Interview Gorkov

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 provides for investments in our people in terms of both ideas and technology.

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. 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 business 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 development. 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 business 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 system, based on both the realities of Russian business and international best practices. Over the reporting year we completed 70% of our grading 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. Having 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 follows best practice and in some cases sets new levels. The system will become largely operational in 2012. Finally, in 2011 we started implementing 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.

First, we continue our university partnership programme: jointly with the Russian Presidential Academy of National Economy and Public Administration we provide a master’s programme for graduates of the Moscow Institute of Physics and Technology. We also continue to deliver a two-year master’s programme in economics based at the Higher School of Economics for graduates of various science and technology universities. All of these students are recruited by the bank on graduation. We actively partner with some 50 Russian universities.

The children’s home sponsorship programme was launched in early 2010, during the global financial crisis, when we decided that supporting children’s homes in that difficult time is part of our social responsibility

Second, the Bank continued to actively support children’s homes under its patronage. The children’s home sponsorship programme was launched in early 2010, during the global financial crisis, when we decided that supporting children’s homes in that difficult time is part of our social responsibility. Initially, 100 children’s homes in below average condition were selected for the programme. We wanted to not only provide financial support but also to establish a full-fledged relationship with the children who faced many challenges in their lives. And we have succeeded in building real partnerships; on average we conduct 10 events a year at each institution. Now the number of children’s homes participating in the initiative has reached almost 240, and at Sberbank we have an entire movement of volunteers participating in these activities on their own initiative — over 5,000 people. As a result, over 100 children were adopted, which means that we effectively “disbanded” two entire children’s homes. The programme, unique to Russia, continues to grow. And interestingly, it is growing by itself, without any administrative push from the side of Sberbank’s management. I believe this is very important.

    History

My Annual Report

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