Bank Development

Improvement of operational functions

The Bank has continued its large-scale effort to improve operational efficiency. As part of the effort, the Bank opened another five Customer Operations Support Centres (COSC) in 2011, meaning that the centralisation programme has successfully passed its midpoint. All fifteen COSCs are currently operational and centralisation efforts have been 100% completed at nine of them. The Bank has also launched pilot projects to create cross-regional COSCs.

In 2011, operational units continued to provide ongoing support to our growing business — in most of the supported COSCs, operations increased by between 30% and 60%, while the number of employees grew by between 10% and 27%. This means that against a backdrop of greater business activity, productivity also increased. Growth in lending operations was particularly strong in 2011, including both retail lending and at our corporate and investment block. The new COSCs helped expand support for such operations by 6 to 10 times.

In the near future, the focus of our operational units will shift to better management and quality assurance. As a result, operational units will prepare to enter a new phase, as we gradually migrate to a crossregional and cross-functional service centre model.

The opening in 2011 of the Bank’s Mega Datacentre, Europe’s largest

Development of IT System

We continued to implement customer-oriented upgrades and improvements across our automated systems and to industrialise processes, develop remote channels and expand the range of services we provide. Key IT accomplishments in 2011 include:

  • The opening of the Bank’s Mega Datacentre, Europe’s largest. The first batch of equipment has already been installed at the datacentre and is fully operational.
  • As part of a programme to centralise IT systems, we implemented an integrated platform across four regional offices based on the IBSO automated system. The programme is designed to accelerate the introduction of new products and reduce IT infrastructure maintenance costs.
  • A new three-level version of the xBank automated system was rolled out at the Severo-Zapadny Bank and will enable us to centralise retail operations across eight regional offices on a single platform.
  • As part of our drive to develop remote banking channels, we rolled out a Sberbank Online app for Apple’s iPad. The Moskovsky Bank also launched a service through which customers can top up their Yandex.Money e-wallets with bank cards.
  • As part of Sberbank Online, we launched a service through which taxes can be paid using the Russian Federal Tax Service’s web portal www.nalog.ru. Individual taxpayers who have Universal Banking Service Agreements now can pay taxes through Sberbank Online.
  • We implemented a pilot project to issue Visa Virtual and Master- Card Virtual cards. The virtual cards are not real cards but a set of details that can be used to make purchases online.
  • We implemented a tool to detect and prevent fraudulent card transactions using the SmartVista Fraud Prevention platform.
  • We successfully introduced our new offering of basic deposit products across our regional network. This standardised range of deposit products helps serve customers faster and cut costs when preparing deposit documents.
  • As part of a project known as Single MDM System Customer Profile, the Bank implemented a customer data cleansing and standardisation solution. The solution helps significantly improve the quality of customer information across automated systems and enhance the effectiveness of marketing campaigns.
  • We completed the creation of Sberbank Technologies, a subsidiary responsible for IT within the Bank. The goal behind transforming the IT function into a standalone company is achieving a radical improvement in the speed and effectiveness of projects and to benefit from in-house expertise in key platforms and technologies.
  • We developed and approved consistent IT architecture standards for all subsidiary banks and companies as part of efforts to integrate subsidiary businesses. These standards will ensure closer integration of banks and companies within the Bank and help reduce automation costs thanks to a consistent licensing policy and standards for circulating solutions and sharing knowledge.
  • At a conference held in celebration of our 170th anniversary, we launched our crowdsourcing project. Through this project, we plan to seek out the best ideas and suggestions for product and service developments by involving as wide an audience as possible.

In April 2011, Sberbank was awarded the national IT Leader Award as the best state-owned bank. The award has been held annually since 2002. The committee includes the Russian Association of Managers, CROC and the Itogy, Intelligent Enterprise and CIO magazines.

    History

My Annual Report

Your page has been added successfully