Investor Presentaiton
SBERBANK
170 YEARS. BY YOUR SIDE
ANNUAL REPORT
IMPROVING PRODUCT AND SERVICE QUALITY
2011
SBERBANK PRODUCTION SYSTEM.
VERSION 2.0.
In 2009, the Bank embarked on a new major project - the Sberbank
Production System (SPS). The project focused primarily on orienting
the Bank's business towards customer needs and ensuring a continu-
ous improvement in the quality of customer service by, among other
means, enhancing internal business processes. In 2011, the Bank
optimised 127 business processes, achieving an 11.5% increase in
workforce productivity.
SPS ROLLOUT INDICATORS
Indicator
2011
Total
Number of Sberbank organisational units where SPS has been implemented
(including regional banks)
1,692
6,240
154
Staff size of Sberbank organisational units where SPS has been implemented
(including regional banks)
27,460
101,272
Number of employees who received training under SPS programmes
Λ
Overall financial benefit from SPS implementation, RUB billion
30,469
88,889
2.9
30.0
%
THE IDEAS EXCHANGE AND
CROWDSOURCING
We believe that innovation and the adoption of state-of-the-art solu-
tions are the main factors ensuring steady growth for any financial
services business. The introduction and active use of advanced tech-
nologies and management methods helps us continuously maintain
a competitive edge in the financial services market.
But no less important is broad staff engagement in this process of
continuous improvement. The Ideas Exchange, a system implemented
at the Bank, facilitates this engagement.
In 2011, the overall number of users of the Ideas Exchanges exceeded
190,000. Our employees and customers submitted over 80,000 ideas
and suggestions. Over that period, more than 8,500 suggestions
were implemented, with the overall financial benefit exceeding RUB
7 billion.
KEY SUGGESTION TOPICS ON THE IDEAS EXCHANGE
corporate social responsibility >>>
In 2011, we held our 3rd SPS Conference. Over 400 staff members from
the Central Head Office and regional banks attended. Participants
represented all functions of the Bank, which was a reflection of the
scope and depth of the transformation and the involvement of all
Sberbank's divisions in the process. The conference agenda included
discussions around various aspects of SPS rollout at regional banks
and service outlets and an analysis of future development prospects
for SPS.
One of the key events of 2011 was the approval and initial rollout
of a new improved version of the system SPS 2.0 which focuses on
optimising the Bank's internal processes through better organisation
of the work of supporting divisions providing services to internal
clients within Sberbank.
Broker services
1.1
2.4
Advertising
3.4
2.9
Mobile Bank
3.8
4.0
Website
4.0
4.7
Payments, deposits
10.0
4.8
Servicing corporate customers
3.0
7.0
Sberbank Online
7.0
Bank cards
15.0
8.6
ATMs and terminals
9.0
9.8
Lending
10.0
14.6
170 YEARS. IT'S JUST THE BEGINNING
WWW.SBERBANK.RU
Customers
Employees
35.0
155
Λ
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