovenia, the inflation rate last year was 2.1 % and was at a similar level as the previous three years. In the first nine months of last year, the year-on­year cost competitiveness improved, but Slovenia was still in the group of the Euro zone countries with relatively greater deterioration in cost competitiveness during the crisis. The deterioration of the quality of bank assets has continued, as in November, the volume of bad loans was 5.3 billion euros, exceeding one-tenth of all the assets of the banking sector. In December only, banks formed more than 300 million euros worth of additional provisions and impairments, and in 2011 a total of 1.1 billion euros, which is 40 % more than in 2010. The total volume of provisions thus reached approximately 3.5 billion euros. The net repayments of loans to domestic non-banking sectors in December have been the largest so far, and the same applies to provisions and impairments. For the most part of last year, companies were replacing the lack of domestic resources by loans taken out abroad, but the volume of has those loans decreased in recent months. This could also be the result of the lowering of the credit rating for Slovenia, and thus decreased confidence of foreign lenders in Slovenian companies. Last year, banks operating in Slovenia made 1.7 billion euros worth of overseas net repayments of loans and deposits in eleven months, which is a two-fifth increase over the same period of the previous year. Liquidity pressures on our banking system were partly mitigated by the ECB’s, three year refinancing longer-term operations (LTROs). In 2011, the Ljubljana Stock Exchange continued to record a low number of transactions and an even lower price of shares listed. The transactions of the Stock Exchange decreased by 4.6 % compared to 2010, which represents an additional decrease compared to the years before the crisis. SBI TOP index dropped on the annual level by as much as 30.67 % and showed a significantly worse trend compared to the main global indexes, which again demonstrated high volatility last year (DAX: -14.7 %; DOW: + 5.5 %; FTSE: - 5.6 %). The most traded securities among shares remained the shares of Krka, followed by the shares of Mercator and Petrol, while among bonds the Slovenska odškodninska družba (SOS2E) dominated by turnover. IMAD assumptions and forecasts of selected institutions for economic growth in 2011 and 2012 (in %) UMAR 2011 IMF UniCredit UMAR 2012 IMF UniCredit EMU 1.6 1.6 1.6 (0.1) 1.2 0.6 Germany 3.0 3.0 3.1 0.5 0.3 1.2 USA 1.7 1.8 1.7 2.1 1.8 2.3 United Kingdom 0.9 0.9 0.9 0.7 0.6 0.6 Russia 4.0 4.1 4.2 3.5 3.3 3.9 Source: IMAD, Winter Forecast of Economic Trends 2011/2012; IMF, World Economic Outlook Update, January 2012; UniCredit, Friday Notes Note: IMF - International Monetary Fund Selected macroeconomic indicators for Slovenia, 2006 to 2013 2006 2007 2008 2009 2010 2011* 2012* 2013* Gross domestic product (real growth levels in %) 5.9 6.9 3.7 (8.1) 1.4 0.5 0.2 2.0 GDP per capita, in EUR (current prices and current exchange rates) 15,467 17,123 18,450 17,331 17,286 17,437 17,778 18,349 Registered unemployment rate (in %) 9.4 7.7 6.7 9.1 10.7 11.8 12.5 12.8 Inflation (consumer price index, end of year) (in %) 2.8 5.6 2.1 1.8 1.9 2.0 1.8 1.8 Source: Statistical Office of the RS, IMAD, Winter Forecast of Economic Trends 2011/2012 * IMAD forecast UniCredit Bank · 2011 Annual Repor t 141 Business Report Mission, Vision and Strategy Our Commitment is Our Strength At UniCredit, 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. UniCredit is a major international financial institution with strong roots in 22 European countries and an overall international network present in approximately 50 markets, with about 160,000 employees and 9,518 branches. We benefit from a strong European identity, extensive international presence and broad customer base. Our strategic position in Western and Eastern Europe gives the Group one of the region’s highest market shares. We are committed to investing in new client relationships and playing an active role in the local communities. By following a sustainable growth path, over the last few years the Bank has been constantly employing new people, thus becoming a reliable and attractive employer for the local environment. Mission and Vision We committed ourselves to fulfilling the new mission statement: We, the UniCredit people are committed to generating value for our customers. As a leading European bank, we are dedicated to the development of the communities in which we live, and to being a great place to work. We aim for excellence and we consistently strive to be easy to deal with. These commitments will allow us to create sustainable value for our shareholders. Our vision is to focus on people as individuals. To achieve this, we aim to enhance our clients’ potential and make their plans and ideas come true. It is our firm belief that every individual has both the right and responsibility to shape his or her own future and that financial expertise of UniCredit Banka Slovenija d.d. can assist people and businesses in doing so, as well as in achieving their full potential. The Bank aims to achieve profitable, sustainable growth in a manner that benefits society as well as our stakeholders. Values Our set of values - shared throughout the Group - is based on integrity as a condition of sustainability, which makes it possible to transform profit into value for all our stakeholders. This set of values is embedded in our Integrity Charter, which forms the strong backbone for everything we do. These values are: • Fairness - having one high standard for everything we do, applied evenly and without discrimination. • Trust - we possess a mutual code of honor among people, which governs everything we do. It is a strong basis of our reputation, and builds the confidence in our company that is so essential to our profitable, sustainable growth. • Respect - we constantly strive to earn it, and willingly give it to those who deserve it. • Transparency - making certain that everything we do is always honest, relevant, and straightforward. • Reciprocity - actively seeking to help those around us with the unspoken certainty that the way we treat others will have a positive return on us. • Freedom to act - fostering a culture of openness that enables our people to reach their potential and empowers them to achieve more for our customers and our stakeholders. We see adherence to these values as a prerequisite for maintaining the confidence placed in the Bank and the Bank’s reputation. 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 UniCredit, 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 UniCredit’s business model is based on specialization 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 industrialized 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 standardized products. However, in creating and developing products we try to unlock the economies of scale on the revenue as well as on the cost side and profit from the membership in the Group. Consequently, also in our Bank, the organizational set-up follows the Group standards and allows knowhow and best-practice transfer throughout the 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 harmonization 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. UniCredit Bank · 2011 Annual Repor t 143 Business Report Financial Results General Performance Overview HIGHLIGHTS For the banking sector, the year 2011 was one of the most challenging years so far. On one side, it was characterized by slow recovery from the financial crisis which mainly affected generation of higher operating income and yet building additional loan impairments which were necessary as the Slovenian economy needs some time to fully regenerate. The banking sector was for the first time introduced with the bank levy based on the balance sheet size and it amounted to 0.79 million euros for the Bank. The Bank on the other side expanded its branch network by eight branches and it now has 28 fully fledged units across the country. Larger network has also contributed to the substantial increase of clients’ deposits base. The banking sector was still influenced by the low liquidity which contributed to high liquidity costs and limitations of financing. Global recession and internal political crisis deepened the situation additionally mainly thru higher credit spreads of the government debt which were directly translated in the valuations and credit risk of the debt instruments. As a result of transition from the Basel II standardized to the Basel II IRB Foundation approach which means mainly better credit risk and capital management, the Bank increased its capital by 50 million euros in May 2011. Regardless of the macroeconomic environment and continued difficulties the banking industry faced in 2011, UniCredit Banka Slovenija d.d. successfully tackled the challenges and consequently improved its profitability. In 2011, the operating income was by 10.5 % higher than in the previous year and it amounted to 82.94 million euros. The Bank achieved good results in all business segments in line with expectations, the profitability of the Bank’s core customer business developed well. In line with the value generation concept, 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 targeted 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 which implies cost of capital on top of the conventional profitability measures. This concept ensures optimal allocation within business units. The Income Statement for 2011 The net interest income and dividends increased year on year from 55.29 million euros to 62.34 million euros, which is a 13-percent increase. Thereof the dividend income in 2011 amounted to 2.43 million euros, compared to 2.29 million euros in 2010. In 2011, the major reason for increased interest income was primarily better margins of loans to customers and lower interest rates on the market, which due to the structure of the balance sheet had a positive effect both on interest income and expense. The Bank also adapted to the changed market conditions by improving the funding strategy. Despite the fact that loan margins were still under pressure due to competition pricing behavior 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 2011 absorbing the increased liquidity costs payable by the Bank. The net fee and commission income grew in 2011 by 11.3 % and reached 20.86 million euros (in 2010, which was a record year: 18.74 million euros). Tailor-made solutions as well as the Bank’s focus on customers, which resulted in attractive products and competitive service, are reasons for this further increase. Despite economic crisis, net fees from securities business for customers increased by 20.8 % and thus amounted to 4.92 million euros. OPERATING INCOME OPERATING PROFIT PRE-TAX PROFIT CUSTOMER LOANS CUSTOMER DEPOSITS + 10 % + 15 % + 14 % + 2 % + 22 % 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 144 2011 Annual Repor t · UniCredit Bank NET FINANCIAL AND OPERATING INCOME 0.3 0.2 1 21 19 As result of risk awareness of clients, guarantee fees increased by 57.9 % and amounted to 2.82 million euros, payment transactions increased by 9.7 % and amounted to 5.40 million euros. Loan and lending related fees decreased from 5.46 million euros in 2010 to 4.42 million euros in 2011. 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. In 2011, realized gains and losses on financial assets and liabilities not measured at fair value through profit and loss amounted to 0.02 million euros, which in comparison with 2010 represents a decrease of 0.62 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 write-offs of loans carried at effective interest method and their recoveries. Trading result dropped in 2011 and reached 0.35 million euros of profit (2010: 0.80 million euros). Thereof, losses on financial assets and liabilities held for trading amounted to 3.82 million euros which is a drop of 0.05 million euros. Net income from foreign exchange differences amounted to 4.17 million euros and remained at similar and strong level as in 2010, when it totaled 4.56 million euros. Due to increased volume of operations, additional employees and inflation, in 2011 the Bank’s administrative costs and depreciation increased by 2.52 million euros or by 6.5 %. The Bank is constantly increasing its productivity and efficiency thus keeping the need for new employees at a low level. Additionally, in 2011 the Bank focused on marketing activities, which supported the retail expansion and increased the recognition of the UniCredit brand. The Bank managed its administrative costs tightly and cautiously. Staff expenses increased from 20.35 million euros in 2010 to 22.76 million euros in 2011. Main reasons for the increase are additional staff in new branches and inflation adjustment of the salaries. By the end of 2011, the Bank employed 571.6 FTEs (FTE - Full Time Equivalent) (2010: 521.3), while in that year on average 551.1 FTEs (2010: 517.7) worked for the Bank. Other administrative costs decreased in 2011 by 0.54 million euros to 13.59 million euros, which is a 3.8-percent decrease, while Amounts in million EUR 2010 2011 depreciation increased from 4.59 million euros in 2010 to 5.24 million euros in 2011, which is a 14.2-percent increase. OTHER NET PROFITS Operating profit (profit before impairments, provisions and taxes) amounted to 41.33 million euros and increased by 5.32 million TRADING RESULT euros (14.8 %) compared to the year 2010. FEE AND COMMISSION NET INCOME NET INTEREST AND DIVIDEND INCOME In 2011, the impairment and provisions amounted to 23.33 million euros (2010: 20.19 million euros), which is an increase of 3.13 UniCredit Bank · 2011 Annual Repor t 145 Business Report Financial Results million euros and is a result of adjusting to market conditions. EXPENSES In 2011, the Bank achieved a pre-tax profit of 18.00 million euros, 3 compared to 15.81 million euros in 2010, which is an increase of 2.19 million euros or 13.8 %. The net profit for the financial year amounts to 14.74 million euros compared to 13.15 million euros in 2010, which represents an 3 increase of 1.59 million euros or 12.1 %. Statement of Financial Position for 2011 In 2011, the Bank’s balance sheet dropped by 50.85 million euros or by 1.7 % to 2,945.64 million euros. The main reason for this decrease is that the economic environment is not favorable to hold trading assets and other debt securities in bank’s portfolio. The Bank has consequently focused its strategy into client related loan and deposits related activities. The Bank continued to finance the non-banking sector, so that loans in this segment increased by 47.08 million euros and amounted to 2,356.24 million euros. 23 Amounts in million EUR Cash and cash balances with central banks dropped in 2011 by 20 21.52 million euros to 62.80 million euros. Financial assets held for trading decreased in 2011 by 49.95 million 2010 2011 euros and amounted to 67.99 million euros. The position comprises solely of the negative market value of derivatives, which is a consequence of customer driven business. Available-for-sale financial assets decreased in 2011 from 390.75 million euros to 295.16 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 acquired them as a result of realization of loan collaterals. Loans and receivables to banks increased from 26.64 million euros in 2010 to 90.08 million euros. The major part of this difference is due to short-term positions and the Bank’s intention to have more liquidity available. CORPORATE INCOME TAX DEPRECIATION OTHER ADMINISTRATIVE EXPENSES STAFF EXPENSES PROVISIONS AND IMPAIRMENTS Loans and receivables to non-banks rose from 2,309.16 million euros to 2,356.24 million euros by the end of the year 2011. The increase was moderate primarily due to higher demand for loans and generally improved economic conditions. This position represents 80 % of the balance sheet (2010: 77 %). Held to maturity financial investments, where UniCredit Banka Slovenija d.d. owns local bank bonds, amounted to 19.97 million FINANCIAL ASSETS 64 26 Amounts in million EUR euros and are thus at a comparable level with 2010, when this category amounted to 29.89 million euros. The increase of tangible and intangible assets from 24.03 million euros to 30.04 million euros reflects the Bank’s investments into business infrastructure. 67 90 Financial liabilities held for trading decreased in 2011 by 42.54 million euros and amounted to 66.81 million euros. The position comprises solely of the negative market value of derivatives, which is a consequence of customer driven business. The Bank’s assets side was mainly financed by financial liabilities measured at amortized cost, which decreased from 2,608.92 million euros in 2010 to 2,556.19 million euros by the end of 2011. Deposits from customers were increased by 174.19 million euros to the level of 957.02 million euros. Loan to deposit ration has consequently improved from 2.95 in 2010 to 2.46 in 2011. In order to maintain enough capital and to comply with the Bank of Slovenia’s regulation regarding capital adequacy, the Bank holds 30.18 million euros of subordinated liabilities (2010: 30.15 million euros). 2010 2011 OTHER ASSETS LOANS AND RECEIVABLES WITH BANKS LOANS AND RECEIVABLES WITH CUSTOMERS* AVAILABLE FOR SALE ASSETS TRADING AND HEDGING ASSETS CASH UniCredit Bank · 2011 Annual Repor t 147 Business Report Financial Results FINANCIAL LIABILITIES 197 26 Amounts in million EUR The shareholders’ equity increased in 2011 by 43.84 million euros which is mainly a result of capital increase in the amount of 50 million euros due to transition to the Basel II IRB-Foundation approach. In addition, the profit carried forward from 2010 was 241 allocated to the reserves; however, total equity was partly offset by lower revaluation reserve. In order to finance future growth and stay in line with the capital adequacy regulations set by the Bank of 21 Slovenia, the Bank will also retain the full 2011 profit and will not pay dividends. The shareholders’ equity amounts to 240.89 million euros (2010: 197.05 million euros). 2010 2011 EQUITY OTHER LIABILITIES LOANS FROM BANKS DEPOSITS FROM CUSTOMERS DEPOSITS FROM BANKS TRADING AND HEDGING LIABILITIES 148 2011 Annual Repor t · UniCredit Bank Rewarding talented young entrepreneurs. As Italy’s future relies on its young talents, Il talento delle idee (The Talent of Ideas), a contest involving UniCredit and the Young Entrepreneurs Association, provides a valuable challenge. Dedicated to entrepreneurs between the ages of 18 and 40, the contest identifies and promotes business ideas based on feasibility and innovation. Originators of the three best ideas are awarded with specialized financial support, entrepreneurial training, introductions to potential investors and mentoring from UniCredit. Financial awards go to selected projects at a national level. This is a concrete example of how real needs find clear answers at UniCredit. Business Report Bank’s Segment Per formance Review Retail and Small Business Banking GENERAL OVERVIEW In 2011, UniCredit Banka Slovenija d.d. continued to pursue its ambitious strategy in the field of retail and small business banking. Despite the challenging macroeconomic conditions we achieved the majority of our objectives and the total number of clients exceeded 100,000. As in previous years, we paid particular attention to customer satisfaction. Throughout the year we were performing on in-depth survey of clients’ satisfaction with our Bank’s services. The survey confirmed also this year that we fall within banks whose clients are among the most satisfied. Furthermore, the results of the survey enabled us to establish which are the areas of improvement. In 2011, we established a structured system of managing client complaints which we endeavor to respond to as soon as possible. In 2011, we opened eight new branches and agencies, thus increasing our business network to a total of 28 branches. The majority of new branches were opened in Ljubljana, namely two in Bežigrad, one in Šiška and one on Šmartinska ulica. Also, Maribor, Lucija, Šentjur and Krško got one new branch each. All the new branches have a different and more modern look and feel. In addition to the expansion of the business network, we also paid special attention to the multichannel management. We increased the number of ATMs to 44; at some locations, especially in new branches, we installed new multi-functional ATMs, which also enable cash deposits and payment of UPN payment orders in addition to ordinary services of withdrawing money and accessing the account balance. In the middle of the year, we launched Mobile banka GO!, i.e. the first mobile banking solution in the Slovene market with a universal application for mobile phones, enabling clients to perform basic banking services. A particular emphasis was paid to the development of our public website, where we endeavor to present information in a transparent and user-friendly manner. In 2011, we recorded 18-percent growth in the number of visitors to our website. SEGMENTS AND PRODUCTS 2011 was devoted to the understanding of the needs and the year development of services for three client segments: family banking, private banking and small companies. We paid particular attention to the training of bank advisers, especially personal bankers, since we wish to become the first choice for more demanding clients. Mass Market and Personal Banking and Small Business Segment On the investment side, we offered our clients competitive interest rates for deposits. In the middle of the year, we also introduced flexi deposit, i.e. a special form of deposit with automatic extension to 3, 6 or 12 months and a final maturity of 3 years. By means of this attractive and competitive offer, we managed to increase the total volume of deposits by nearly 18 % and the market share by one percentage point in comparison with the previous year. In cooperation with Ergo življenska zavarovalnica d. d., our insurance company partner, we developed life insurance called My Guarantor and My Guarantor II (Moj Garant and Moj Garant II) with 42 % of guaranteed return upon maturity. At the end of 2011, we launched three investment baskets (Conservative, Balanced and Dynamic) in cooperation with Pioneer Asset Management S.A. These baskets present a combination of three mutual funds and they differ in view of the investor’s inclination towards risk and the envisaged saving time. In the field of consumer loans, we added to the existing lending offer a consumer loan with a fixed interest rate and a consumer loan with no initial costs. We also renewed our offer of a student loan. In addition, we developed a special offer called Express way to a loan (Ekspresno do kredita), where clients are granted a loan within a day. In the field of housing loans, we added to the existing offer a flexi housing loan, i.e. a loan which combines fixed and variable interest rates. In 2011, we launched new banking packages. We added the following packages to the Elite packages, which are primarily intended for personal banking clients: the Smart (Pametni) banking packages, which combine a range of banking services and benefits, the Globe (Globus) banking package for non-residents and a Start