GRI content index

  GRI disclosure/indicator (as defined by the GRI Guidelines) Report page / comment /reference
1.1 Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the organisation and its strategy Message from Herman Gref, CEO and Chairman of the Management Board
1.2 Description of key impacts, risks, and opportunities About this Report
Risk Management
Interview with Andrey Donskih
Interview with Alexander Bazarov
Interview with Denis Bugrov
Interview with Alexander Torbakhov
Interview with Olga Kanovich
Interview with Igor Artamonov
Interview with Sergey Gorkov
Interview with Stanislav Kuznetsov
Interview with Bella Zlatkis
Interview with Anton Karamzin
See the Corporate Social Responsibility Policy of Sberbank
See the Development Strategy of Sberbank of Russia
2.1 Name of the organisation Bank Profile
2.2 Primary brands, products and/or services Sberbank’s Position in the Financial Market
2.3 Operational structure of the organisation Governance Structure
2.4 Location of organisation’s headquarters Bank Profile
2.5 Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report Branch Network
2.6 Nature of ownership and legal form Bank Profile
2.7 Markets served by the organisation Sberbank's Position in the Financial Market Developing our Branch and subsidiary network abroad
2.8 Scale of the organisation Bank Profile
Sberbank’s Position in the Financial Market
Dynamics of Sberbank Group’s Key Figures over the Past Five Years in Accordance with IFRS
Group IFRS Income Statement
Structure of Sberbank Group’s Assets under IFRS
Structure of Sberbank Group’s Liabilities and Equity under IFRS
2.9 Significant changes during the reporting period regarding size, structure or ownership Governance Structure
2.10 Awards received in the reporting period Bank Profile
Retail Business
Corporate Business
Financial Market Operations
Bank Development
Improving Corporate Governance
3.1 Reporting period (e.g., fiscal/calendar year) for information provided About this Report
3.2 Date of most recent previous report (if any) About this Report This is Sberbank's first integrated report.
3.3 Reporting cycle About this Report
This is Sberbank’s first integrated report. Prior to 2011, the Bank produced a separate Annual Report and Social Report each year.
3.4 Contact point for questions regarding the report or its contents About this Report
3.5 Process for defining report content About this Report
3.6 Boundary of the report About this Report
3.7 Limitations on the scope or boundary of the report About this Report
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/ or between organisations About this Report
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report About this Report
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement About this Report
No re-statements have been made.
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report About this Report
There have been no significant changes from previous reporting periods.
3.12 Table identifying the location of the Standard Disclosures in the report Page 264
3.13 Policy and current practice with regard to seeking external assurance for the report About this Report
The Report corresponds to GRI Application Level B and has not undergone external assurance.
4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight Governance Structure
4.2 Indicate whether the Chair of the highest governance body is also an executive officer Governance Structure
4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members Improving Corporate Governance
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body Improving Corporate Governance
I Ask for the Floor: A Conversation with the CEO
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation's performance (including social and environmental performance). Remuneration of Members of the Bank's Governing Bodies
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Improving Corporate Governance
Organisational Structure
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organisation's strategy on economic, environmental, and social topics Supervisory Board Committees
Members of the Management Board hold academic degrees and possess professional experience which demonstrate their expertise and high qualifications, particularly with regards to economic, environmental, and social topics.
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation Improving Product and Service Quality
4.9 Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles Improving Product and Service Quality
Risk Management
Improving Corporate Governance
4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Governance Structure
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation Risk Management
The Bank does not apply the precautionary principle to its activities directly.
