Investor Presentaiton
SBERBANK
170 YEARS. BY YOUR SIDE
ANNUAL REPORT
IMPROVING PRODUCT AND SERVICE QUALITY
2011
15
winning
projects
24 finalists
450 experts on Witology
1,548 co-authors on WikiVote!
152
120,000 participiants on Professionali.ru
787,753 people who took an active interest in the project
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19,000,000 people who expressed interest in the project
PARTICIPATION IN THE CROWDSOURCING PROJECT
We will continue to develop crowdsourcing mechanisms, working on
integrating them into the Bank's day-to-day activities. For example,
most of the decisions proposed about Sberbank's new products and
processes, as well as updates to procedures and policies, will undergo
a crowdsourcing-based assessment by the Bank's employees. These
mechanisms will also play a key role in identifying new solutions to
optimise systems and processes.
In 2011, transformation processes initiated earlier at the Bank came to
fruition. The year saw many important events; we expanded the geogra-
phy of our operations through the acquisition of Volksbank International
and entered the investment banking market through the integration
of Troika Dialog. We also developed our banking insurance business
and decided to enter the long-term life insurance market. The Bank
launched Thanks from Sberbank, a unique loyalty programme, and
developed a special offering targeting the young-the most interest-
ing but at the same time the most under-served customer segment.
In our view, quality is composed of four elements. It is our ability to give
customers what they want, when they want it, at a good price for both
the customer and us and with acceptable risks for both parties. This
concept of quality is incorporated into all of the instruments we use to
assess internal and external customer satisfaction, the most important
of which being mystery shopping, customer surveys and analysing
customer feedback. We work to integrate these three instruments so as
to use them in planning further improvements to the Bank's business.
In 2011, we continued to work to
improve the efficiency of our operations
and made serious modifications to the
Sberbank Production System
In 2011, we continued working improve the efficiency of our operations 153
and made serious modifications to the Sberbank Production System
(SPS). SPS is an important instrument that "industrialises" our systems
and processes and transforms the mindset and values of an enormous
number of our employees. SPS helps the bank maintain a steady in-
crease in staff productivity. In 2011, SPS rollout led to good results in
several divisions at the Bank, including IT and various support func-
tions. Optimisation of accounting functions reached an efficiency level
of over 25%. We were able not only to optimise costs but also improve
the quality of work, thereby reducing the number of errors in the course
of preparing accounting documents many times over. Assessments of
the impact of SPS on the quality of customer service show that we were
able to improve customer satisfaction and attitudes towards the Bank.
Each day Sberbank offices are visited by over six million customers,
and the effectiveness and quality of our work affects their financial
well being, mood and, as we would like to believe, their success in
life. We strive to assist our customers in making the right financial
decisions that will help them fulfil their dreams and aspirations. This
balanced and well-thought-out business approach, combined with an
understanding of our influence on the national economy, is our way of
integrating Sberbank's business interests and its social responsibility
as a corporate citizen.
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170 YEARS. IT'S JUST THE BEGINNING
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