banking package, which is intended for students. In the small companies segment, we developed the Platinum package, which is designed especially for the needs of doctors, dentists, veterinarians, lawyers and notaries. In the field of transaction banking, we added attractive Solid insurance with Coris assistance to the VISA card, which can be used either as a payment or credit card. Coris assistance includes: inter alia, medical assistance, extended warranty and a travel delay insurance. For the VISA card we also offered a possibility of ordering a security SMS message. In the segment of small companies, we started offering to our clients POS acquiring service, and in the field of credit facilities, we cooperated with the Slovenian Enterprise Fund. In this way, we offered our clients favorable sources of long-term financing. Private Banking The Private Banking segment offers services to the highest segment of clients who have at least 400,000 euros of financial assets. In 2011, in line with the UniCredit strategy, we introduced various improvements and process optimizations into the Private Banking segment, which allow our business network to channel a greater flow of key and high-quality information to the clients. Risk management in portfolios remains the main task of private bankers and asset managers. The financial situation in 2011 represented a major challenge in the decision-making process for optimal investment distribution. The majority of decisions made by clients in these uncertain times were characterized by individual asset allocations in high-quality investments and redirecting to “safer” investments. “Invest - don’t speculate” remains our guiding principle for achieving asset enrichment in the long run. In order to ensure that our clients are provided a higher level of expertise in our consultancy services, in 2011 most of our consultants completed the CFC - Certified Financial Consultant international program. For the most part, stock prices ended on a negative note for the year 2011. On average, shares in the euro area lost 17 percent of their value. Developing markets did not remain unaffected by this trend. In euro terms, shares in the so-called BRIC countries (Brazil, China, India and Russia) have lost more than a fifth of their value. Similar drops could not be avoided on the domestic stock market. The Ljubljana Stock Exchange Index SBI TOP lost more than 30 percent of its value. The U.S. stock market was among the markets that were less negatively affected (in euros), thanks to the rise of the dollar, which strengthened the value of their shares over the past year. In euros, the value of the shares of the 500 largest U.S. corporations rose by more than three percent. Even for the Private Banking segment, we firmly believe that we are the Bank of excellence, primarily thanks to the local know-how and to the UniCredit resources available to our clients. UniCredit is one of the largest asset managers in Europe and a leading player in the CEE region, as it manages over 12 billion euros of assets. Access to the global financial markets and the expertise offered by UniCredit thus represent a clear advantage for our clients. FUTURE FORECAST We are beginning 2012 with ambitious plans despite the anticipated difficult macroeconomic circumstances. In 2012, we are going to pay particular attention to the successful operation of newly opened branches, to the development of channels, the development of the CRM system and to achieving objectives in terms of revenues, profitability and loan-to-deposit ratio. By preserving the high quality of our services and high customer satisfaction, continuously improving our offers and expanding our business network, we firmly believe that we will become the first choice for clients in Slovenia regardless of their banking needs: from day-to-day operations, savings and investments to financing. Corporate and Investment Banking GENERAL OVERVIEW The year 2011 was again marked by the macroeconomic instability and high volatility of capital markets and by uncertainty about the future. This was also reflected in the banking system, which operated at a loss in 2011. In light of this situation, achieving the objectives set is of utmost importance, and the Corporate and Investment Banking division of UniCredit Banka Slovenija d.d. has managed to exceed its targets again this year. We are most proud of the exceptional results of our customer satisfaction survey, which showed that customer satisfaction with Corporate and Investment Banking services has increased in comparison to 2010. In addition, for the first time in the history of performing customer satisfaction surveys at our Bank, we have achieved the best result among all banks in the Slovenian banking market. We believe that these results show that we have chosen the right approach to banking, which is not based solely on selling good products, but also on creating partner relationships with our clients, which they in turn recognize and appreciate, especially in these challenging times. Employee satisfaction is also extremely important for developing and maintaining good customer relations, as are employees who have the right knowledge to develop new ideas, seek solutions and provide quality consulting services to our customers. This is why in 2011 we continued to pay great attention to taking care of our staff. In addition to regular internal events through which we provide information to our employees on recent developments and the Corporate and Investment Banking strategy. In 2011, we have organized an internal academy of Corporate and Investment Banking, which ensures the transfer of different knowledge and know-how between employees. To promote better communication and development of ideas, we provide an online forum where employees can post their ideas and share their opinions with others. We believe that investments in employee development are reflected in the increasing satisfaction of our customers. Customer satisfaction is therefore our first and most important objective, but it also sets the basis on which we can generate good business results. This exceeded our set goals again in 2011. The Corporate and Investment Banking division generated revenues of 53.9 million euros in 2011, which is 22 % more than in the previous year. SEGMENTS AND PRODUCTS As of 2010, the Corporate and Investment Banking division is composed of three units, which are separate in terms of content, yet logically connected between each other and serving corporate clients with all their needs. Within the Corporate Sales and Relationship Management unit, the Bank offers financing and other classic UniCredit Bank · 2011 Annual Repor t 151 Business Report Bank’s Segment Per formance Review banking products to companies. The Global Transaction Banking unit provides services related to cash management and import/export financing as well as custody services. Within the Products and Markets unit, the Bank offers services to financial institutions, as well as brokerage and treasury products, trades for its own account, and offers corporate finance services and project funding. Corporate Sales and Relationship Management As for the area of enterprise financing, in 2011 the volume of loans to companies in Slovenia continued to decrease. A relatively high level of indebtedness and a loans structure that tends to give precedence to short-term sources of funding, had to start to change and transform into a long-term sustainable structure, due to increasingly rare and costly capital in the global capital markets. UniCredit Banka Slovenija d.d. continued to implement its high credit standards and consider companies’ credit rating, the quality of collateral offered and, above all, sufficient cash flows for repayment of obligations without interfering with the companies’ ongoing operations. We believe that such requirements not only ensure sustainable operations of the Bank but also, and above all, sustainable development and operations of the companies seeking funding. This is why we are particularly pleased about the fact that we were able to find enough quality projects to enable us to further increase our volume of loans, while following our high credit standards in the year 2011 - a year marked by an overall decrease in the volume of loans to non-financial companies in Slovenia. The Bank increased its volume of loans in the area of Corporate and Investment Banking in 2011 by an average of 7 %. This was to show that we are prepared to support to the right projects and that we strive to be a good partner to our best clients. In 2011, as well as in the year before, revenues from loans thus represented the largest share of revenues generated by the Corporate and Investment Banking division - approximately half of the Bank’s total revenues. Moreover compared to the previous year, the share of revenues from Corporate and Investment Banking generated from credit operations declined in favours of an increase in revenues from other types of products and banking services. This confirms that UniCredit Banka Slovenija d.d. is not merely a financing institution, but a partner that can offer its clients any kind of banking services they should require for their business. Global Transaction Banking UniCredit Banka Slovenija d.d. is constantly developing new products and solutions to facilitate the business operations of its clients. An important role in this development is held by Global Transaction Banking, which, at its core, combines product specialists in Cash Management, Trade and Export Financing, and Documentary Operations as well as Custody Services. In 2011, Global Transaction Banking of UniCredit Banka Slovenija d.d. started offering SEPA products - SEPA Credit Transfer, SEPA Direct Debit and SEPA Mass Payments, which enabled the Bank to provide a single standard (of rules and practices) in the area of SEPA credit payment orders, where it is no longer important whether the payee is located in Slovenia or in any other country of the euro area. In addition, in 2011 the Bank started to make POS terminals available to its clients, taking us one step closer to ensuring that our customers can access all banking services in one place. In the area of Cash Management, the Corporate and Investment Banking division was particularly successful in 2011. At the end of 2011, the volume of customer deposits in the area of Corporate and Investment Banking reached 550 million euros, which means that 2010 volume has almost doubled. We believe that this kind of growth confirms the excellent relationship that we have built with our clients and also shows the level of trust that our clients have in UniCredit Bank. In 2012, we will continue to seek opportunities to offer new types of deposits that will meet all the specific needs and requirements of our clients. In the area of custody services, in 2011 the Bank once again proved that our high-quality services put us in a leading position among banks in Slovenia in the area of custody services for foreign investors. Client assets under custody reached 5.3 billion euros by the end of the year, an increase of 13 % compared to the year before. UniCredit Banka Slovenija d.d. generated revenues in the amount of 15.7 million euros from all the services in the Global Transaction Banking area, which is nearly twice the amount of revenues generated in 2010, proving our focus on developing innovative solutions in order to meet the needs of our clients. Products and Financial Markets In the field of products and financial markets, 2011 was a year of mixed results. Income-wise, the year was above average despite the strained conditions on the financial markets. In the area of trading, the Bank faced an exceptionally unfavorable trend of sharp increases in credit margins on government bonds of the Republic of Slovenia, as well as complete blocking of the securities market, which further reduced real investment value. Credit margins for the Slovenian bonds have exceeded those for countries with far lower ratings and the reason for this, in addition to the known complications of the reform packages, is to be sought in a shallow secondary market and poor visibility of the state as the issuer. Since these securities have been recorded as being offered for sale, these changes affected the Bank’s capital and not the profit and loss account. The trading result based on trading in government bonds was also negative, but still more than justified the interest income earned by the investments, so that the final result exceeded expectations. However, due to the volatility of government bonds, this year’s experience will have a significant impact on future investment decisions of the Bank. In trading with derivatives, there were many cases of restructuring of the existing client portfolio in 2011, similarly to the year before. Historically low interest rates have consequently generated a relatively high demand by customers for instruments for hedging against interest rate risk. Despite high volatility in currency and commodity markets, the demand for instruments for hedging against these risks did not increase. Transactions of the Ljubljana Stock Exchange have stabilized at historically low levels from 2010. Almost 50 % of the total turnover on the Ljubljana Stock Exchange is still done with one share. In 2011, UniCredit Banka Slovenija d.d. again maintained a place among the leading players in the market in regular transactions turnover and regained a more than 10-percent market share. FUTURE FORECAST The world economy seems to be at a crossroads, where each of the possible directions to take is associated with many unknown future scenarios. The possibility of a collapse of the euro area and the return of national currencies is a source of concern for the capital markets, as well as for the citizens of all the countries. On the other hand, once we consider the importance that the European Union and the euro area have, not only for the EU, but also on a global scale, the likelihood of the collapse scenario coming true is reduced. In any case, making forecasts for the future is very ungrateful, as they have a high risk of not coming true. Regardless of the above, we can conclude that, in the most optimistic scenario, most indicators point at a period of low economic growth, both globally and in the domestic economy. UniCredit Banka Slovenija d.d. will continue to focus on fostering excellent relationships with its clients, promoting good projects, employee care and healthy growthalso in such conditions. The strategy of Corporate and Investment Banking will continue to focus on the following: • Keeping clients in the center of our efforts and attention; • Further increasing customer satisfaction compared to other banks and to the previous period; • Targeted acquisition of new clients; • Growth of profitability of the business; • Healthy growth of revenues and total assets; • Developing new products and upgrading existing services and products tailored to the clients’ needs; • Developing the knowledge of our team, the transfer of good practices within the Bank and the Group and increasing employee satisfaction; • Improving operating efficiency; • Consistently meeting the regulatory requirements. Global Banking Services The integration of supporting activities in the division GBS - Global Banking Services that was implemented in May 2010, brought about its first tangible synergies. The ICT planning and development was improved, we achieved higher savings through centralized purchasing services, greater emphasis has been put on the optimization of processes and organization, project management has been improved and we achieved greater efficiency of back-office processes. IT Support of Operations In the IT support of operations field, 2011 marked a year of continued activities in the area of automatisation of business processes for UniCredit Banka Slovenija d.d., upgrading of document management tools, continued development of IT support for the IRB Basel standards and development of additional services in card, payment and e-banking operations. Increasing the level of services and responsiveness, and increasing productivity of complex business processes by computerization (introduction of the so-called ››workflow« tools), which was launched in 2008, continued in 2011 and was extended to new areas. Implementation of support for the process of approving mortgage loans for retail clients as well as for medium and large enterprises was completed. We also launched the computerization of the process for collecting and processing complaints and completed IT support for the process of liquidation of incoming invoices. As of 1 January 2011, with the consent of the Bank of Slovenia, the Bank entered the Basel II advanced approach for credit risk for the segment of enterprises and banks. At the same time, the Bank implemented the appropriate models and IT systems required to enter the test period of the Basel II advanced approach for the retail segment and retail mortgage loans. In the area of card operations, 2011 was primarily marked by the development of advanced services for customers. One of the most important ones in this area was the introduction of automatic deposit units that allow customers to make cash deposits at ATMs and instantly record the deposits on their bank account. With the introduction of the Maestro 3D Secure service, UniCredit Banka Slovenija d.d. became the first Slovenian bank to enable online payments with the Maestro debit card. The most important project in this area was the introduction of POS Acquiring, where we used advanced IT approaches to enable largely automatic data processing. As for the introduction of the Single Euro Payments Area (SEPA), in July 2011, we offered our clients the option of mass payments, joined the national scheme for SEPA Direct Debit (SDD) through UniCredit Bank · 2011 Annual Repor t 153 Business Report Bank’s Segment Per formance Review Bankart and by the end of the year, we discontinued some of the older payment instruments (special payment orders and direct credits). We continued to develop our electronic banking system E-bank, where we supported the national scheme for issuing e-invoices. We also upgraded our Internet banking system for legal entities, which is now able to support the advanced requirements of larger corporate users. We also introduced the first true mobile bank in Slovenia - the Mobilna banka GO!, which is an application that users can use on mobile devices. In 2011, in addition to updating our system software, we also updated most of our server hardware and equipment for data storage and distribution. We also upgraded our system availability monitoring and control systems. In 2012, the Bank will continue to implement its automatisation projects for business and back-office processes as well as conduct activities aimed at supporting the Basel II standards. One of our key focuses will be the quick automatisation of manual back-office activities in order to improve cost efficiency. Organization and Logistics In 2011, the Bank simultaneously managed ten larger projects, a third of which were mostly oriented towards the introduction of new services for clients, the other third were projects aimed at increasing operational efficiency and reducing costs, while the rest were projects launched in order to meet the requirements of regulators. In the past year, the Bank has increased its focus on projects that bring new services to clients and projects intended to optimize business processes in the Bank. We prepared and introduced a revised process management methodology, which enabled us to increase efficiency and improved the focus on process management on the Bank’s level. The optimization and renovation of credit processes for all customer segments was our main concern. We also worked intensively with support processes and re-defined the process of complaints management, the purchasing process and the process of liquidation of incoming invoices. In 2011, we expanded the branch network with the launch of eight new branches, while a ninth new branch is due to open in early 2012. The new branches are more modern and smaller in order to meet the requirements for cost optimization and, for the first time, our partner company UniCredit Leasing was featured in one of the Bank’s branches. We successfully carried out the renovation of our Murska Sobota branch and the relocation of our Celje branch, which is now located in the city centre, making it more accessible to customers. Great part of our efforts was focused on business optimization, energy savings and on supporting more responsible environmental management. In many of our branches, we already replaced the old energy-consuming light bulbs used to illuminate the signs carrying our Company’s logo with more energy-efficient LED lighting solutions and we will continue to do so in 2012. We abolished the use of plastic water bottles and removed water dispenser machines at our branches, reduced our printing volume and introduced new, environmentally-friendly cleaning standards. We also issued a series of tenders and carried out negotiations with our existing suppliers and with new suppliers of goods and services to find the best prices for the quality we demand. Bank Operations and Services In 2011, we continued the integration of back-office activities and automatisation of processes in order to achieve increased efficiency and higher-quality support for our clients. Within the automatisation of processes for legal entities, we completed the implementation of new IT support for opening clients, their transaction accounts, connections of e-banking solutions and ordering debit and credit cards. In this way, we increased efficiency and quality of data and documents. In the area of documentation for legal entities, we established IT support for monitoring the obtained documentation in order to achieve better transparency for meeting the legislation requirements in the area on prevention of money laundering and terrorism financing. In the area of managing clients’ accounts, we optimized and centralized the conduction of set-offs for our clients and launched the optimization of bill realization process. In the year 2011, we also developed IT support for sending data requested by the social work centers within the framework of the E-sociala project which is currently in its final stage. In the area of support for credit operations, we upgraded the process for managing insurance in order to improve quality of insurance data. We automated the booking of consumer loans and implemented IT support for managing documentation related to retail loans. In order to integrate and consequently optimize back-office credit process, in September 2011 the organizational unit Contracts, which is in charge of preparing loan documentation for legal entities, transferred from the Risk Management division into the Banking Operations department within the Global Banking Services division. In the area of treasury and brokerage support, several system and process controls were developed for increased efficiency and quality. In 2011, we implemented IT solutions for support at preparing documentation related to treasury products and preparation of tax reports for foreign