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. Ensuring Accessibility of Banking Services
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organisations Sberbank’s Position in the Financial Market
Contributing to the Economic Development of the Country
4.14 List of stakeholder groups engaged by the organisation About this Report
4.15 Basis for identification and selection of stakeholders with whom to engage About this Report
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Improving Product and Service Quality
Investing in Human Capital
Improving Corporate Governance
Contributing to the Economic Development of the Country
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting Improving Product and Service Quality
Investing in Human Capital
Improving Corporate Governance
Economic Performance Indicators
  Management approach Retail Business
Corporate Business
Financial Market Operations
EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments Dynamics of Sberbank Group's Key Figures over the Past Five Years in Accordance with IFRS (partially)
EC2 Financial implications and other risks and opportunities for the organisation's activities due to climate change Carbon Finance and Financing Energy Efficiency and Energy Saving Projects
EC3 Coverage of the organisation's defined benefit plan obligations Investing in Human Capital
The Group applies IAS 19 Employee Benefits for accounting for its pension liabilities. Actuarial Report for 2010:
http://www.npfsberbanka.ru/netcat_files/File/actuarial2010.pdf
EC4 Significant financial assistance received from government Financial Performance
EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation  
EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation  
EC7 Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation  
EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement Contributing to the Sustainable Development of Russian Regions
Supporting Small- and Medium-Sized Businesses
Contributing to Housing and Utility Sector Reform
Charity and Sponsorship
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts Contributing to the Economic Development of the Country
Branch Network
Financial Literacy
Interview with Andrey Donskih
Interview with Alexander Bazarov
Interview with Denis Bugrov
Interview with Alexander Torbakhov
Interview with Olga Kanovich
Interview with Igor Artamonov
Interview with Sergey Gorkov
Interview with Stanislav Kuznetsov
Interview with Bella Zlatkis
Interview with Anton Karamzin
Environmental Performance indicators
  Management approach Reducing our Environmental Footprint
EN1 Materials used by weight or volume  
EN2 Percentage of materials used that are recycled input materials  
EN3 Direct energy consumption by primary energy source Not applicable.
EN4 Indirect energy consumption by primary source Improving Energy Efficiency
EN5 Energy saved due to conservation and efficiency improvements  
EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives  
EN7 Initiatives to reduce indirect energy consumption and reductions achieved Improving Energy Efficiency
EN8 Total water withdrawal by source Managing our Environmental Impact
The Bank only withdraws water from municipal water supply systems.
EN9 Water sources significantly affected by withdrawal of water The Bank's water withdrawal has no serious impact on water sources because the Bank's operations do not involve water consumption.
EN10 Percentage and total volume of water recycled and reused The Bank does not recycle or reuse water.
EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas  
EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas  
EN13 Habitats protected or restored  
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity  
EN15 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by Level of extinction risk  
EN16 Total direct and indirect greenhouse gas emissions by weight (the Financial Services Sector Supplement includes a commentary on this indicator) Managing our Environmental Impact
Direct greenhouse gas emissions were 39,595.3 tonnes of CO2 equivalent.
Indirect greenhouse gas emissions associated with electricity and heat consumption were 517,766.8 and 292,183 tonnes of CO2 equivalent respectively.
EN17 Other relevant indirect greenhouse gas emissions by weight The amount of other greenhouse gases emitted by the Bank is insignificant.
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved  
EN19 Emissions of ozone-depleting substances by weight  
EN20 NOx, SOx, and other significant air emissions by type and weight  
EN21 Total water discharge by quality and destination The Bank's operations do not involve water consumption. Total water discharge is equal to total water withdrawal.
EN22 Total weight of waste by type and disposal method  
EN23 Total number and volume of significant spills Not applicable
EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally Not applicable
EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation's discharges of water and runoff Not applicable
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation Our Construction Projects
EN27 Percentage of products sold and their packaging materials that are reclaimed by category  
EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental Laws and regulations A fine of RUB 20,000 was imposed on Dalnevostochny Bank for an administrative offence — cutting down trees without the necessary permit during reconstruction of a facility. No other fines for environmental non-compliance were imposed on Sberbank's entities.
EN29 Significant environmental impacts of transporting products and other goods and materials used for the organisation's operations, and transporting members of the workforce Managing our Environmental Impact
Greenhouse gas emissions associated with fuel consumption in transportation in 2011 amounted to 104,726.3 tonnes of CO2 equivalent.
EN30 Total environmental protection expenditures and investments by type  
Human Rights Performance Indicators
  Management Approach Investing in Human Capital
HR1 Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening  
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken  
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained  
HR4 Total number of incidents of discrimination and actions taken In 2011, no incidents of discrimination at the Bank were reported.
HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights The Bank does not perform any operations in which the right to exercise freedom of association and collective bargaining may be restricted.
HR6 Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child Labour The Bank does not perform any operations associated with a significant risk for incidents of child labour.
HR7 Operations identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour The Bank does not perform any operations associated with a significant risk for incidents of forced or compulsory labour.
HR8 Percentage of security personnel trained in the organisation's policies or procedures concerning aspects of human rights that are relevant to operations.  
HR9 Total number of incidents of violations involving rights of indigenous people and actions taken In 2010, no incidents of violations involving rights of indigenous people at the Bank were reported.
