Investor Presentaiton

corporate social responsibility >> 206 INTERVIEW SBERBANK 170 YEARS. BY YOUR SIDE INVESTING IN HUMAN CAPITAL ANNUAL REPORT 2011 Sergey Gorkov Member and Deputy Chairman of the Management Board >> Providing high quality financial services across the entire Russian Federation is the staple of Sberbank's social responsibility. In the banking industry, people are at the centre of all products and processes If your investment in human capital is insufficient, then the resulting quality of services will be low. Sberbank's Strategy through 2014 pro- vides for investments in our people in terms of both ideas and tech- nology. In 2011, we launched joint executive education programmes with sev- eral leading business schools-the European Institute of Business Administration (INSEAD) and the New Economic School (NES), and the London Business School. The INSEAD-NES programme, which includes significant distance learning components, is unparalleled around the world; it is intended to train 500 managers at once, which is comparable to the number of students that enrol at the Harvard and Stanford Business Schools. The programme primarily targets executives from Sberbank's regional banks, who comprise over 90% of students. I believe that such programmes are the future of busi- ness education in Russia. Most importantly, we started to combine experience from both foreign and Russian business schools in our programmes, which opens up many new opportunities. Overall, we have made significant achievements in employee training and devel- opment. We launched a system of programmes and projects, which eventually will influence not only Sberbank's business but also the well being of the entire country. We continue to expand Sberbank's Corporate Library. The books in the library contain a range of knowledge that, in our view, is necessary for our employees and managers. The series is a valuable source of busi- ness expertise, and we would like to make it recognisable both within and outside the Bank. In 2011, we launched joint executive education programmes with several leading business schools- the European Institute of Business Administration (INSEAD) and the New Economic School (NES), and the London Business School In 2011, we worked hard to create a modern employee motivation sys- tem, based on both the realities of Russian business and international best practices. Over the reporting year we completed 70% of our grad- ing programme. Implementing such a programme in just two years is an unprecedented achievement for a company of our size. Professional competitions are a distinct feature of Sberbank's life. Hav- ing been conducted for many years, they are an important element of our corporate culture and an intangible tool for motivation. In 2011, the Best in Profession competition was held in nine categories; we plan to further advance our activities in this area. We also continued to build an employee evaluation system that fol- lows best practice and in some cases sets new levels. The system will become largely operational in 2012. Finally, in 2011 we started imple- menting Sberbank's pension programme, another important element of our employee motivation system. We demonstrate our attitude towards customers not only through our financial activities. When people feel that Sberbank not only handles banking transactions but also engages in various social activities, this attracts customers to us and helps us better understand them. Here I would like to highlight two areas of Sberbank's social activities in 2011. 170 YEARS. IT'S JUST THE BEGINNING WWW.SBERBANK.RU 207 Λ corporate social responsibility

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