brokers. The automatisation of book-keeping for money market treasury operations is also being implemented. The INDEX OF GROWTH IN THE NUMBER OF DOMESTIC VOLUME OF CARD TRANSACTIONS (in %) AND INTERNATIONAL PAYMENT TRANSACTIONS (in %) 143 159.82 142.90 118 102 111 101100 100 100 118.31 88 116.89 107.81 102.80 2009 2010 2011 2009 2010 2011 Domestic payment transactions Foreign payment transactions system for monitoring clients’ complaints was established, which shall serve as a basis for process optimization and improvement of service quality in the future. Payment transactions were again marked by legislative changes in 2011. Thus, in the framework of the introduction of the Single Euro Payments Area (SEPA) the following was conducted: migration of special payment orders to the UPN form and direct credit into mass payments; implementation and active participation in cross-border and domestic SEPA direct debits. The growth in the number of both domestic as well as cross-border and international payment transactions continued in 2011. The share of electronically submitted payment orders increased in all segments. Development of new services in the area of card operations continued also in 2011. We completed the migration to the new process center for VISA payment cards and also an extensive wave of renovations of Maestro cards. As of September 2011, when the support for acquiring POS terminals was sent into production, one of the last major gaps in the range of banking services offered 175 GROWTH OF CARD VOLUME (in %) 126 119 121 122 117 100 100 100 2009 2010 2011 Maestro cards MasterCard cards VISA cards UniCredit Bank · 2011 Annual Repor t 155 Business Report Bank’s Segment Per formance Review by UniCredit Banka Slovenija d.d. was eliminated. In addition to further expansion of the ATM network, the area of ATMs was also characterized by the introduction of new services such as cash deposits and option to pay obligations (UPN orders). The trend of growth of transactions, carried out with cards issued by the Bank, also continued in 2011. In 2011, in the area of electronic banking UniCredit Banka Slovenija d.d. continued its development of new services and products in the existing systems. We adapted the electronic bank for legal persons to the new SEPA requirements and carried out a transition to a new product - E-invoice. We successfully continued the trend of increasing the share of E-bank users. The year 2011 was in particular characterized by the activation of the first client into the EuropeanGate system of single entry point. EuropeanGate is the Group’s unified system for sending payment orders among banks within the Group, which enables international corporations in particular cheaper and faster conduction of cross-border and international payment transactions. Companies can choose passive (only receiving payment orders) or active (receiving and sending payment orders) activation. ELECTRONIC BANKING - GAIN BY SYSTEMS AND USERS (in %) 155 Online b@nk for individual clients - users E-Bank and MultiCash for corporate clients (legal entities) -installations Protection of Information and Information System In addition to the dynamics of the Bank’s regular operations, 2011 also brought about a number of security challenges in the various fields due to fierce economic and social conditions. Again, it turned out that security is a very important basic need of an individual as well as of a company. The Security Office follows the guidelines of the Group in the performance of basic tasks of protecting information and the information system, of physical protection, business continuity management and prevention of deceptive practices. Due to the expansion of the branch network in 2011, the Security Office in cooperation with the Sales Network Support organizational unit provided several security trainings for new employees in branches. The trainings included regular safety procedures and responses to cases of emergency. Last year, fierce security conditions were also reflected in the field of operations with cards and ATMs. In the past (prior to 2011), Slovenia was considered a country which barely recorded significant skimming operations. However, 2011 brought about a new trend since the number of such attempts increased sharply. Our Bank was also the target of certain attempts, but only few of them were successful since we effectively prevented consequences by adequate and prompt action. Similarly to previous years, audit reviews were also permanently present last year. Particularly interesting was the operational audit of the information and communication field of the Bank’s operations which was carried out by IT auditors from UniCredit Bank Austria from Vienna. The detailed technical audit showed solid maturity of the Bank’s ICT system that got a high ››Semi-Trusted Advanced« security assessment, which is the highest possible level for banks with internal IT Service. In the field of business continuity, we conducted in 2011 a test of a complete technical transfer of operations to a secondary IT site on the Wolfova Street. Except for minor problems which were eliminated within a short period of time, the test proved to be very successful. In the field of physical and technical protection, the Bank inspected all its facilities (premises) including branches and the ATM network. The inspection was carried out in accordance with instructions of the Bank of Slovenia, namely by an authorized external expert. Challenges of the Year 2012 In 2011, the situation in the financial intermediation sector in Slovenia deteriorated even further, mainly because of the continuing economic and financial crisis. In Europe, the crisis was marked by a search for solutions to reduce high public debt in some countries of the European Monetary Union, a growing lack of confidence in the Euro and also, particularly in the second half of last year, the waning economic growth. In the domestic market, the lower rates of economic growth were further influenced by the following factors: continued negative results in the construction sector, decreased domestic consumption and intensifying of the “credit crunch” in the banking sector. The fundamental reasons for the reduced demand for loans lie mainly in the following: • The European debt crisis; • The deteriorating macroeconomic conditions; • Poor credit ratings of the state and banks, as well as higher costs of financing; • The high amount of debts accrued by companies and the lack of payment discipline; • The unfavorable conditions in the job market, higher unemployment rates and the consequent decrease in income; • The reduced value and liquidity of assets eligible for credit operations. In view of the economic conditions in Europe and the domestic market, the sector of financial intermediation has been especially affected in terms of decreased profitability and, because of the deterioration in bank asset quality, also in terms of requirements for additional capital. Given the results in the domestic banking sector, we can conclude that UniCredit Banka Slovenija d.d. has achieved significantly better results in the various business segments compared to the Bank’s competitors. On this basis, the Bank is determined to maintain its good results throughout the current year and improve on said results, mainly in the following manners: • By adopting a professional approach based on the highest ethical standards, the Bank will strive to further increase confidence in both individuals as well as different types of legal entities. In a period of great financial instability, confidence is also the added quality that provides the best guarantee for organic growth as well as for improved profitability. • On this basis, the Bank will continue to devote extra attention to the expansion of partnerships, aided by the network of new business units established by the Bank in the past year, as well as new products that the Bank intends to make available; especially to the non-banking sector. This approach will enable UniCredit Banka Slovenija d.d. to improve the ratio of approved loans and deposits collected, which ensures the “internal stability” of the institution. • In addition to the care given to increasing interest income as well as non-interest income, special attention will be paid to the optimization of various costs. This includes costs associated with the workforce, as well as with technology and the various programs implemented by the Bank, whether it is to satisfy the requirements imposed by the regulators, the Group itself, or the competition, and in order to achieve greater profitability. • By cooperating with various partners and based on an in-depth analysis of the various risks, the Bank will continue to financially support the credit needs of its business partners in various projects. The Bank will also work with the partners to assess the changing market conditions and develop different financial arrangements tailored especially to them. The Bank will have to devote special attention to all those cases in which borrowers have found themselves in a difficult economic situation and find a new “modus vivendi” together with them, which would help mitigate or improve each specific economic situation. • The requirements for consolidation of public finance are becoming more and more important in the European as well as the domestic market. The state and various state entities in particular, are required to act more responsibly when it comes to the use and engagement of these resources in the domestic and foreign markets. Given its reputation and market position, UniCredit Banka Slovenija d.d. will strive to continue being a good partner to the government, both in raising the necessary financial resources and in financing various infrastructure projects. • Since the crisis associated with the European currency has not yet been resolved, foreign exchange markets remain volatile in 2012. We can therefore expect large exchange rate fluctuations, which may have significant damaging effects on various market participants. In order to manage these risks as efficiently as possible, the Bank will aim to offer our business partners the right financial instruments to help reduce or completely eliminate the risk. Because some of these complex solutions are sometimes difficult to understand, the Bank will invest additional knowledge, resources and time for the benefit of its business partners, to help them understand the risks, as well as the products, especially in the field of derivatives. • The precarious situation in the domestic and foreign markets will require the Bank to devote additional attention to the field of private banking. The Bank is aware of its advantages in this area, thanks to its successful cooperation with the entire UniCredit. Synergy within the Group is even more important and more successful during this period of turbulent markets. • The Bank will continue to invest in the knowledge of employees, both within the UniCredit and through institutions involved in wider education in the field of various forms of financing. We will UniCredit Bank · 2011 Annual Repor t 157 Business Report Bank’s Segment Per formance Review also continue in our efforts to strengthen our status as a “family­friendly company”, according to the principle: a successful family, a happy individual, a successful bank. • The Bank will continue to strengthen its “social responsibility”, because it knows that its activity is intended for all the Bank’s stakeholders and that its results are closely linked with the results of the stakeholders, whether they are enterprises of any kind or individuals. Socially responsible investments strengthen mutual trust, which is a guarantee of new successes for all types of stakeholders. We are aware that operating conditions in 2012 will become even more difficult and that we will require plenty of additional knowledge and energy to achieve the goals we have set ourselves for the current year as well as for the medium term. We are confident that our results so far prove that we can achieve new goals, provided that there is both close cooperation and trust between us. Cooperation and trust are two things our Bank has always been known and respected for, which gives us a kind of optimism that is rooted in additional commitment from all of us. Managing Business Risks Risk Management The year 2011 continued to show the importance of having a strong focus on risk management and the continuous need to refine risk management practice. While our risk and capital management continuously evolves and improves, there is no guarantee that all market developments, in particular those of extreme nature, can be fully anticipated at all times. The risk management of UniCredit Banka Slovenija d.d. is driven by the Risk Management division. In the preceding Annual Report, the year 2010 was described as a test in time and 2011 was expected to present further challenges to be dealt with. Indeed, 2011 was nothing but normal and the Bank was exposed to further resilience tests coming from its environment. The somewhat inadequate financing structure of a large part of the Slovenian corporate sector and general structural issues continued to weaken the Slovenian economy. A rising number of corporate defaults and insolvencies, increasing unemployment rate and a sizeable state deficit were amongst the consequences. Preventive and responsive measures taken in the wake of the financial and economic crisis in 2008 and 2009, as well as the Bank’s prudent credit policy have saved the Bank from significant exposure in the sinking construction sector and to troubled financial holdings. Furthermore, the refurbished monitoring and reporting structure in 2010 enabled the Bank to timely respond to client warning signals and defaulting clients. Nevertheless, in 2011 the Bank still saw significant increase in non-performing volumes and numbers of clients in both, corporate and retail segments. In line with the adopted IRB approach, non-performing loans (NPL) are defined by 90 days past due and other standard non-performing measures. Due to responsive measures taken, as described above, the Bank was hit much less than the banking sector in general and proved to be amongst the top performing players in the market. In 2011, the Bank built up its impairments stock for an additional 23.4 million euros, which is 12 % above the budgeted net increase and 12 % above the previous year’s net add-on. The increase was mainly driven by the mentioned economic developments. As of 1 January 2011, UniCredit Banka Slovenija d.d., as the first and so far the only bank in Slovenia, started using the F-IRB approach for calculating capital requirements for credit risk. The IRB approach is more responsive to economic cycles than the standardized approach, which is currently being used by all of the Bank’s competitors. As a consequence, in troubled times the Bank is required to hold more equity for the increased systemic risks giving the Bank’s depositors more safety. From the strategic perspective, this will give the Bank a competitive edge in shaping the quality of its credit portfolio. The current economic situation and, in particular, the short-term outlook are affected by major uncertainties and there are pronounced differences in the growth momentum among different segments of the Slovenian economy. 2011 was tough. 2012 is not expected to be any easier. The Bank will continue to focus on intelligent restructuring of stressed credit exposure, management of risk weighted assets, improving its underwriting processes and monitoring activities. Regarding market and operational risks management, the Bank will continue to keep its high quality level monitoring of risks in line with the regulatory requirements and developments within the Group. Finally, in terms of risk appetite, a cautious expansion strategy shall be pursued in order to create a sufficient revenue base to maintain and improve the Bank’s loss absorption capacity. UniCredit Bank · 2011 Annual Repor t 159 Business Report Corporate Sustainability UniCredit Banka Slovenija d.d. as a part of UniCredit, a leading European bank, strives to be proactive in the area of corporate sustainability also and especially in the period of unstable market conditions. Now is the right time to establish and additionally build on the trust and proof that the Bank can stand by its clients also in more difficult times. Our advantage is our commitment to seeking the best solutions for all our stakeholders. Fairness, transparency, respect, reciprocity and freedom to act are the values we follow especially thoroughly in our daily work. It is essential for the Bank to create trust among the public (both locally as well as within the Group), strengthen it with its actions, and communicate it in a proper manner. It is important to do this in times of extremely volatile market conditions, when business partners seek the safest and most stable solutions and partners. We are building a positive climate within the Company, as we wish to provide our top-notch co-workers with enough challenges and comfortable working environment. We constantly upgrade our operations in line with the values from the Integrity Charter, which is common to all members of the Group. Relations with Employees At UniCredit Banka Slovenija d.d. we are aware that our employees are the source of power, energy, and knowledge that contribute to achieving the Bank’s long-term goals and satisfaction of customers and peers. Therefore, we pay careful attention to their personal development. COMMUNICATION WITH EMPLOYEES Our colleagues reflect the Bank’s operations and are the key factor in building respect in the eyes of other stakeholders. With activities that we performed in 2011 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 goals. With active communication and realization of the projects, such as the UniCredit Day, the Day in Business Unit, the Day at the Bank’s headquarters, collecting donations by employees under the auspices of the Unidea Foundation, UniQuest perspective employees educational program, 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 Group. We kept our employees informed about current topics by using channels such as letters from the Management Board, personal letters, e-mails, the Bank’s intranet page, and personally through meetings of employees. In Slovenia, we hosted twice a representative of the Group’s top management. Gianni Franco Giacomo Papa, the Bank’s Chairman of the Supervisory Board and the Head of UniCredit’s Division for Central and Eastern Europe, presented the Group’s goals and activities for achieving them. At both occasions, he was available for additional questions, thoughts and comments by employees, which attended the meetings. We were also actively involved in the preparation of a web monthly newsletter, which was launched in all CEE countries of the Group. Quarterly, we published local internal news called KomUNIkacija and we also published a theme issue focused on the new brand concept. We met with our colleagues and with UniCredit Leasing d.o.o. and UniCredit CAIB Slovenija d.o.o., the other two members of the Group in Slovenia, in the town of Debeli rtiË, where we celebrated the fourth anniversary of our new name. At this occasion, we combined the useful with the fun by working on the renovation of a vacation home for underprivileged children. All the members of the Bank’s Management Board who were present at the event, competed in the creative challenge of constructing playhouses for the children. At the inauguration of each of the playhouses, the Bank’s co-workers picked the best by referendum. This was just one of the activities with which we have proved that we also live by our written corporate sustainability principles, by putting them into practice. A well-known Slovenian cross-country skier, Petra MajdiË, joined our colleagues during this effort. Later on, a few enthusiastic cyclists also joined us (each year a large number of employees come to the event by bike). 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 One of the key principles which drive our attitude in the area of hiring is providing equal employment opportunities to all applicants for employment, regardless of gender or other personal circumstance. In the last five years (from 2007 to 2011), the number of employees at UniCredit Banka Slovenija d.d. has increased by more than 200 employees or 33 %, or 8 % in the year 2011 alone, compared to 2010. In 2011, despite volatile and uncertain conditions on the market, we opened eight new branches (the Branch Expansion project) and increased the number of our employees by 43. On a monthly basis, we have additionally engaged 38 students on average. GROWTH IN NUMBER OF EMPLOYEES 609 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 The average age of the Bank’s employees is currently 37 years, meaning that the average age of the population increased by 3 %, compared to 2010. 