Labour Practices and Decent Work Performance Indicators
  Management Approach Investing in Human Capital
LA1 Total workforce by employment type, employment contract and region Bank Personnel Profile
LA2 Total number and rate of employee turnover by age group, gender, and region Bank Personnel Profile
(Partially disclosed)
LA3 Benefits provided to fulltime employees that are not provided to temporary or parttime employees, by major operations Employee Motivation
All employees at the Bank are permanent employees.
LA4 Percentage of employees covered by collective bargaining agreements All employees are covered by a collective agreement.
In 2011, 77.93% of employees were union members.
LA5 Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements The existing collective agreement does not provide for a minimum notice period regarding significant operational changes.
Employees are notified of significant changes in the Bank’s operations in accordance with the Labour Code of the Russian Federation.
LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs  
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region  
LA8 Education, training, counselling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases Available on Sberbank's Intranet portal.
LA9 Health and safety topics covered in formal agreements with trade unions  
LA10 Average hours of training per year per employee by employee category Investing in Human Capital — Employee Training
LA11 Programs for skills management and Lifelong Learning that support the continued employability of employees and assist them in managing career endings.  
LA12 Percentage of employees receiving regular performance and career development reviews Employee Motivation The Bank has in place a 5+ evaluation system that covers all employees.
LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity Bank Personnel Profile
LA14 Ratio of basic salary of men to women by employee category  
Product Responsibility Performance Indicators
  Management Approach Improving Product and Service Quality
PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures  
PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes In 2011, no incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services were reported at the Bank.
PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements Improving Product and Service Quality
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes In 2011, a fine of RUB 20,000 was imposed on Severny Bank for failure to pay a fine on time that was imposed by a justice of the peace for the presence of clauses infringing on consumer rights in bank contracts.
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction Improving Product and Service Quality
PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship Improving Loan Service Quality
PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.  
PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data Counteracting Fraud and Illegal Business Practices
PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. A fine of RUB 26,082.24 was imposed on the Bank’s Central Head Office for noncompliance with the Consumer Rights Protection Law.
According to rulings on administrative offences, a fine of RUB 1,100,000 was imposed for failure to comply with a Federal Financial Markets Service order.
Society Performance Indicators
  Management Approach Charity and Sponsorship
Improving Product and Service Quality
Ensuring Accessibility of Services
SO1 Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting  
SO2 Percentage and total number of business units analysed for risks related to corruption  
SO3 Percentage of employees trained in organisation's anticorruption policies and procedures  
SO4 Actions taken in response to incidents of corruption Counteracting Fraud and Illegal Business Practices
SO5 Public policy positions and participation in public policy development and lobbying Contributing to the Economic Development of the Country
SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country  
SO7 Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes One such incident took place in relation to Zapadno-Uralsky Bank (see below).
SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations In 2011, a fine of RUB 9,166,859.90 was imposed on Zapadno-Uralsky Bank for non-compliance with anti-monopoly legislation in regards to competition on the goods' market.
Financial Services Sector Supplement
  Management Approach Retail Business
Corporate Business
Financial Market Operations
FS1 Policies with specific environmental and social components applied to business lines  
FS2 Procedures for assessing and screening environmental and social risks in business lines  
FS3 Processes for monitoring clients' implementation of and compliance with environmental and social requirements included in agreements or transactions  
FS4 Process(es) for improving staff competency to implement the environmental and social policies and procedures as applied to business lines  
FS5 Interactions with clients/investees/business partners regarding environmental and social risks and opportunities  
FS6 Percentage of the portfolio for business lines by specific region, size (e.g. micro/SME/large) and by sector Sberbank's Position in the Financial Market
FS7 Monetary value of products and services designed to deliver a specific social benefit for each business line broken down by purpose Developing our Product Range
Socially Oriented Products
FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by purpose  
FS9 Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment procedures  
FS10 Percentage and number of companies held in the institution's portfolio with which the reporting organisation has interacted on environmental or social issues.  
FS11 Percentage of assets subject to positive and negative environmental or social screening  
FS12 Voting polic(ies) applied to environmental or social issues for shares over which the reporting organisation holds the right to vote shares or advises on voting  
FS13 Access points in low-populated or economically disadvantaged areas by type Branch Network
FS14 Initiatives to improve access to financial services for disadvantaged people Service Accessibility for Customers with Disabilities
FS15 Policies for the fair design and sale of financial products and services  
FS16 Initiatives to enhance financial literacy by type of beneficiary Financial Literacy

    History

My Annual Report

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