62 % of the staff employed by the Bank are women while 38 % are men - the gender ratio remained unchanged from 2010. We take care of diversity among our employees, which is also reflected in the mixed employee structure (namely, five employees or 0.8 % are expatriates, which is a result of employee DIVERSITY REPORT 100 % Management 1st level 2nd level 3rd level 4th level Board Management Management Management Management Female Male development programs within the Group) and the structure of managers by gender, as there are 51.3 % women and 48.7 % men at all levels of the management structure. This year, for the first time, six employees decided to accept temporary posts abroad in order to acquire new knowledge and experience (five employees in Austria and one employee in Serbia). In total, 96.6 % of employees are employed on the basis of a collective agreement. In 2011, 76 new employees joined our ranks in total, while 36 left the Bank (of which two retirements and one death). We have concluded 30 contracts for fixed-term employment, 8 traineeship contracts, and the remaining employment contracts were concluded for an indefinite period. On average, the Bank had monthly 70 fixed-term employees and 7 trainee employees, which is a total of 13 % of fixed-term employees over the year. The percentage of fixed-term employees has decreased by 2 percentage points as compared to the end of 2010. There are 144 employees employed with the Bank for more than 10 years, of which 39 for more than 20 years. In 2011, on average 31 women were on maternity leave throughout the year (5 % of the total employee population), and 47 children in total were born to our employees. All 22 new fathers took paternity leave. Pursuant to the Parental Protection and Family Benefits Act (Official Gazette of the Republic of Slovenia, no. 110/2006), 25 employees work part-time, with nine employees working a 4-hour work day being UniCredit Bank · 2011 Annual Repor t 161 Business Report Corporate Sustainability paid 65 % of a full salary as a form of incentive to help employees reconcile family and work obligations. EDUCATIONAL STRUCTURE The Bank and its employees pay particular attention to knowledge and education, as evidenced by available data showing that 6.7 % of our employees hold a Ph.D. or Master’s degree (an increase of 0.7 percentage point over 2010); 53 % of employees hold higher or university education degrees (up 2.1 percentage point); while 40.3 % of employees have high school diplomas (a 2.8 percentage points decrease over 2010). A trend of an improving education structure is seen, as the level of higher or university education degrees increased. TRAINING AND EDUCATION In 2011, the Bank allocated 0.32 % of total revenue toward employee training, meaning that the amount spent for educational purposes increased by 20 %. Notwithstanding the very limited resources, the Bank succeeded in meeting the most important educational needs, for which we also received the TOP 10 Educational Management 2011 award, for the second consecutive year. The award is granted by Planet GV, in cooperation with the Sofos Institute for Educational Management, to ten Slovenian organizations that systematically invest in knowledge. In 2011, the Bank decided once again to financially assist its employees who study part-time, if they qualify for subsidies. For this purpose, the Bank allocated 9.000 euros and NUMBER OF EDUCATION / TRAINING HOURS 31,000 financially supported six employees, five of which are enrolled in postgraduate study programs, including one doctoral program, while for one employee, the Bank covered part of the costs for a third level exam to obtain the title Chartered Financial Analyst. In 2011, we conducted a total of 22.400 hours of educational and training activities (a 31-percent increase compared to 2010). The average stood at 40.5 teaching hours per employee (a 23-percent increase compared to 2010) with an average cost of education and training per employee amounting to over 480 euros. The topics covered by training and educational activities included banking specific topics, as well as communication techniques, management skills, and improving language skills. In 2011, we conducted a few workshops on stress management and prevention of burnout in the workplace. E-learning represented a major innovation in the year 2011, since more than 300 employees took the online course Transition to MS Office 2010, while over 120 employees attended and successfully completed the e-course entitled “Prevention of Money Laundering and Terrorist Financing”. The share of internal trainings was 34 % (representing a 6-percent decrease compared to 2010 in the total share of internal trainings) and comprised the following topics: products and processes (a total of approximately 69 % of all internal trainings), the introductory seminar for new employees, titled “Welcome Amongst the Best” (a total of 14 % of all internal trainings), introduction and 2007 2009 2010 2011 162 2011 Annual Repor t · UniCredit Bank Business Report Corporate Sustainability Within the Group there are many opportunities for additional training and education in international teams and in an international environment. In 2011, various post-graduate and master’s programs were conducted, which offered additional expertise in investment and corporate banking and retail banking. The Group also offers the UniQuest program, intended primarily for talents and aiming at finding and developing young experts from across the Group. Each employee can submit the application for this program; however, the acception is based on meeting specific criteria and successfully passing the admission procedure and assessment. The program’s advantage is that the chosen candidates have the opportunity to work on real business projects of the Group for one year. Up until 2010, one employee from our Bank managed to qualify for the program each year, which means that we now have 4 “Uniquesters”. In 2011, our promising employees were more interested in the Group’s most recent project entitled “CEE has no boundaries.” This is a project aimed at ensuring the international mobility of talents and three of our employees took part in it. We systematically take care of employee development also with the help of the “Performance Management” system, the key characteristics of which are: joint objective setting (leader-employee) with each employee and mid-year and annual evaluation as well as providing feedback on work performance. The annual development interview, as part of the Performance Management system, represents a foundation for employee development and we consider it to be a competitive advantage, as assessment of quantitative and qualitative objectives as well as behavior and skills is the foundation for such an interview. The result of performance management is better familiarity with the goals and strategy of the Bank and of the individual organizational, exchange of opinions regarding success at work and therefore greater employee satisfaction. The Performance management system is also related to the compensation system, which went through some major changes this year. This is partly due to the requirements set forth by the financial regulator, which has introduced changes in local legislation, based on changes of remuneration policies introduced by the European financial regulators. In December 2011, we thus adopted the revised Compensation Policy, which is consistent with the substantive requirements in the field of compensation policies, introduced by the regulators. The main features of the revised compensation policy are as follows: the Policy defines employees with special nature of work, the period of deferred payments for employees with special nature of work is defined, a unified performance monitoring system for all employees (both in the sales and non-sales departments of the bank), a unified frequency of monitoring results, the introduction of a common goal for each employee (Economic Value Added for the year 2011), a unified frequency and timeline for payments of the variable part of remuneration based on performance achieved for all employees. We believe that the renovation of the Performance Management system has contributed substantially to the sustainability of operations and to ensuring the achievement of positive results in the long run. We are also proud of the Bank being awarded the Most Respected Employer award by the employment portal Mojedelo.com, based on the results of a survey conducted among around three thousand individuals in November of 2011. In 2010, based on the development programs, the Management by Objectives system, the annual development programs and the Bank’s needs, 20 % of employees in total were promoted, of which almost 7 % vertically, others horizontally. SURVEY ON EMPLOYEE SATISFACTION Since 2006, we have been conducting a survey on employee satisfaction (People Survey) within UniCredit, which presents the key element of our model of employee management and their skills and knowledge. Therefore, we conduct the survey each year or every two years, and continuously measure the progress we have made in our efforts to maintain and increase business success and create a comfortable working environment, where employees can fully express their potential. On the other hand, feedback helps us to improve the quality of relations and the satisfaction of our employees and, as a consequence, of our clients. In 2011, over 134,000 employees from the entire UniCredit participated in the People 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 88 % (7 % more compared to 2010) -a reflection of our employees’ strong commitment to the Company, which is one of our main advantages. With our participation in the survey, we also contribute to charity, as in 2011 the non-profit foundation UniCredit Unidea donated one euro for each completed survey for humanitarian purposes. The results of the most recent survey showed that, compared to the previous year, the perceptions of the employees regarding various aspects of the Bank’s operations remained at the same level as last year or changed only slightly. Based on the information gathered and an analysis of the key drivers of commitment to our Bank, we highlighted the main areas which we will be even more focused on in 2012 than we were before. The results of this year’s survey on employee satisfaction were published on our intranet site and we discussed the specific reasons behind the results at our focus workshops, which were led by the Human Resources department. Within these workshops, we also collected suggestions as to what we all can do together to change a particular aspect of the Bank and how we feel as its employees. Much emphasis has been given to the fact that we all share the responsibility for our own well-being and thus also for the functioning of the entire Bank. A focused discussion between the Management (Management Board and heads of divisions and departments) on the critical areas and on the preparation of an action plan with key activities was also based on the results of these meetings, where there was a special emphasis on communication, work performance management and leadership. All the changes applied and measures taken are intertwined with an emphasis on self-education and promotion of all the educational activities within the Bank and also within the Group. In line with this stance, we are very proud of our internal library, which already counts more than 100 business books, magazines and other audio or video material and is steadily growing. On the subject of education, the People Survey has shown that employees miss educational activities being announced, so we introduced regular monthly notifications on education activities. We also set the standard for the number of hours dedicated to education for each individual. Each employee is required to complete at least 24 hours of training each calendar year. We are focused on ensuring that the educational activities are linked to the actual needs of the employees and organizational units and they are determined during the annual development interviews. We also focus on the development of the leadership potential of the Bank’s young talents. We have also introduced and implemented several e-courses (Anti-Money Laundering and Terrorist Financing, Safety at Work, Transition to Microsoft Office 2010). Among the major changes that were introduced as a result of the survey, one shall emphasize the reform of the Performance Management system, which provides, among other things, IT support for the implementation of annual interviews and evaluations and allows for more efficient execution, all information being available in one place and greater transparency. Additionally, we started implementing career interviews with those employees who expressed a desire to move forward during their annual development interviews. In 2011, we continued with good practices, including the Breakfast with the Management event. The event allowed the employees of the Risk Management Division, mothers returning from maternity leave, employees celebrating ten years of employment with the Bank and those who work considerably beyond their set targets, to share their thoughts, views and proposals with the Management. Back-office employees had the opportunity to learn about the functioning of business units during a day that some back-office employees spent at the business unit. Of course, the employees of the individual business units also wanted to learn about the working day of back-office employees, which is why some employees from the units were invited to spend a day with us at the Bank’s headquarters and familiarized themselves with our work. Both days largely contributed to a better understanding of the operations of each unit and its importance and we have also significantly improved cooperation between the units. This is also a way to gain better knowledge of our customers, their needs and expectations. In 2009 and 2010, we conducted a Group level internal survey on employee satisfaction with human resources services. Based on the results of that survey, we continued to carry out a multitude of activities in the year 2011. We have established an HR communication strategy and started publishing an HR newspaper called HRMD News, we started publishing news and interesting short articles on communication in everyday use and providing managers with general information, current events and important HR topics that they should be familiar with, on a quarterly basis. We started providing regular monthly briefings on interesting education activities in the coming month and continued with our series of workshops for managers under the title “Managers as HR Champions”, and introduced the Human Resources Business Partners system for the individual divisions; an HR Business Partner acts as a partner for each division for all HR related operations, allowing for processes to run faster and in a more transparent way. In this way, HR experts can work more easily and efficiently with their colleagues from the individual business divisions to solve their challenges, since they have a better understanding of the processes and difficulties that can arise in their work. With the purpose of allowing the employees to gain better familiarity with the activities of the Human Resources department, we have continued hosting informal social events, which consisted of inviting employees from different units to have morning coffee and an informal chat under the title “Are you coming?”. We are especially proud of the fact that we have been holding the Family-friendly Company Certificate for over a year now. Accordingly, we started to pay much more attention to families and to helping the employees balance their professional and private lives. Among the measures that were already implemented, we must highlight the children time bonus, which refers to the fact that all the parents whose children first started school in September, were able to accompany their children to school and were given special leave. Parents, who are starting to introduce their children to kindergarten, can organize their working hours in a flexible manner during the week of introduction to kindergarten. In addition, pursuant to the legislation in force, our female and male employees who should opt for shorter work day can do so after returning from maternity leave and we encourage them to choose a 4-hour work day with a 65 % salary. Among other measures that have already been introduced, we must mention the flexible working hours, since all the employees have a fixed amount of work hours and can choose when to arrive to work and when to leave. For several years now, we have been delighting the employees’ younger children with a visit from UniCredit Bank · 2011 Annual Repor t 165 Business Report Corporate Sustainability Santa Claus and with congratulations and a little present at their birth. In 2011, we have also carried out an employee survey on this subject, to which 42 % of our employees responded. The survey showed that almost all employees have heard that the Bank has received the certificate and most of them believe that they were provided enough information on the family-friendly measures implemented and on how they can benefit from them. 26 % of the participants in the survey have already taken advantage on one of the measures, at which point it must be noted that some of the measures are understood in the context of other employee rights and not as part of the certificate. The vast majority (around 80 %) believe that they can come to their leader if they have any difficulties balancing work and family life and that they can usually find a way to solve the problem together with their leader. Most of them also believe that the Bank’s Management listens to them and supports them in solving problems associated with reconciling work and family life. When asked how they would evaluate the Bank as a “family-friendly company,” 49 % of the employees responded with “good, “very good” or “excellent”. The positive feedback we have received through the survey gave us even greater confidence to continue the project and we intend to keep implementing individual measures in accordance with this vision in the following year. In 2012, we also intend to introduce measures aimed also at employees without families and children and at other segments of employees and thus create an “employee-friendly company”. VALUES Since we are becoming more and more aware of the growing need for sustainable business that delivers maximum benefits and value for all our stakeholders, this year, on the occasion of the UniCredit Day and in the discussion on our values (fairness, trust, respect, transparency, freedom of action and reciprocity), we focused particularly on sustainable operation and reflected upon real-life stories and on the kind of behavior that puts our values into practice. On this day, we organized workshops, where we exchanged “stories” - examples from practice, where employees talked about working in the spirit of our Bank’s values and on the topic of sustainable operation that leads to long-term relationships and positive results. The Ombudsman position, which has been established in the Bank since 2007 (and since 2006 in the Group), allows independent submission of potential complaints relating to breaches of the Integrity Charter caused by acts or behavior among employees or between the employees and the Bank. By doing this, we aim to accelerate solutions of interpersonal conflicts and difficulties, to encourage cooperation at work, and to create synergies among members of the Group. The Ombudsman deals with topics such as discrimination in the work place, discrimination based on subjective criteria, intentional information withholding, mobbing, sexual harassment, stalking and so on. In 2007, we appointed retired employee, Mojca Gošler, to the position of Ombudsman and in 2009, another former employee, Polona ZupanËiË Ban, was appointed Deputy Ombudsman Both Ombudsmen know the Bank and its employees very well and can thus more easily cooperate in the resolution of potential cases. This year, the Ombudsmen reversed their roles, meaning that Mojca Gošler took over the role of Deputy Ombudsman and Polona ZupanËiË Ban became Ombudsman. In 2011, the Ombudsmen thus recorded nine cases (a 40-percent decrease from 2010), which were mostly related to breaches of the value of equality or the right to equal treatment. Most cases were successfully resolved by means of discussion and finding new, different views on the situation. TAKING CARE OF EMPLOYEES Systematic monitoring of our employees’ health is both our obligation and a commitment that expresses our support of our employees. In 2011, we thus conducted 198 preliminary or periodic medical examinations and at the end of October, we traditionally provided our employees with the option for a flu vaccination. On average, 10 % of employees take part in this vaccination, which is organized at the Bank’s headquarters. Additionally, the Bank takes out a group insurance against accidents for all its employees. Education activities regarding health and safety at work and fire protection are also a component of professional training of all employees. We therefore organize the trainings required in this context, as prescribed by the law, every year. This includes Health and Safety at Work and Fire Protection courses, which every employee must attend as soon as possible after commencing their employment and these skills must be renewed in accordance with our Safety Statement with Risk Assessment every 5 years. In 2011, 97 employees concluded the training. The percentage of sick-leave in 2011 remained close to the level of 2010, but increased minimally from 4.0 % to 4.2 %. 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 14.4 % of total sick-leave days). Employees have an average of 25.5 days’ leave and the holiday allowances are 62 % higher than the maximum amount that is exempt from the payment of contributions. Within the framework of our care for the elderly, we also provide the possibility of participating in a voluntary supplemental pension insurance, which 64 % of our employees opted for. This figure is understandable considering the age structure and awareness of our demographic situation in relation to pension forecast. 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 the situation on the labor market. Thus, the fluctuation rate decreased from 8.09 % in 2008 to 6.08 % in 2009 (also the result of the unstable labor market, since unemployment in Slovenia rose by 50 % as compared to 2008), to 5.6 % in 2010 and then to an even lower level of 5.5 % in 2011. We also take care of the health and well-being of our employees, as well as giving them the opportunity to socialize, through the Bank itself and also the sports association Tilda, by organizing sports events, subsidizing cultural events and sports activities, New Year’s get-togethers, visits by Santa Clause for the children of our employees, a sports day for our employees, a summer picnic, etc. Members can also participate in events organized through the sports and cultural association Tilda, which has 447 employee members, 13 students and 6 retirees. Client Relations 2011 was strongly marked by the specific situation on financial markets to which we also adjusted the Bank’s marketing strategy. As a part of the Group, in 2011, the Bank was endeavoring to approach, as close as possible, the target segments, inter alia, also with the new brand positioning. Clients daily face new challenges and opportunities; therefore, we always wish to listen to them carefully and offer them solutions which truly correspond to their needs. We call this “real life banking” and it represents the new positioning of our banking Group. It also has to be placed in all points of contact with our clients. Our new positioning slogan - Life is full of ups and downs. We are there for both. - derives from the new brand positioning and our mission, which strongly emphasizes the commitment to offer concrete solutions for our clients’ needs. In the retail banking segment, we placed emphasis on savings, investment and insurance products as well as on consumer loans which were presented to selected target segments by means of comprehensive marketing and communication campaigns and promotions at points of sale. As a modern and advanced Bank, we introduced the first universal mobile application called Mobilna Banka GO!, which is simple and safe to use on mobile phones. To promote the new service, we also made use of the most advanced form of mobile advertising in addition to traditional media. We presented the new service to existing and prospective clients by means of a microsite on smartphones and iPads, for which we received a Webit award in the Online / Mobile Banking and Personal Finance category at the international Webit Congress in Sofia. We approached different needs of target clients, who have become more demanding within the last years, with the updated and comprehensive offer of private banking packages and a new VISA payment and credit card, which includes Solid insurance with Coris assistence. Thus we consolidated the long-term relationship with the existing clients, while we tried to encourage prospective clients to switch their bank. As members of UniCredit, we continued sponsoring the UEFA Champions League in the 2010/2011 season. With football-related promotions, we created special offers for individual segments, and presented our Bank to existing and prospective clients in a sporting spirit with consumer loans, the Football Bank Package, a limited series of the MasterCard payment card with the UEFA Champions League logo, the ››Make a kid smille« play contest, promotion in branches and at several social events. We conjured up a unique experience to the Slovenian public in April 2011 when we hosted the UEFA Champions League Trophy in Ljubljana. Football fans were able to admire it live and take pictures with it. At the end of May, we organized a social event including the watching of the UEFA Champions League final and a children football school for 80 boys and girls. Within the framework of the project of UniCredit entitled “Make a kid smille”, we enabled twelve Slovenian children aged between 7 and 12 to attend a 5-day free international summer fun football school for children in Croatia and thus offered them a blend of fun football, cultural activities and other opportunities to socialize with new friends. In 2011, football fans were regularly able to see our brand on football matches mainly on TV screens and some also live. As the sponsor of the UEFA Champions League, in 2011, we enabled some of our clients and winners of play contests to attend football matches, and some were also enabled an exclusive experience, namely, to attend the UEFA Champions League final in London. We provided a special experience to two children accompanied by their parents who traveled to Milan in February 2011 to see the Round of 16 of the UEFA Champions League, where they accompanied some of the biggest football stars to an evening game. In 2011, we continued to introduce the exclusive private banking service intended for clients with more demanding financial expectations. The service is based on the personal and comprehensive treatment of the financial needs of our clients, for whom we help select the right banking and other financial products through expert advice by our private bankers. The Pioneer Investment Conference intended mainly for private banking clients highlighted the current situation on capital markets UniCredit Bank · 2011 Annual Repor t 167 Business Report Corporate Sustainability and presented investment opportunities to investors. We prepared an exclusive Business Platinum package for the small companies segment. It is intended for professions with a high level of responsibility and everyday contact with clients. It was tailor-made for lawyers, notaries, doctors, dentists, veterinaries and pharmacists with a wish to facilitate their banking operations and the operations of their private practice. The package is distinguished also by an interactive compact disc which contains tax and accounting as well as financial contents and which was prepared in cooperation with the Verlag Dashöfer publishing house. By means of a service offering the acceptance of cards at points of sale (POS terminals), we approached mainly small companies which wish to enable their clients a fast, safe and simple purchase at their points of sale by the use of payment cards and thus affect higher sales and the satisfaction of their purchasers. For business partners of the Corporate and Investment Banking division, we organized several interesting and well-attended events. The most attention-grabbing event for clients was the UniCredit Financial Days. The two-day professional event which hosted the most reputable business partners and some of the most prominent representatives of the Slovenian economy was dedicated to causes of overindebtness of Slovenian companies, different financing possibilities and conceptual solutions which might lead to development breakthroughs and business victories in times of recession. The traditional spring Financial Market Breakfast also represented an opportunity for the exchange of experience and business practices as well as for socializing with colleagues. It was devoted to the presentation of cash instruments, currency trends and interest rates on local and international financial markets. At the Photovoltaic event - a view from the European perspective, we presented European trends from the sphere of renewable energy resources and the photovoltaic technology. At the SEPA professional training, clients got acquainted with advantages of new payment instruments brought about by the introduction of SEPA (Single European Payment Area). Municipalities face the lack of resources and restrictions for faster and more quality implementation of infrastructural projects. We thus organized an event where experts from different fields discussed alternative possibilities of financing the public infrastructure. We presented current macroeconomic events as well as the optimum solutions for the financing of ordinary and export operations for medium-sized companies at several regional events. 2011 was marked by as many as two venerable jubilees, namely the tenth anniversary of our friendship with the Slovenian Philharmonics and twenty years of the Bank’s operations in Slovenia. On that occasion, our business partners and we listened to the sounds of the Brass Band of the Slovenian Philharmonic, which filled the magnificent concert hall of Postonjska jama. The exclusive corporate Azimut magazine, which is, in the first place, intended for managers and financial directors, and which is published quarterly for the fourth consecutive year, combines professional topics enabling easier financial and business decision-making; it also inspires and broadens horizons. As in the previous years, in 2011, we approached our target segments through various communication channels and presented them interesting and tailor-made banking products. With our personal approach, the new brand positioning and modern marketing communication, we proved to be a truly client-oriented Bank. We are aware that life is full of ups and downs; therefore, we have been investing considerable efforts to understand consumers and help them realize their wishes, ambitions and goals. Media Relations 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, responsiveness 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 interest by the media for reporting on the Bank. In the spirit of excellent cooperation in 2011 and as an invitation to an effective communication in 2012, we invited the journalists to an informal event- pottery workshop. The cooks from the Friends of Youth Association of Slovenia, to whom we dedicated our New Year donation, baked potica for the media representatives and shared with them part of their hospitality. In 2011, we received a total of 750 sets of journalist questions, prepared more than 50 articles in the form of advertisements and over 80 press releases. Throughout the year, journalists were promptly updated on the events in the Bank and we published information and photographs on events and people also in the press centre on our website. We set up and started to actively NUMBER OF PUBLISHED ARTICLES ON THE BANK 3,756 3,632 2005 2006 2007 2008 2009 2010 2011 manage our presence in one of the social media. With an open approach we increased our presence in 2011, through 3,632 publications. At a press conference organized in spring of 2011, we presented to the media our business results achieved in the year 2010. Slovenian journalists were invited to participate in the Group’s project “Journalist award for reporting about CEE”, where in 2011 a journalist from Slovenia was awarded. We enabled some journalists to be present at the Euromoney or EBRD conferences, which were supported by UniCredit. A press conference was also organized on the occasion of presenting the awards for social inclusion by the UniCredit Foundation and we organized a breakfast with the Pioneer Investments fund manager Peter Bodis. The journalists were also actively invited to certain events for clients, especially the ones where we discussed the economic trends. Relations with Local Communities On their own initiative and based on their knowledge of the local environment, the Bank’s branches were independently communicating with the local market through a variety of communication channels. The branches thus conducted local events, direct marketing, made donations and sponsored sports, charity and cultural events, taking place in their own local communities. Through direct mail and other activities, we contributed to the intensity of communicating these activities and the Bank’s offer. Sponsorships and Donations For UniCredit Banka Slovenija d.d., social responsibility means creating sustainable value and further development of long-term partnerships in the environment where we cooperate with all our stakeholders. They include our employees, clients, suppliers, investors and local communities in which we operate. To create sustainable value and further development, we supported, with sponsorships and donations, mainly projects related to culture and sport, helped socially deprived and disadvantaged children, supported projects encouraging greater social integration and raised awareness concerning responsible sustainable management. Our employees were engaged in these activities to the fullest possible extent. We supported the activities of Dr. Šiftar Foundation engaged in the preservation of the cultural and natural heritage of Prekmurje. By making a donation, we helped with the realization of the Carinthian Cultural Days in Ljubljana. We supported the activities of the Slovenian International Ladies Association (SILA) in the organization of the Charity Bazaar, the proceeds of which are intended for welfare purposes. We also made a donation to a non-profit Mayor’s Fund Institution, which raises funds to help and for scholarships of pupils and students of the Velike LašËe municipality. UniCredit Banka Slovenija d.d. participated as a donor in support of humanitarian activities of the PalËica Children Shelter. In 2011, we again financially supported the organization of the Young Roots Camp intended for socially excluded and deprived children as UniCredit Bank · 2011 Annual Repor t 169 Business Report Corporate Sustainability well as the humanitarian projects such as the Red Noses (collecting waste cartridges and financial contributions in the Bank’s branch network) and the collection of plastic bottle caps for humanitarian purposes (to buy wheelchairs and equipment for children). We contributed funds for the purchase of mammography equipment for the Maribor Health Center and took part in the charity auction of paintings drawn by the children of the Kamnik Elementary School (Osnovna šola 27. julij), which trains children with special needs for independent life. By donating funds, we helped volunteers of the Sappa society with the organization of the event entitled Sailing for tomorrow with pupils of the Cirus Institution. By being godparents to two indigenous plants, we contributed to the activity of preserving plant species in the Ljubljana Botanical Garden. Upon the disaster which affected the Japanese town of Fukushima, we contributed solidarity financial help to help the victims. As a sponsor, we contributed to the Safe Way Institute for the implementation of training and the raising of awareness of children and young persons about safety in road traffic as well as for assistance to victims of car crashes. By donating funds, we helped the Maribor Economists Association to realize a convention entitled Economic development strategies, and supported the realization of Financial Days intended for training and informing members of the Chamber of Crafts across Slovenia. Within the framework of the UniCredit Alumni Achievement Award sponsorship, we awarded a prize to AAA graduates of IEDC -the Bled School of Management for their exceptional career achievements, leadership, endeavors in the field of the development of the community and their contribution to the development of the School. The AAA award contributes to the expansion of the IEDC mission whose intention is to inspire and train creative and responsible leaders who form their organizations into economically fair, socially responsible and environment friendly companies. In cooperation with the UniCredit Foundation, we tendered an award in the amount of 100,000 euros for three projects from the sphere of social inclusion. The award was received by the project of social enterprise for its organized collection of textile and its re-use (the Textile Making Factory), the Mozaik Society for the project of integration of people at a disadvantage on an eco-farm in Šalovci, and the Anton Trstenjak Institute for the project of training and organization of mobile family guardians in municipalities suffering from depopulation with the aim of enabling the elderly to live in their homes for as long as possible. In 2011, we participated again as a sponsor in the Ana Desetnica International Street Theatre Festival in Ljubljana. By means of a donation, we participated in an exhibition presenting the best advertising and design solutions of 2010 chosen by the international Art Directors Club Association. The exhibition took place in the JakopiË Gallery in Ljubljana. For the tenth consecutive year, our donations enabled the Slovenian Philharmonic Orchestra to buy new instruments; this time, the Orchestra was enriched by two concert violas. As a multi-annual supporter of the Managerial Concert, which represents the main cultural event of the Slovenian professional public and which is an important donor event, we contributed to music involvement of talented young musicians. In 2011, UniCredit Banka Slovenija d.d. officially supported some sports. We take pride in the UEFA Champions League sponsorship, which has been contributing to reputation and consolidation of the international UniCredit brand in member states of UniCredit since 2009. Thus, the Group decided last year to renew the sponsorship agreement with UEFA Champions League, which means that we will be flirting with football and football-related marketing activities right up until 2015. As a long-standing sponsor of Slovenian Nordic Ski Teams, we supported Nordic disciplines in 2011 - competitors in cross country skiing and young ski jumpers. As a sponsor, we also cooperated with the HDD Tilia Olimpija hockey club and supported smaller local sports projects. At the end of 2011, UniCredit Banka Slovenija d.d. enabled, by means of a donation, the Friends of Youth Association of Slovenia the organization of the Youth and Europe project. It is a project intended for socially deprived pupils from throughout Slovenia who achieve outstanding academic results. It enables them to discover some European countries. Our New Year’s donation was also intended for the Rakitna Youth Health Resort for the employment of therapy with horses, which is intended for children and young people from socially deprived backgrounds who face distress and physical problems. In December 2011, our employees and clients collected old books and toys within the framework of the “Old books for a new smile” action. The collected toys, board games and books were intended for children under the auspices of the Friends of Youth Association throughout Slovenia, for local nursery schools and the Ljubljana Social Work Center. 170 2011 Annual Repor t · UniCredit Bank Raising standards to protect the environment. UniCredit is an environmentally conscious institution and, in Slovakia, it has instituted an energy management system that complies with the STN EN 16001 EMS certification standards. This is the Bank’s second such certification, building on an earlier ISO 14001 certification, and underscores its commitment to reducing emissions and protecting the environment from further climate change. This was a concrete endorsement of the articulated project of lower energy costs. The development of sustainable energy programmes is strategic both for the European Union and for UniCredit which has its own project named Environmental Programme Sustainability. A tangible and certified answer to an issue of great social importance. Report from the Supervisory Board Repor t from the Supervisory Board General In 2011, the Supervisory Board of UniCredit Banka Slovenija d.d. regularly monitored and oversaw the current business operations of the Bank, the financial results attained and the work of the Management Board, in accordance with its powers, authorizations and duties as set out in the Articles of Association of the Bank and in the Rules of Procedure of the Supervisory Board, as well as in the Companies Act and the Banking Act and respective executive regulations. At the Supervisory Board’s regular sessions, the Bank’s Management Board kept the members of the Supervisory Board informed of the following issues: all important business events in the Bank and other activities related to the Bank’s operating business; the economic and political environment; important changes of legislation that affected the Bank’s operating business; and achieved financial results as compared to the adopted financial plan of operations. The Management Board also regularly informed the Supervisory Board about the expected financial results until the end of the fiscal year and about end results. In 2011, there were some changes in the structure of the Bank’s Supervisory Board. Subject to the resignation statement of Federico Ghizzoni, his function as Chairman of the Supervisory Board member ended on 31 March 2011. At the Bank’s General Meeting on 19 April 2011, Gianni Franco Giacomo Papa was appointed as Supervisory Board member for the period from 21 April 2011 until 30 April 2014. He was appointed as new Chairman of the Supervisory Board at the Supervisory Board meeting on 21 April 2011. The Supervisory Board of the Bank is thus composed of six members, namely Gianni Franco Giacomo Papa (Chairman), Martin Klauzer (Deputy Chairman), Alessio Pomasan, Franco Andreetta, Heinz Karl Tschiltsch and Giuseppe Verrascina. Despite the specific ownership structure, whereby UniCredit Bank Austria AG is almost a 100-percent owner of the Bank and UniCredit Bank Austria AG’s majority owner is UniCredit S.p.A., two Supervisory Board members (Franco Andreetta and Giuseppe Verrascina) are not employed with the Group, but as external experts in the area of accounting and financial business contributed to a high-quality and transparent performance of the Supervisory Board in the year 2011. Moreover, the members are not personally, directly or indirectly, involved in the ownership structure nor are they in any business relationship with the Bank, thus avoiding any potential conflicts of interest. Nonetheless, the Group has all the adequate mechanisms to control and solve potential conflicts of interest, should they occur. In the year 2011, the Bank’s Supervisory Board met and adopted resolutions at five regular meetings. All members of the Supervisory Board were present at the second regular meeting, while the following members excused their absence: Federico Ghizzoni at the first meeting, Heinz Karl Tschiltsch at the third meeting, Gianni Franco Giacomo Papa and Heinz Karl Tschiltsch at the fourth meeting and Martin Klauzer and Alessio Pomasan at the fifth meeting. In line with legal provisions, its powers as set out in the Articles of Association and in accordance with the Bank’s need for efficient work, individual resolutions were also adopted at the Supervisory Board correspondence sessions and subsequently presented and validated during the next regular meeting of the Supervisory Board. The Supervisory Board verified its activities on a regular basis and thus additionally contributed to the expertise and quality of its work. The Supervisory Board therefore deems its work in 2011 as professional and in line with the valid legislation and internal rules of the Group. Important Supervisory Board Decisions At its 45th regular meeting, on 3 March 2011, the Supervisory Board adopted the Annual Report of the Bank’s operations for 2010, proposed to the General Meeting of Shareholders of the Bank the nomination of an External Auditor on the basis of the Audit Committee proposal, provided its opinion on the Internal Audit unit’s Annual Report on internal audit for 2010, adopted the Resolution on the use of the net profit for 2010 and approved the Management Board’s proposal for the use of the accumulated profit for 2010. It was briefed about the Auditor’s report of the Authorised Auditing Company for 2010, to which it had no comments, and approved all other documents, on whereupon the General Meeting of Shareholders of the Bank made decisions on 19 April 2011. At the 46th regular meeting, which took place on 21 April 2011, the Supervisory Board approved amendments to the Articles of Association of the Bank due to the capital increase which was subject to the implementation of an internal capital adequacy assessment process and accredited the Bank’s results for the first quarter. On 19 July 2011, at their 47th regular meeting, the members of the Supervisory Board gave its consent to the compensation policy of UniCredit and approved the half-year results of the Bank. At its 48th regular meeting on 19 October 2011, the Supervisory Board approved amendments to the Rules of the Procedure of the Management Board of the Bank and the Rules of Procedure of the Supervisory Board of the Bank, organizational changes of the Bank and the Bank’s results for the third quarter. On 13 December 2011, at its 49th regular meeting, the Supervisory Board adopted the compensation policy of the Bank and approved the guidelines and internal audit plan of the Bank for the year 2012. 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 2011 and adopted the compensation policy of the Bank in line with the act amending the Banking Act. The Supervisory Board also closely monitored the response of the Bank to the current development in the economy. Moreover, the Supervisory Board was regularly informed about the implementation of the plan of work of Internal Audit and its findings, as well as the inspections conducted by external institutions. Operations of the Supervisory Board Audit Committee The Audit Committee of the Bank’s Supervisory Board had five regular meetings in 2011 (consecutively numbered from 15 to 19). As an advisory body of the Supervisory Board, which consisted of Giuseppe Verrascina (Chaiman), Franco Andreetta (member) and Živko Bergant (independent external member), the Audit Committee’s operations include assessing, advisory and proposing functions, whereby it supports the Supervisory Board in the fulfilment of its duties and responsibilities regarding: the adequacy and effectiveness of the Bank’s internal control procedures, including the assessment and measurement of risks and risk management; the compliance with legislation, rules and policies governing the Bank’s operations; the adequacy of accounting standards used for the preparation of financial statements; the adequacy and independence of the external bank auditors and the assurance of an adequate employee structure within the Internal Audit unit. Use of Net Profit and Accumulated Profit for Fiscal Year 2011 In 2012, the Bank’s Management Board presented for discussion to the Supervisory Board the Resolution on the use of the net profit for the fiscal year 2011 in the amount of 14,740,834.91 euros and the draft Resolution on the use of the accumulated profit for the fiscal year 2011 in the amount of 7,370,417.45 euros. Given the adopted mid-term plan of the Bank and with a view to meeting the adequate capital adequacy requirements in times of crisis on capital markets, the Management Board proposed that the Bank’s net profit be allocated, in its entirety, to other Bank reserves instead of being distributed to the shareholders or other persons. The Bank’s Management Board also proposed that the Supervisory Board and the General Meeting of Shareholders adopt the proposed Resolution on the use of the net profit for the fiscal year 2011, in accordance with their powers. The adoption of such resolution will allow for the Bank’s stable future growth. The Supervisory Board adopted the Resolution on the use of the net profit for 2011, approved the Management Board’s proposal for the use of the accumulated profit for 2011, and recommended to adopt it in the proposed form at the General Meeting of Shareholders. Annual Report for 2011 The Bank’s Management Board prepared the Annual Report on the business operations of UniCredit Banka Slovenija d.d. in 2011 and presented it to the Supervisory Board for review within the legally prescribed deadline. Together with the Annual Report, the Supervisory Board also received the Audit Report on the review of the financial statements for the fiscal year 2011 and an additional Audit report on meeting the criteria for managing risks in the bank from the first paragraph of Article 211 of the Banking Act, both prepared by the certified auditing company KPMG Slovenija d.o.o., allowing the Supervisory Board to formulate a position on the Bank’s Audit Report. The Supervisory Board reviewed the Annual Report, submitted by the Bank’s Management Board. It established that the Annual Report was consistent with the reports and information on the Bank’s performance in 2011, as well as with the reports on the economic and political environment in which the Bank operated and which were presented to the Supervisory Board during the course of the fiscal year. Comparing the Annual Report with the audited financial statements for the fiscal year 2011, the Supervisory Board established that the financial results presented in the Annual Report were consistent with the Audit Report. Having examined the reports, findings and recommendations of the Internal Audit and external auditors, the Bank’s Management Board took these recommendations into consideration and carried out the activities necessary for their implementation or ensured their initiation. In the opinion of the Supervisory Board, both the Management Board and the Supervisory Board fulfilled all their legal requirements in the fiscal year 2011. 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 2011. The Audit Report on the review of the financial statements for the fiscal year 2011, 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 2011 and about an additional Audit report on meeting the criteria for risk management for 2011 and had no objections thereto. Gianni Franco Giacomo Papa Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. UniCredit Bank · 2011 Annual Repor t 173 Report of Auditors UniCredit Bank · 2011 Annual Repor t 175 Financial Statements Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Equity Statement of Cash Flow Summary of Accounting Policies Notes on the Financial Statements Risk Report 216 Statement of Financial Position EUR 1,000 Item Note 31. 12. 2011 31. 12. 2010 Cash and cash balances with the Central Bank 1 62,796 84,316 Financial assets held for trading 3 67,988 117,940 Financial assets designated at fair value through profit or loss 4 - - Available-for-sale financial assets 5 295,158 390,750 Derivatives - hedge accounting 6 6,866 4,874 Loans and receivables 7 2,446,322 2,334,802 To banks 90,083 25,642 To customers 2,356,239 2,309,160 Held-to-maturity financial assets 8 19,968 29,886 Property, plant and equipment 9 12,727 8,995 Intangible assets 10 17,317 15,032 Tax assets 11 11,609 3,634 Current tax assets 73 - Deferred tax assets 11,536 3,634 Other assets 12 4,885 6,257 TOTAL ASSETS 2,945,636 2,996,486 Financial liabilities held for trading 13 66,813 109,352 Derivatives - hedge accounting 14 60,587 55,524 Financial liabilities measured at amortised cost 15 2,556,194 2,608,917 Deposits from banks 1,178,074 1,443,842 Deposits from customers 957,016 782,825 Loans from banks 390,924 352,102 Subordinated liabilities 30,180 30,148 Provisions 16 1,553 2,117 Tax liabilities 17 5,073 2,408 Current tax liabilities 855 921 Deferred tax liabilities 4,218 1,487 Other liabilities 18 14,528 21,119 TOTAL LIABILITIES 2,704,748 2,799,437 Share capital 19 20,384 16,258 Share premium 20 107,760 61,885 Fair value reserves 21 (28,399) (7,496) Retained earnings 22 133,773 119,829 Net profit for the year 23 7,370 6,573 TOTAL EQUITY 240,888 197,049 TOTAL LIABILITIES AND EQUITY 2,945,636 2,996,486 The notes form an integral part of the financial statements. UniCredit Bank · 2011 Annual Repor t 177 Financial Statemens Statement of Comprehensive Income Statement of Income EUR 1,000 Item Note 2011 2010 Interest income 24 128,106 116,886 Interest expense 25 (68,190) (63,886) Interest net income 59,916 53,000 Dividend income 26 2,428 2,290 Fee and commission income 27 25,971 22,591 Fee and commission expenses 28 (5,115) (3,854) Fee and commission net income 20,856 18,737 Realised gains and losses on financial assets and liabilities not measured at fair value through profit or loss 29 23 647 Gains and losses on financial assets and liabilities held for trading 30 (3,822) (3,771) Gains and losses on financial assets and liabilities designated at fair value through profit or loss 31 - (11) Exchange differences 32 4,170 4,585 Gains and losses on derecognition of assets other than held for sale 33 (417) (364) Other operating net income 34 (217) (24) Administrative costs 35 (36,347) (34,475) Depreciation 36 (5,239) (4,588) Provisions 37 537 346 Impairment 38 (23,864) (20,540) Profit or loss from non-current assets held for sale 39 (23) (19) PROFIT BEFORE TAX 18,001 15,813 Tax expense 40 (3,260) (2,666) NET PROFIT FOR THE FINANCIAL YEAR 14,741 13,147 Earning per share (EUR) 23 3.24 3.37 Statement of Other Comprehensive Income EUR 1,000 Item Note 2011 2010 Net profit / loss for the financial year, net of income tax 14,741 13,147 Other compehensive income, net of income tax 21 (20,902) (7,314) Fair value changes from cash flow hedge (effective portion) 21 (2,528) (2,746) Gains/losses recognised in fair value reserves (2,528) (2,746) Fair value changes from financial instruments available-for-sale 21 (23,600) (6,397) Gains/losses recognised in fair value reserves (23,600) (6,397) Income tax on other comprehensive income 21 5,226 1,829 TOTAL COMPREHENSIVE INCOME FOR THE YEAR, NET OF INCOME TAX (6,161) 5,833 The notes form an integral part of the financial statements. 178 2011 Annual Repor t · UniCredit Bank Financial Statemens Statement of Cash Flows EUR 1,000 Item 2011 2010 A. CASH FLOWS FROM OPERATING ACTIVITIES a) Total profit or loss before tax 18,001 15,812 Depreciation 5,239 4,588 Impairments / (reversal of impairments) of financial assets held to maturity 23,864 20,540 Net (gains) / losses from exchange differences (4,170) 4,585 Net (gains) / losses from financial assets held to maturity 1 (81) Net (gains) / losses from sale of tangible assets and investment properties 74 70 Net (gains) / losses from sale of intangible fixed assets 353 5 Other (gains) / losses from financing activities 29,418 (9,637) Net unrealised gains in fair value reserves from financial assets available for sale (excluding effect of deferred tax) (23,600) (6,397) Net unrealised gains in fair value reserves from hedging of cash flows against risks (excluding effect of deferred tax) (2,528) (2,746) Other adjustments to total profit or loss before tax (1,079) (361) Cash flow from operating activities before changes in operating assets and liabilities 45,573 26,379 b) (Increases) / decreases in operating assets 27,172 (108,119) Net (increase) / decrease in financial assets held for trading 3,898 4,226 Net (increase) / decrease in financial assets designated at fair value through profit or loss - 6,482 Net (increase) / decrease in financial assets available for sale 90,477 7,873 Net (increase) / decrease in loans and receivables (66,044) (150,421) Net (increase) / decrease in assets-derivatives, used for hedging (1,999) - Net (increase) / decrease in other assets 840 23,720 c) (Increases) / decreases in operating liabilities (68,069) (385,719) Net increase / (decrease) in financial liabilities to central bank - (120,633) Net (increase) / decrease in financial liabilities held for trading (2,150) - Net increase / (decrease) in deposits, loans and receivables and debt securities measured at amortised cost (54,815) (266,600) Net (increase) / decrease in liability-derivatives (4,483) - Net increase / (decrease) in other liabilities (6,621) 1,514 d) Cash flow from operating activities (a+b+c) 4,676 (467,459) e) Income taxes (paid) refunded 139 (1,837) f) Net cash flow from operating activities (d+e) 4,815 (469,296) B. CASH FLOWS FROM INVESTING ACTIVITIES a) Receipts from investing activities 9,917 65 Receipts from non-current assets or liabilities held for sale - 65 Receipts from the sale of financial assets held to maturity 9,917 - b) Cash payments on investing activities (11,683) (6,540) (Cash payments to acquire tangible assets and investment properties) (5,897) (1,509) (Cash payments to acquire intangible fixed assets) (5,786) (5,031) c) Net cash flow from investing activities (a-b) (1,766) (6,475) C. CASH FLOWS FROM FINANCING ACTIVITIES a) Cash proceeds from financing activities 50,001 - Cash proceeds from issuing shares and other equity capital instruments 50,001 - b) Cash payments on financing activities - - c) Net cash flow from financing activities (a-b) 50,001 - D. Effects of change in exchange rates on cash and cash equivalents (517) 813 E. Effects of change in fair value on cash and cash equivalents (13,864) (2,111) F. Net increase in cash and cash equivalents (Af+Bc+Cc) 53,050 (475,771) G. Opening balance of cash and cash equivalents 215,590 692,658 H. Closing balance of cash and cash equivalents (D+E+F+G) 254,259 215,590 180 2011 Annual Repor t · UniCredit Bank Financial Statemens 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 2011, the Bank was operating a total of 28 branches throughout Slovenia. The Bank is a subsidiary of UniCredit Bank Austria AG. The ultimate parent company of the Group is UniCredit S.p.A. with registered office in Rome, A. Specchi, 16, Italy. UniCredit Banka Slovenija d.d. has authorization to perform banking services pursuant to Article 7 of the Banking Act (Official Gazette of the Republic of Slovenia, No. 131/06; hereinafter referred to as: the ZBan-1). Banking services include accepting deposits from the public and granting loans for its own account. The Bank has an authorization to perform mutually recognized and additional financial services. The Bank may perform the following mutually recognized financial services, pursuant to Article 10 of the ZBan-1: • Accepting deposits; • Granting loans, including: -consumer loans, -mortgage loans, -factoring (with or without recourse), -financing of commercial transactions, including forfeiting; • Payment 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 were approved for issue by the Management Board on 14 February 2012. Summary of Significant Accounting Policies The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to both years presented. STATEMENT OF COMPLIANCE These financial statements have been prepared in accordance with the International Financial Reporting Standards (IFRS) and interpretations approved by the International Accounting Standards Board (IASB) as adopted by the European Union. BASIS FOR MEASUREMENT These financial statements are prepared in accordance with the IFRS, whereby basis for measurement is historical cost, except for measurement of financial assets held for trading, financial assets designated at fair value through profit or loss, available-for-sale financial assets and all derivatives, where basis for measurement is their fair value. The Bank has no subsidiaries or associates with controlling interest, therefore it is not obliged to prepare consolidated financial statements. USE OF ESTIMATES AND JUDGEMENTS The preparation of financial statements requires the Management to make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in which the estimate is revised and in any future periods affected. (a) Determining Fair Values The Bank revalues on a daily basis its derivatives, trading assets as well as the available-for-sale portfolio to the fair value of the instrument. However, the determination of fair value for these financial instruments requires the use of valuation techniques in case there is no observable market price. For financial instruments which trade infrequently and have little price transparency, the fair value is less objective and requires a varying decree of judgment depending on different factors. The Bank uses the following methods for determining fair values: • Quoted market prices in an active market for identical instrument; • Valuation techniques based on observable inputs such as quoted UniCredit Bank · 2011 Annual Repor t 181 Summary of Accounting Policies 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 levels, which are: • Level 1: fair value is determined by quoted prices (unadjusted) in active markets for identical assets or liabilities; • Level 2: fair value is determined by inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); • Level 3: fair value is determined by inputs for the asset or liability that are not based on observable market data (unobservable inputs); the Bank determines fair value using valuation models. (b) Impairment Impairment allowances on financial assets relating to customers that are individually significant, or to customers whose repayments significantly defer, are evaluated individually based upon best estimate of the present value of the cash flow that is expected to be received. In estimating these cash flows, the Bank makes judgments about the counterparty’s financial situation, past repayment discipline and repayment pattern. Collateral valuations are taken into account of the impairment calculation based on the Bank’s experiences and valuations if and when available. The Bank also uses different collateral factors in aspect of conservative approach to the value of available collateral. The Bank creates impairments on a monthly basis; the procedure is covered by guidelines and is supported by IT solutions. Each impaired asset is assessed on its merits, and a work­out strategy and estimate of cash flows considered recoverable are independently approved by the Credit Risk function. The Bank uses a collective assessment based on risk classes for customers who are not individually significant, or for customers, who are individually significant, but with no signs for individual impairment. Impairment allowances cover credit losses inherent in portfolios of loans and advances. When assessing the need for collective loss allowances, the Management considers factors such as credit quality, portfolio size and economic factors including analysis of past repayment discipline in those classes. Impairments for “Incurred but not reported” events are calculated on a monthly basis, based on portfolio quality and so-called loss detection period. To clients who repay due account receivables or their operations are restructured as agreed with the Bank, the Bank accordingly partially or entirely decreases impairments. The Bank also decreases impairments for those clients whose evaluation of present value of the expected cash flow improves with some standard activities (e.g. by acquiring additional collateral). The need for possible impairment of Held-to-maturity financial assets is assessed if there is objective evidence of impairment, such as significant financial difficulty of the issuer, economic or legal reasons relating to the borrower’s financial difficulty, if it is becoming probable that the borrower will enter bankruptcy and if other data observed indicate that there is a measurable decrease in the estimated future cash flows. If such objective evidence has been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows. The same objective evidence indicates the impairment of available-for-sale financial assets. The Bank uses as objective evidence of impairment of available-for-sale equity instruments as significant (40 % decrease of fair value compared to its purchase value) or long lasting (in case that in the period of 9 months the Bank constantly shows loss in fair value reserves) decrease of fair value below its purchase value. Whenever the Bank on such basis determines that financial asset is impaired, the entire valuation loss of that instrument is recognized in the Statement of Income. CHANGES IN ACCOUNTING POLICIES The Bank did not change its accounting policies in 2011. NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED Amendments to IFRS 7 Disclosures - Transfers of Financial Assets are not yet effective for the year ended 31 December 2011, and have not been applied in preparing these financial statements. The Amendments require disclosure of information that enables users of financial statements: • To understand the relationship between transferred financial assets that are not derecognised in their entirety and the associated liabilities; • To evaluate the nature of, and risks associated with, the entity’s continuing involvement in derecognised financial assets. The Amendments define “continuing involvement” for the purposes of applying the disclosure requirements. The Bank does not expect the amendments to IFRS 7 to have material impact on the financial statements, because of the nature of the Bank’s operations and the types of financial assets that it holds. FOREIGN CURRENCY TRANSLATION Functional and presentation currency: Items included in the financial statements for both years, 2011 and 2010, 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 Statement of Income except when deferred in equity as qualifying cash flow hedges and available-for-sale investments. Summary of Accounting Policies Subsequent to their initial recognition, available-for-sale financial assets are remeasured at their fair value. As the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond the fair value of the securities is determined with the fair value model which separates the interest rate risk and the credit spread for a particular security. The credit spread gets updated regularly according to the benchmark and frequency agreed for the single name. The Bank assessed fair value of non-quoted equity instruments by using appropriate ratios rate / gain or rate / cash flow, adjusted for specific circumstances of the issuer. 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 Statement of Income. However, interest calculated are accrued daily using the effective interest method and are recognized in Statement of Income. Dividends on an available-for-sale equity instrument are recognized in Statement of Income when the Bank’s right to receive payment is established. DERIVATIVE FINANCIAL INSTRUMENTS In the normal course of business, the Bank is a party to contracts for derivative financial instruments, which represent a very low initial investment compared to the notional value of the contract. The derivative financial instruments used include interest rate, currency and commodity forward, swap, and option contracts. These financial instruments are used by the Bank to hedge interest rate risk and currency exposures associated with its transactions in financial markets, to open its positions actively and to sell those instruments to the customers. Derivative financial instruments are recognized at their fair value. Fair values are obtained from quoted market prices, discounted cash flow models and options pricing models as appropriate. Changes in the fair value of derivative financial instruments that do not qualify for hedge accounting are recognized in the “Gains and losses on financial assets and liabilities held for trading” as they arise. All derivatives are carried as assets when the fair value is positive and as liabilities when the fair value is negative. Fair value of currency derivatives is their market price in the front-end system Wall Street, fair value of interest derivatives is market price in the front-end system OPUS. Fair value of equity and commodity derivatives is provided by Bayerische Hypo- und Vereinsbank AG, München. HEDGING INSTRUMENTS (a) Fair Value Hedge In the year 2011, 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 hedge is used by the Bank for managing interest rate risk in accordance with IAS 39.83. 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. 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 six months after the valuation date. These obligations are measured at present value of future cash outflows. The gains and losses are recognized in the Statement of Income. 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. SHARE-BASED PAYMENT In accordance with IFRS 2, the Group established a medium/long­term share options and performance shares program, granting equity instruments by UniCredit Italiano S.p.A. The program was established in order to encourage affiliation and motivation of selected managers and employees to achieve strategic goals of the Group. Share-based payment transactions are equity-settled. In compliance with the IFRS, the subsidiaries, whose employees have been granted equity instruments by the parent company, must pay the latter for the allocation granted to their employees. Fair value calculation criteria for equity-settled Stock Options: The fair value has been measured by applying the Hull-White model. The model is based on trinominal tree price distribution using the Boyl’s algorithm and estimates the early exercise probability on the basis of a deterministic model connected to reaching a Market Share Value equals to an exercise price-multiple and probability beneficiary’s early exit after the end of the vesting period. Fair value calculation criteria for Stocks: Fair value was determined based on the market price of the share, adjusted for the present value of the dividends, entitled from the grant, to the settlement date. Vesting periods for stocks are one year, vesting periods for stock options are four years. Granted stocks expire within five months after the end of vesting period, whereas stock options expire in six to ten years after the end of vesting period. SHAREHOLDERS’ EQUITY Shareholders’ equity is composed of paid-in share capital, share premium, fair value reserves (fair value reserves from financial assets available-for-sale and fair value reserves from cash flow hedge), reserves from profit, retained earnings and net profit for the year. 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. They are measured in accordance with IAS 37 until criteria for recognition in the Statement of Financial Position is met. A documentary letter of credit is an irrevocable undertaking of the issuing bank acting at the request of a customer (buyer) to make payment to the beneficiary (seller) or to pay or accept bills of exchange drawn by the beneficiary against stipulated documents, provided all terms and conditions of the letter of credit are complied with. The documentary letters of credit are collateralized depending on the creditworthiness of the customer and on the same basis as guarantees or loans. The primary purpose of unused credit facilities (loan commitments) is to ensure that funds are available to a customer as required. Commitments to grant loans issued by the Bank represent issued loan commitments and the unused part of approved overdraft loans. The risk associated with off-balance-sheet financial commitments and contingent liabilities is assessed similarly as for loans to customers taking into account the financial position and activities of the entity to which the Bank issued the guarantee and taking into account the collateral obtained. INTEREST INCOME AND EXPENSE Interest income and expense are recognized in the Statement of Income using the effective interest method. FEE AND COMMISSION INCOME AND EXPENSE Fees and commissions are in principle recognized upon completion of the underlying transaction. Fees and commissions charged for longer periods are being accrued. TAXATION Taxes are calculated in accordance with the Corporate Income Tax regulations. Generally, the taxable profit is based on the profit or loss recognized in the Statement of Income prepared pursuant to the IFRS. It is adjusted for tax purposes as follows from the tax regulations. Tax expense (tax income) comprises current tax expense (current tax income) and deferred tax expense (deferred tax income). The current corporate income tax rate is 20 % (same as in the year 2010), for deferred taxes 20 % (same as in the year 2010) was used, which is the corporate income tax in 2012. Deferred taxes are provided for temporary differences arising between the tax bases of assets and liabilities and their carrying amount in Statement of Financial Position. Deferred tax liabilities are the amounts of income taxes payable in future periods in respect of taxable temporary differences. Deferred tax assets are the amounts of income taxes recoverable in future periods in respect of deductible temporary differences, the carry-forward of unused tax losses and the carry-forward of unused tax credits. The Bank is subject to various indirect operating taxes. These are included as a component of administrative expenses. FIDUCIARY ACTIVITIES AND AGENCY SERVICES Assets managed by the Bank in its capacity as a nominee, trustee or agent are not assets of the Bank and are accordingly not part of the Bank’s financial statements. Fee income, which the Bank earns by providing these services, is recognized as Fee from agency services and commission operations in the Bank’s Statement of Income. 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. Notes on fiduciary activities and agency services are also required by the Bank of Slovenia, not by IFRS. As of 31 December 2011, the Bank was in compliance with all regulatory requirements. RELATED PARTIES Related parties are those counterparties that represent: • Enterprises that directly, or indirectly through one or more intermediaries, control, or are controlled by, or are under common control by, the reporting enterprise; • Key management personnel, that is, those persons having the authority and responsibility for planning, directing and controlling the activities of the Bank; • Close members of the families of such individuals, who include that person’s children and spouse or domestic partner, children of that person’s spouse or domestic partner; and dependants of that person or that person’s spouse or domestic partner; • Enterprises in which a substantial interest in the voting power is owned directly or indirectly by any person described above or over which such a person is able to exercise a significant influence. This includes enterprises owned by directors or major shareholders of the Bank and enterprises that have a member of key management in common with the Bank. In considering each possible related-party relationship, attention is directed to the substance of the relationship and not merely the legal form. UniCredit Bank · 2011 Annual Repor t 187 Financial Statemens Notes on the Financial Statements If the Bank would not have made reclassifications of financial assets, the Statement of Income would differ in the following position in the following amount: EUR 1,000 31. 12. 2011 31. 12. 2010 Gains and losses on financial assets and liabilities held for trading (8,111) (981) Note 6: Derivatives - hedge accounting EUR 1,000 31. 12. 2011 31. 12. 2010 Level 2 Level 2 Cash flow hedge 6,866 4,874 Total 6,866 4,874 Note 7: Loans and receivables Loans and receivables to banks EUR 1,000 31. 12. 2011 31. 12. 2010 Demand deposits 69,375 6,941 Short-term loans 8,195 3,473 Long-term loans 5,639 7,273 Claims arising from pledged collateral 6,874 7,955 Total 90,083 25,642 The Bank did not recognize any impairment on Loans and receivables to banks neither on 31 December 2010 nor on 31 December 2011. Loans and receivables to customers EUR 1,000 Gross value 31. 12. 2011 Impairment Net value Gross value 31. 12. 2010 Impairment Net value Short-term loans 358,796 (23,548) 335,248 365,127 (17,211) 347,916 Corporates 294,621 (15,598) 279,023 302,020 (13,261) 288,759 Financial institutions 19,756 (3,791) 15,965 19,609 (235) 19,374 Public sector 116 - 116 252 - 252 Private customers 27,353 (3,850) 23,503 27,868 (3,493) 24,375 Non-residents 16,950 (309) 16,641 15,378 (222) 15,156 Long-term loans 2,082,922 (61,931) 2,020,991 2,005,754 (44,510) 1,961,244 Corporates 934,062 (40,992) 893,070 906,972 (28,115) 878,857 Financial institutions 39,923 (202) 39,721 31,882 (281) 31,601 Public sector 227,561 (47) 227,514 201,092 (22) 201,070 Private customers 812,812 (20,216) 792,596 801,686 (15,413) 786,273 Non-residents 68,564 (474) 68,090 64,122 (679) 63,443 Total 2,441,718 (85,479) 2,356,239 2,370,881 (61,721) 2,309,160 Loans to corporates include loans to sole traders. 192 2011 Annual Repor t · UniCredit Bank Financial Statemens Notes on the Financial Statements If the Bank would not have made reclassifications of financial assets, the Statement of Income would differ in the following position in the following amount: EUR 1,000 2011 2010 Gains and losses on financial assets and liabilities held for trading 103 96 Note 9: Property, plant and equipment EUR 1,000 Leasehold Computer 2011 Other Work in Total improvements hardware equipment progress Cost Opening Balance 9,642 4,264 5,671 170 19,747 Additions 2,933 - - 3,007 5,940 Transfer from work in progress - 1,243 1,208 (2,451) - Disposals - (274) (456) - (730) Closing Balance 12,575 5,233 6,423 726 24,957 Depreciation Opening Balance 4,657 3,193 2,902 - 10,752 Depreciation for the year 862 567 662 - 2,091 Disposals - (272) (341) - (631) Closing Balance 5,519 3,488 3,223 - 12,230 Net book value Opening Balance 4,985 1,071 2,769 170 8,995 Closing Balance 7,056 1,745 3,200 726 12,727 EUR 1,000 Leasehold Computer 2010 Other Work in Total improvements hardware equipment progress Cost Opening Balance 9,068 4,112 5,538 175 18,893 Additions 574 - - 969 1,543 Transfer from work in progress - 511 464 (975) - Disposals - (358) (332) - (689) Closing Balance 9,642 4,264 5,671 170 19,747 Depreciation Opening Balance 3,919 2,991 2,453 - 9,363 Depreciation for the year 738 558 678 - 1,974 Disposals - (356) (229) - (585) Closing Balance 4,657 3,193 2,902 - 10,752 Net book value Opening Balance 5,149 1,121 3,085 175 9,530 Closing Balance 4,985 1,071 2,769 170 8,995 The Bank has no contractual commitments for the acquisition of property, plant and equipment. The Bank cannot sell the leasehold improvements and has no other contractual commitments related to them. As the Bank does not have any borrowing costs related to property, plant and equipment, it did not capitalize them. 194 2011 Annual Repor t · UniCredit Bank Financial Statemens Notes on the Financial Statements Deposits from customers EUR 1,000 31. 12. 2011 31. 12. 2010 On demand 389,927 323,338 Corporates 218,899 183,307 Financial institutions 10,993 7,646 Public sector 34,379 5,131 Private customers 108,547 99,168 Non-residents 17,109 28,086 Short-term deposits 391,767 310,020 Corporates 175,299 71,117 Financial institutions 74,566 10,654 Public sector 51,220 131,025 Private customers 87,019 83,402 Non-residents 3,663 13,822 Long-term deposits 175,322 149,467 Corporates 21,381 14,750 Financial institutions 5,283 1,053 Public sector 1,719 11,703 Private customers 139,396 113,985 Non-residents 7,543 7,976 Total 957,016 782,825 Deposits from corporates include also deposits from sole traders. Subordinated liabilities EUR 1,000 31. 12. 2011 31. 12. 2010 Subordinated liabilities to banks 30,180 30,148 Total 30,180 30,148 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 interest rate Euribor + 3 %. Both facility amounts were signed with UniCredit Bank Austria AG, Vienna and are fully drawn. Note 16: Provisions EUR 1,000 31. 12. 2011 31. 12. 2010 For pending legal cases 119 133 For severance and jubilee salaries 1,132 1,005 For off-balance sheet items 302 979 Total 1,553 2,117 198 2011 Annual Repor t · UniCredit Bank Financial Statemens Notes on the Financial Statements Shares and share options 2011 Number of shares / share options Average exercised price 2010 Number of shares / share options Average exercised price Opening Balance Shares 18,789 3.42 28,685 4.08 Share options 92,245 0.94 116,181 0.97 Granted in the year Shares 30,857 1.71 669 2.95 Share options 60,889 0.61 3,064 0.90 Forfeited in the year Shares 14,331 3.56 10,564 4.86 Exercised in the year Share options 20,400 1.27 27,000 1.05 Expired in the year -- -- Closing Balance Shares 35,315 1.87 18,789 3.42 Share options 132,733 0.74 92,245 0.94 Exercisable at 31 December -- -- Other administrative costs EUR 1,000 2011 2010 Operating leasehold on premises 2,348 2,222 IT services 2,263 2,281 Communication 1,511 1,552 Consulting and auditing services 1,964 2,102 Other outsourced services 766 1,053 Marketing 1,564 1,665 Training 333 374 Material costs 455 451 Costs of fixed assets maintenance 681 832 Insurance 616 600 Travel costs 240 260 Other costs 850 736 Total 13,591 14,128 Consulting and auditing services include the audit of the financial statements for 2011 in the amount of 106 thousand euros provided by KPMG Slovenija, podjetje za revidiranje, d.o.o. Deloitte revizija d.o.o. performed the audit of custody business which amounts to 12 thousand euros. The costs of tax advisory by Ernst & Young Svetovanje d.o.o. amount to 9 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 future minimum lease payments to be paid not later than in one year amount to 2,389 thousand euros, payments to be paid later than in one year and not later than in five years 1,119 thousand euros and payments to be paid later than in five years 787 thousand euros (in 2010 2,087 thousand euros not later than in one year, payments to be paid later than in one year and not later than in five years 2,290 thousand euros and payments to be paid later than in five years 862 thousand euros). 206 2011 Annual Repor t · UniCredit Bank Financial Statemens Notes on the Financial Statements Note 43: Fiduciary activities EUR 1,000 31. 12. 2011 31. 12. 2010 Cash from clients for brokerage with financial instruments 4,761 6,133 Receivables from brokerage business with financial instruments 579 533 Receivables from managing financial instruments 7,329 6,525 Receivables from custody business 1,186,883 4,750,683 Receivables with the Central Securities Clearing Corporation for sold financial instruments 46 263 Receivables from settlement business 338 473 Receivables from other businesses on behalf and for account of third parties 147,271 258,807 Assets total 1,347,207 5,023,417 Liabilities to customers from money and financial instruments 1,199,019 4,763,603 Liabilities to the Central Securities Clearing Corporation for financial instruments bought 577 532 Liabilities to bank for commissions, expenses, etc. 2 2 Liabilities from settlement business 338 473 Liabilities from other businesses on behalf and for account of third parties 147,271 258,807 Liabilities total 1,347,207 5,023,417 Note 44: Agency services EUR 1,000 31. 12. 2011 31. 12. 2010 Claims of settlement and transaction accounts for client assets 1,194,837 4,758,004 From financial instruments 1,194,791 4,757,741 To the Central Securities Clearing Corporation or to bank’s clearing account for sold financial instruments 46 263 Clients’ cash 4,761 6,133 On settlement account for clients’ funds 3,955 5,238 On banks’ transaction accounts 806 895 Assets total 1,199,598 4,764,137 Liabilities of settlement account or transaction accounts for clients’ funds 1,199,598 4,764,137 To clients from cash and financial instruments 1,199,019 4,763,603 To the Central Securities Clearing Corporation or to bank’s clearing account for purchased financial instruments 577 532 To the bank or the bank’s settlement account for commissions, expenses, etc. 2 2 Liabilities total 1,199,598 4,764,137 Off-balance-sheet items 1,194,791 4,757,741 Clients’ financial instruments, itemised by services 1,194,791 4,757,741 Reception, intermediary, and execution of orders 579 533 Managing financial instruments 7,329 6,525 Custodian services 1,186,883 4,750,683 210 2011 Annual Repor t · UniCredit Bank Financial Statemens Notes on the Financial Statements Note 45: 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 Group, which includes granted and received loans and deposits, buying and selling foreign currency as well as derivatives. The volumes of related-party transactions and related income and expenses are stated as follows: Statement of Financial Position EUR 1,000 31. 12. 2011 31. 12. 2010 Loans 89,272 26,777 Management Board 139 1 Key management personnel 167 320 Close members of the family of key management personnel 2 4 Parent company 62,848 5,309 Other companies within UniCredit 26,116 21,143 Derivatives 11,232 22,149 Other companies within UniCredit 11,232 22,149 Other assets 8 10 Parent company 7 7 Other companies within UniCredit 1 3 Total assets 100,512 48,936 Financial liabilities measured at amortised cost 1,481,369 1,734,861 Management Board 579 453 Key management personnel 13 51 Close members of the family of key management personnel 17 17 Parent company 1,476,867 1,728,720 Other companies within UniCredit 3,893 5,620 Derivatives 121,022 157,670 Other companies within UniCredit 121,022 157,670 Other liabilities 2,654 1,422 Parent company 621 63 Other companies within UniCredit 2,033 1,359 Total liabilities 1,605,045 1,893,953 Loans granted to key management personnel 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. 212 2011 Annual Repor t · UniCredit Bank Statement of Income EUR 1,000 2011 2010 Interest income 4,429 9,504 Management Board 3 - Key management personnel 4 6 Parent company 372 787 Other companies within UniCredit 4,050 8,711 Interest expense 40,238 30,993 Management Board 15 14 Close members of the family of key management personnel 1 15 Parent company 28,701 22,714 Other companies within UniCredit 11,521 8,250 Fee and commission income 1,731 1,320 Parent company 732 651 Other companies within UniCredit 999 669 Fee and commission expenses 1,699 655 Parent company 844 466 Other companies within the UniCredit Group 855 189 Gains and losses on financial assets and liabilities held for trading 31,115 (47,832) Other companies within UniCredit 31,115 (47,832) Other operating income 514 - Parent company 475 - Other companies within UniCredit 39 - Administrative costs 2,283 2,851 Parent company 17 59 Other companies within UniCredit 2,266 2,792 Accrued costs for unused holidays 1 7 Management Board (2) 3 Key management personnel 3 4 Provisions for severance and jubilee salaries 10 9 Management Board 5 6 Key management personnel 5 3 UniCredit Bank · 2011 Annual Repor t 213 Raising standards to protect the environment. Many Austrian companies have subsidiaries in other European countries that do not always engage in cross-border treasury operations. When new funding is needed, especially during the start-up phase of a business, local regulations that must be addressed can often present major obstacles to success. UniCredit has created the Umbrella Facility, a flexible and user-friendly credit facility based on the parent company’s credit rating, that can be accessed in most Central and Eastern European countries. Bank Austria coordinates every phase of negotiation, acting as the single point of contact between the client and UniCredit’s banks across the region. A simple way to help companies focus on their business, leaving the bank to manage their financials. Michelangelo Pistoletto -Embrace Differences -Serigraphy on Thermodeth Mirror 2005 -2006 UniCredit Art Collection -© Michelangelo Pistoletto -Courtesy Cittadellarte -Pistoletto Foundation -Details Financial Statemens Risk Repor t Overall Risk Management In line with UniCredit 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’s CEE risk management practice and of course supports the UniCredit’s efforts to establish uniform Group-wide risk management and control procedures. All risk management activities of UniCredit Banka Slovenija d.d. are conducted by the Risk Management division, which is independent from the business units and reports directly to the Chief Risk Officer, who is member of the Management Board. There are three types of committees on the high level, which are central to the risk function: the Assets and Liabilities Committee (ALCO), the Credit Committee and the Operational Risk Committee. ASSET/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 and its/their rating 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 at least four times per year. RISK TAKING In the state-of-the-art banking business set-up, client business has to be treated free of interest rate, foreign exchange, and liquidity risk. As a consequence, it is necessary to determine a clear pricing basis for customer loans and deposits, in order to enable a clear separation of client business benefit from the internal funds management function of the Bank. The market and liquidity risks are transferred via a market-based fund transfer pricing system to the risk taking units. 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 Asset and Liabilities Management unit is the only unit that has the responsibility to manage market and liquidity risk and it reports directly to the CFO. The ALM unit is accountable for optimizing the Bank’s overall maturity structure and the return on it. RISK APPETITE The Bank’s strategic targets are always assessed from three different perspectives (risk appetite framework): • From the capital adequacy perspective, where on one side there are limitations and rules set by the regulator and on the other side there is the Group’s risk appetite; 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 IMOD risk management system provides the major risk parameters for treasury operations once a day. 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. The MARCONIS system reviews completely and systematically the market conformity of each treasury transaction. Both in 2011 and in 2010, 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 2011 are at levels comparable to the previous year’s results. The VaR figures for 2011 are compared to the year 2010 figures in the table below and include interest, foreign exchange, equity and spread positions of the Bank. VaR of UniCredit Banka Slovenija d.d. in 2011 and 2010 EUR 1,000 Minimum Value at Risk 2011 Maximum Average Minimum Value at Risk 2010 Maximum Average Slovenia 2,380 3,530 2,812 2,850 5,348 3,982 UniCredit Bank · 2011 Annual Repor t 223 Financial Statemens Risk Repor t VaR development of UniCredit Banka Slovenija d.d. in 2011 Volatility Interest Rate Foreign Exchange Credit Risk Equity Total Compensation Effect In the management of interest rate risk, the Bank positions itself mainly in EUR, USD and CHF. Exposures in these currencies during 2011 and 2010 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-percent interest rate shock at year end 2011 would absorb about 5.3 % 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 2011 EUR Currency Up to 1 month 1 month to 3 months 31. 12. 2011 3 months to 1 year 1 year to 5 years Over 5 years Total Annual max, min, average Annual maximum Annual minimum Absolute average CHF 637 (874) 5 (456) (158) (848) 1,849 (6,188) (2,367) EUR (5,036) (4,827) 2,287 30,849 767 24,040 47,758 (3,480) 16,075 USD 12 162 -- - 174 418 1 133 Total 5,685 5,863 2,292 31,306 925 25,062 48,169 1,459 18,982 Interest rate basis point shift in 2010 EUR Currency Up to 1 month 1 month to 3 months 31. 12. 2010 3 months to 1 year 1 year to 5 years Over 5 years Total Annual max, min, average Annual maximum Annual minimum Absolute average CHF 132 (139) (1,449) (420) (985) (2,862) 3,139 (7,300) 2,064 EUR (218) (6,263) (15,317) (11,584) 24,096 (9,284) 36,859 (16,252) 12,335 USD (20) (27) 455 7 - 415 1,891 (135) 1,438 Total 372 6,429 17,244 12,011 25,082 12,585 37,030 69 15,886 224 2011 Annual Repor t · UniCredit Bank Financial Statemens Risk Repor t Balance sheet positions in different currencies as of 31. 12. 2011 EUR 1,000 Content EUR CHF Other currencies TOTAL Cash and cash balances with central banks 61,566 399 831 62,796 Financial assets held for trading 67,578 - 411 67,988 Financial assets designated at fair value through profit or loss - - - - Available-for-sale financial assets 295,158 - - 295,158 Derivatives - hedge accounting 7,016 (150) - 6,866 Loans and receivables 1,986,098 437,948 22,277 2,446,322 To banks 36,552 31,367 22,164 90,083 To customers 1,949,546 406,580 113 2,356,240 Held-to-maturity financial assets 19,968 - - 19,968 Non-current assets held for sale - - - - Property, plant and equipment 12,727 - - 12,727 Intangible assets 17,317 - - 17,317 Tax assets 11,609 - - 11,609 Current tax assets 73 - - 73 Deferred tax assets 11,536 - - 11,536 Other assets 4,158 686 41 4,885 TOTAL ASSETS 2,483,194 438,883 23,559 2,945,636 Deposits from central banks - - - - Financial liabilities held for trading 66,083 368 361 66,813 Derivatives - hedge accounting (158,634) 219,221 - 60,587 Financial liabilities measured at amortised cost 2,335,045 199,764 21,385 2,556,194 Deposits from banks 1,117,829 59,287 957 1,178,073 Deposits from customers 928,132 8,457 20,428 957,017 Loans from banks 258,904 132,020 - 390,924 Subordinated liabilities 30,180 - - 30,180 Provisions 1,553 - - 1,553 Tax liabilities 5,073 - - 5,073 Current tax liabilities 855 - - 855 Deferred tax liabilities 4,218 - - 4,218 Other liabilities 14,017 474 36 14,528 TOTAL LIABILITIES 2,263,138 419,828 21,783 2,704,748 Share capital 20,384 - - 20,384 Share premium 107,760 - - 107,760 Fair value reserves (28,399) - - (28,399) Retained earnings 126,402 - - 126,402 Net profit for the year 14,741 - - 14,741 TOTAL EQUITY 240,888 - - 240,888 TOTAL LIABILITIES AND EQUITY 2,504,025 419,828 21,783 2,945,636 Off-balance-sheet items 3,672,995 512,391 121,663 4,307,049 226 2011 Annual Repor t · UniCredit Bank Balance sheet positions in different currencies as of 31. 12. 2010 EUR 1,000 Content EUR CHF Other currencies TOTAL Cash and cash balances with central banks 82,920 383 1,014 84,316 Financial assets held for trading 117,096 130 714 117,940 Financial assets designated at fair value through profit or loss - - - - Available-for-sale financial assets 390,750 - - 390,750 Derivatives - hedge accounting 4,874 - - 4,874 Loans and receivables 1,865,442 458,915 10,446 2,334,802 To banks 17,492 796 7,354 25,642 To customers 1,847,950 458,119 3,092 2,309,160 Held-to-maturity financial assets 29,886 - - 29,886 Non-current assets held for sale - - - - Property, plant and equipment 8,995 - - 8,995 Intangible assets 15,032 - - 15,032 Tax assets 3,634 - - 3,634 Current tax assets - - - - Deferred tax assets 3,634 - - 3,634 Other assets 1,668 4,552 37 6,257 TOTAL ASSETS 2,520,297 463,979 12,210 2,996,486 Deposits from central banks - - - - Financial liabilities held for trading 108,204 664 484 109,352 Derivatives - hedge accounting 16,948 38,577 - 55,524 Financial liabilities measured at amortized cost 2,358,644 233,383 16,890 2,608,917 Deposits from banks 1,340,884 102,580 378 1,443,842 Deposits from customers 763,903 2,410 16,512 782,825 Loans from banks 223,708 128,394 - 352,102 Subordinated liabilities 30,148 - - 30,148 Provisions 2,117 - - 2,117 Tax liabilities 2,408 - - 2,408 Current tax liabilities 921 - - 921 Deferred tax liabilities 1,487 - - 1,487 Other liabilities 20,727 375 17 21,119 TOTAL LIABILITIES 2,509,047 272,998 17,391 2,799,437 Share capital 16,258 - - 16,258 Share premium 61,885 - - 61,885 Fair value reserves (7,496) - - (7,496) Retained earnings 119,829 - - 119,829 Net profit for the year 6,573 - - 6,573 TOTAL EQUITY 197,049 - - 197,049 TOTAL LIABILITIES AND EQUITY 2,706,096 272,998 17,391 2,996,486 Off-balance-sheet items 4.078.143 868.699 121.581 5.068.424 UniCredit Bank · 2011 Annual Repor t 227 Financial Statemens Risk Repor t FINANCIAL DERIVATIVES Following international recommendations, the Bank classifies its derivatives transactions into interest rate contracts, foreign exchange contracts, securities related transactions and credit and other derivatives based on the underlying financial instrument. In all the categories, a distinction is made between over-the-counter (OTC) and exchange traded products. Most of the derivatives portfolio is composed of the OTC derivatives; only a minor part represent bond futures as an exchange traded product. During the year the Bank actively used this instrument for interest rate position management purposes. This is evident from the 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. For portfolio management and risk management purposes, contracts are valued at current prices using recognized and tested models. Market values show the contract values as of the balance sheet date where positive market values of OTC contracts indicate the current default risk arising from the relevant activity. Notional volume of derivative transactions as of 31. 12. 2011 in 1,000 EUR Derivative instrument types/Underlying Notional Trading book Bank book Positive market value Trading book Bank book Negative market value Trading book Bank book 1. Debt securities and interest rate indexes 1,224,709 1,734,169 20,263 6,770 19,541 22,629 a) Options 444,713 - 1,200 - 1,200 - b) Swaps 779,996 1,734,169 19,063 6,770 18,341 22,629 c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 2. Equity instruments and stock indexes 355 - 14 - 14 - a) Options 355 - 14 - 14 - b) Swaps -- -- -- c) Forwards -- -- -- d) Futures -- -- -- e) Others -- -- -- 3. Gold and currencies 666,371 199,610 46,475 96 46,155 37,957 a) Options 284,568 - 17,292 - 17,292 - b) Swaps 168,022 199,610 25,511 96 25,511 37,957 c) Forwards 213,781 - 3,672 - 3,352 - d) Futures -- -- -- e) Others -- -- -- 4. Commodities 2,976 - 411 - 361 - 5. Other underlyings -- -- -- Total 1,894,411 1,933,779 67,163 6,866 66,072 60,587 228 2011 Annual Repor t · UniCredit Bank Notional volume of derivative transactions as of 31. 12. 2010 in 1,000 EUR Derivative instrument types/Underlying Trading book Notional Bank book Positive market value Trading book Bank book Negative market value Trading book Bank book 1. Debt securities and interest rate indexes 1,973,277 1,513,594 28,308 4,140 21,046 16,842 a) Options 764,081 - 1,934 - 1,934 - b) Swaps 1,206,345 1,513,594 26,374 4,140 19,111 16,842 c) Forwards - - -- -- d) Futures 2,850 - -- -- e) Others - - -- -- 2. Equity instruments and stock indexes 355 - 54 - 54 - a) Options 355 - 54 - 54 - b) Swaps - - -- -- c) Forwards - - -- -- d) Futures - - -- -- e) Others - - -- -- 3. Gold and currencies 1,271,193 231,288 87,571 734 87,490 38,683 a) Options 620,221 - 31,849 - 31,849 - b) Swaps 350,835 231,288 5,783 - 5,702 - c) Forwards 300,137 - -- -- d) Futures - - 49,940 734 49,939 38,683 e) Others - - -- -- 4. Commodities 11,414 - 714 - 484 - 5. Other underlyings - - -- -- Total 3,256,239 1,744,883 116,648 4,874 109,074 55,524 Liquidity Risk Liquidity risk is the risk that the Bank is unable to meet on time its payment obligations associated with its financial liabilities when they fall due or to replace funds when they are withdrawn. The consequence may be the failure to meet obligations to repay depositors and 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. UniCredit Bank · 2011 Annual Repor t 229 Financial Statemens Risk Repor t 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, such as: mortgage loans, overnight placements, saving deposits, other loans, securities, etc. 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 2011. The main source of funding besides the primary funding sources remains the liquidity centre at UniCredit Bank Austria AG, Vienna where the Bank refinances at the market liquidity. The Bank maintains a portfolio of marketable assets which includes eligible bonds and loans to customers which can be sold or lend in case of any unforeseen interruption to cash flow. Balance sheet, due to maturity on 31. 12. 2011 EUR 1,000 Content Total On demand Up to 1 month 1 - 3 months 3 - 12 months 1 - 5 years Over 5 years Cash and cash balances with central banks 62,796 27,796 35,000 - - - - Financial assets held for trading 67,988 - 4,511 1,286 5,757 46,586 9,848 Financial assets designated at fair value through profit or loss -- - - - - - Available-for-sale financial assets 295,158 - 498 4,543 1,574 170,222 118,321 Derivatives - hedge accounting 6,866 - 552 913 103 2,963 2,335 Loans and receivables 2,446,322 69,376 140,504 112,656 475,785 870,156 777,845 To banks 90,083 69,376 735 890 9,574 9,508 - To customers 2,356,239 - 139,769 111,766 466,211 860,648 777,845 Held-to-maturity financial assets 19,968 - - 4 19,964 - - Non-current assets held for sale -- - - - - - Property, plant and equipment 12,727 - - - - - 12,727 Intangible assets 17,317 - - - - - 17,317 Tax assets 11,609 - - - 73 11,536 - Current tax assets 73 - - - 73 - - Deferred tax assets 11,536 - - - - 11,536 - Other assets 4,885 - 4,750 13 18 70 34 Total assets (1) 2,945,636 97,172 185,815 119,415 503,274 1,101,533 938,427 Deposits from central banks -- - - - - - Financial liabilities held for trading 66,813 - 4,094 1,279 5,729 45,916 9,795 Derivatives - hedge accounting 60,587 - 423 432 4,344 26,549 28,839 Financial liabilities measured at amortised cost 2,556,194 413,636 470,373 554,200 334,183 689,192 94,610 Time deposits to banks 1,178,074 23,708 165,093 444,676 216,519 273,792 54,286 Time deposits to customers 957,016 389,928 264,216 108,910 113,567 79,589 806 Loans from banks 390,924 - 40,884 614 4,097 335,811 9,518 Subordinated liabilities 30,180 - 180 - - - 30,000 Provisions 1,553 - 119 4 102 394 934 Tax liabilities 5,073 - - - 855 4,218 - Current tax liabilities 855 - - - 855 - - Deferred tax liabilities 4,218 - - - - 4,218 - Other liabilities 14,528 - 8,524 2,359 1,747 1,822 76 Share capital 20,384 - - - - - 20,384 Share premium 107,760 - - - - - 107,760 Fair value reserves (28,399) - - - - - (28,399) Retained earnings 133,773 - - - - - 133,773 Net profit for the year 7,370 - - - - - 7,370 Total liabilities and equity (2) 2,945,636 413,636 483,533 558,274 346,960 768,091 375,142 Inconsistency (1)-(2) -(316,464) (297,718) (438,859) 156,314 333,442 563,285 UniCredit Bank · 2011 Annual Repor t 231 Financial Statemens Risk Repor t Balance sheet, due to maturity on 31. 12. 2010 EUR 1,000 Content Total On demand Up to 1 month 1 - 3 months 3 - 12 months 1 - 5 years Over 5 years Cash and cash balances with central banks 84,316 32,316 52,000 - - - - Financial assets held for trading 117,940 - 11,784 5,713 10,039 76,115 14,289 Financial assets designated at fair value through profit or loss - - - - - - - Available-for-sale financial assets 390,750 - 53 3,885 50,337 114,590 221,885 Derivatives - hedge accounting 4,874 - 3 147 2,037 1,754 933 Loans and receivables 2,334,802 6,941 112,025 99,942 417,877 919,882 778,135 To banks 25,642 6,941 361 662 4,634 12,233 811 To customers 2,309,160 - 111,664 99,280 413,243 907,649 777,324 Held-to-maturity financial assets 29,886 - - 3 9,991 19,892 - Non-current assets held for sale - - - - - - - Property, plant and equipment 8,995 - - - - - 8,995 Intangible assets 15,032 - - - - - 15,032 Tax assets 3,634 - - - - 3,634 - Current tax assets - - - - - - - Deferred tax assets 3,634 - - - - 3,634 - Other assets 6,257 - 6,017 55 61 89 35 Total assets (1) 2,996,486 39,257 181,882 109,745 490,342 1,135,956 1,039,304 Deposits from central banks - - - - - - - Financial liabilities held for trading 109,352 - 11,545 1,207 12,845 74,741 9,014 Derivatives - hedge accounting 55,524 - 171 15 1,739 10,305 43,294 Financial liabilities measured at amortized cost 2,608,917 331,593 446,356 521,864 579,201 589,995 139,908 Time deposits to banks 1,443,842 8,254 202,735 451,016 463,846 287,991 30,000 Time deposits to customers 782,825 323,339 242,921 70,050 105,291 40,390 834 Loans from banks 352,102 - 552 798 10,064 261,614 79,074 Subordinated liabilities 30,148 - 148 - - - 30,000 Provisions 2,117 - 62 9 197 817 1,032 Tax liabilities 2,408 - - - 921 1,487 - Current tax liabilities 921 - - - 921 - - Deferred tax liabilities 1,487 - - - - 1,487 - Other liabilities 21,119 - 15,886 532 2,468 1,900 333 Share capital 16,258 - - - - - 16,258 Share premium 61,885 - - - - - 61,885 Fair value reserves (7,496) - - - - - (7,496) Retained earnings 119,829 - - - - - 119,829 Net profit for the year 6,573 - - - - - 6,573 Total liabilities and equity (2) 2,996,486 331,593 474,020 523,627 597,371 679,245 390,630 Inconsistency (1)-(2) - (292,336) (292,138) (413,882) (107,029) 456,711 648,674 232 2011 Annual Repor t · UniCredit Bank 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 GOVERNANCE SYSTEM The Management Board of UniCredit Banka Slovenija d.d. has the ultimate responsibility for the effective control over the operational risk exposure. The Management Board in coordination with the senior management is also responsible for verifying that the operational risk measurement and control system is closely integrated in the day-to-day risk management process. At UniCredit Banka Slovenija d.d., the entity responsible for taking decisions on operational risk topics is the Operational Risk Committee (OpRisk Committee). Within the Committee, the risk exposure, the mitigation actions, the measuring and control methodologies and all analyses done on operational risk are reported and discussed. The Committee is responsible for proposing interventions according to risks/ scenarios reported results, recommending insurance policies where applicable. Based on operational risk reporting, operational risk control procedures and limits are proposed and monitored. The Management Board is regularly updated on operational risk issues, notified on operational risk cases, operational risk changes as well as relevant breaches of policies. The Operational Risk unit is independently organized and incorporated within the Risk Management division, working in close cooperation with the operational risk managers from business divisions and staff functions. The Operational Risk team ensures regular control of operational risk and is responsible for the identification, assessment, monitoring and mitigation/control of operational risk. The Team is also involved in the new product implementation process. Operational risk managers are responsible for taking measures to reduce, prevent, or take out insurance against risks. OPERATIONAL RISK MEASUREMENT SYSTEM The operational risk governance system of UniCredit Banka Slovenija d.d. enables timely identification, management and mitigation of risk exposure, defining a system of responsibilities and controls of the involved structures. UniCredit Banka Slovenija d.d. has been using the Advanced Measurement Approach (AMA) for measuring and calculating capital requirement for operational risk since September 2009. An enhanced version of the risk capital model for operational risk has been developed at the Group level and implemented also in our Bank. It uses a combination of internal and external loss data to support statistical modelling of capital requirement estimates, which are then adjusted to reflect qualitative data regarding the operational risk and control environment. The Bank’s operational risk framework is supported by the Application for Risk Gauging Online (ARGO), a group internally designed operational risk software tool. ARGO integrates the individual components of the operational risk management framework into a unified, web-based tool. ARGO enhances the capture, reporting and analysis of operational risk data by enabling risk identification, measurement, monitoring, reporting and analysis to be done in an integrated manner, thereby enabling efficiencies in the Bank’s monitoring and management of its operational risk. A network of independent functions and teams is involved in managing and controlling risks, providing the Management Board with sufficient information on the risk situation and enabling the Management Board to manage risk. 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 UniCredit Bank · 2011 Annual Repor t 233 Risk Repor t purpose of these reports is to enable management to maintain operational risk at appropriate levels within each line of business, to escalate issues. The main four elements of Operational Management and Measurement System are: internal and external loss data collection and analysis, scenario analysis and business environment and internal control factors (KRIs). Internal Loss Data Collection Internal loss data has been collected since 2002 and has helped to: • Spread the awareness of operational risk throughout the Bank; • Build experience in the operational risk concept and tools; • Achieve a deeper understanding of the embedded risk in the business process. Internal Loss Data are collected and processed in close coordination and cooperation with other departments and units. The minimum threshold at which an event is recorded is 100 euros of actual loss or 10,000 euros of potential loss. Any losses below these thresholds are not collected. The operational risk events are allocated in line with operational risk standards to the following seven categories: • Internal fraud; • External fraud; • Employment practices and workplace safety; • Clients, products and business practices; • Damage to physical assets; • Business disruption and system failures; • Execution, delivery and process. Operational risk losses get regularly reconciled with the Bank’s Profit and Loss Statement in order to ensure completeness of the collected operational risk losses. The Bank has to consider the fact that it always takes numerous measures to manage and reduce operational risk. Implementation of mitigation measures is constantly monitored and new measures are proposed. Key Risk Indicators (KRI) Risk indicators are numerical variables whose trend is linked to the processes’ operational risk exposure. Risk indicators are ratios or data reflecting the operational risk profile: the value of an indicator should be correlated to changes in risk levels. Monitoring operational risk using indicators will give the Operational Risk Team, process owners and persons directly in charge of the risk management early warning signals. The selection process of indicators involves the Operational Risk Management function and process owners and is based on internal loss data, external events, scenario analysis, experts’ suggestion of processes and internal audit, business environment and internal control factors. Scenario Analysis The goal of scenario analysis is to assess the Bank’s operational risk exposure to high impact and low probability events. The scenarios are defined by analyzing internal losses, external events deemed relevant, key operational risk indicators’ trend, processes, products and event types. The experience of process managers and operational risk managers as well as suggestions from internal audit and the senior management is taken into consideration. Results, in terms of worst case scenarios, critical processes, mitigation proposals or impacts on capital at risk are described in specific scenario reports. Internal Validation The Bank uses internal validation process and supporting architecture as a dynamic risk management tool. The main objective of the internal validation is to assess the overall soundness and the effectiveness of the Operational Risk Management System as well as the compliance to the Group standards and the Supervisory requirements for using the AMA. The goal of the internal validation process is to identify the key operational risks specific to our environment and assess the degree to which it maintains appropriate controls. Action plans are developed for control issues identified, and business units are held accountable for tracking and resolving these issues on a timely basis. Legal and Compliance Risks Banks are highly regulated financial institutions and constantly supervised by competent authorities as they bring and bear systemic risk. Legal and compliance risks represent risks of loss of earnings arising from violations or non compliance with laws, by-laws, rules, regulations, agreements, prescribed practices, or ethical standards. The Bank faces the legal methodology risk, which is the risk that the methods adopted and steps taken to protect the Bank’s assets against claims by others or to protect against liability to pay damages or compensation to others are inadequate. In addition, the Bank is subject to operational legal risk which arises, in the course of the conduct of the Bank’s commercial operations, that it incurs obligations or liabilities that were not foreseen, or are greater than were foreseen or that its rights and claims prove to be fewer, or of a lower value, than had been expected. The Bank is exposed also to the compliance risks, such as the risks of the law sanctions, measures of supervisory authorities, monetary losses or reputational risks, which the Bank shall bear as a consequence of unintentional or intentional (non)compliance with laws, external or internal regulations, standards, codes, etc. Our objective is to identify, manage, monitor and mitigate legal and compliance risks throughout the Bank. We seek to actively mitigate these risks by identifying them, setting minimum standards for their management as well as ensuring compliance through proactive monitoring. The legal and compliance risk policy is implemented through identification and ongoing review of areas where legal risk is found to be present, through allocation of responsibility for the development of procedures for management and mitigation of these risks and through establishing of procedures to monitor compliance, taking into account the required minimum standards. Legal and compliance risks cannot be entirely eliminated or avoided and they are hardly predictable. UniCredit Banka Slovenija d.d. is involved in a very few legal proceedings, which are still pending. Business Risk Business risk is defined as adverse, unexpected change in business volume and/or margins that cannot be attributed to other risk types, resulting in fluctuations of revenues and costs, not considering extraordinary items. The changes in business volume result from unexpected development of market trend, unexpected customer 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). 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 Group, the Bank has to disclose the following information on capital management, available funds and capital requirements for different risk categories. UniCredit Bank · 2011 Annual Repor t 235 Risk Repor t 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 the Basel II and the Slovenian legislation. Here, the regulatory capital for credit risk, market risk and operational risk accounts for the capital demand, while balance-sheet capital (Tier 1, Tier 2 and Tier 3) constitutes the capital supply side. Capital adequacy is monitored continuously by the Bank’s Management and filed with the Bank of Slovenia on a quarterly basis. The Bank of Slovenia requires each bank to maintain a ratio of total regulatory capital to the risk weighted asset (the capital adequacy ratio) at or above the internationally agreed minimum of 8 %. The structure of the regulatory capital, capital requirements and capital adequacy ratio for 2011 and 2010 is presented in the table below. The capital adequacy ratio increased from 10.05 % at the end of 2010 to 10.95 % at the end of 2011. During the observed period, the Bank was constantly in line with the regulatory capital requirements. Own funds and capital requirement EUR 1,000 Content 31. 12. 2011 31. 12. 2010 TOTAL OWN FUNDS FOR SOLVENCY PURPOSES 241,973 203,670 ORIGINAL OWN FUNDS 239,194 173,670 Paid up capital 20,384 16,258 Share premium 107,760 61,885 Reserves 133,773 119,829 Valuation differences eligible as original own funds (5,406) (1,890) (-) Other deductions from Original Own Funds (17,317) (22,412) (-) Intangible assets (17,317) (15,032) (-) Other country specific deductions to Original Own Funds - (7,380) ADDITIONAL OWN FUNDS 30,000 30,000 Subordinated loan capital 30,000 30,000 (-) DEDUCTIONS FROM ORIGINAL AND ADDITIONAL OWN FUNDS (27,221) - (-) IRB Provision shortfall (27,221) - TOTAL ORIGINAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 225,583 173,670 TOTAL ADDITIONAL OWN FUNDS FOR GENERAL SOLVENCY PURPOSES 16,389 30,000 CAPITAL REQUIREMENTS 176,779 162,138 TOTAL CAPITAL REQUIREMENTS FOR CREDIT, COUNTERPARTY CREDIT, DILUTION AND DELIVERY RISKS 166,941 154,940 Standardised approach (SA) 64,525 154,940 Internal ratings based Approach (IRB) 102,416 - SETTLEMENT RISK - - TOTAL CAPITAL REQUIREMENTS FOR POSITION, FOREIGN EXCHANGE AND COMMODITY RISKS 134 1,232 TOTAL CAPITAL REQUIREMENTS FOR OPERATIONAL RISKS (OpR ) 9,704 5,966 Surplus (+) / Deficit (-) of own funds 65,194 41,532 Solvency ratio (%) 10.95% 10.05% UniCredit Bank · 2011 Annual Repor t 237 Fotografije / Photos: UniCredit Kreativna rešitev / Creative concept: Marco Ferri Oblikovanje, grafiËna rešitev in kompozicija / Design, Graphic development and Composition: MERCURIO GP - Milan Izdajatelj / Publisher: UniCredit Banka Slovenija d.d. Šmartinska 140 SI- 1000 Ljubljana Slovenija Tel: +386 1 5876 600 Faks: +386 1 5876 684 E-mail: info@unicreditgroup.si Tisk / Printed: Demat d.o.o. April 2012 Priznanja UniCredit Banka Slovenija d.d. Printed on certified recycled chlorine-free paper. www.unicreditbank.si