Stakeholder engagement

Stakeholder engagement in handling economic, social and environmental issues creates the basis for defining CSR priorities for the Group.  Therefore, we continue to develop new and improve current communication channels. Continuous use of various feedback tools remains our core priority as they enable us to discover changes in stakeholder needs on time to make right managerial decisions.

Table 3. Principal feedback tools

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Tool

Description

Coverage

Results 2013

Clients

Client satisfaction research

A system of research designed to evaluate client satisfaction with the quality of service: client satisfaction and loyalty polls; Mystery Calling research; evaluating the level of comfort of systems and processes used by customer service outlets.

At Sberbank, this also includes customer satisfaction index, and the comprehensive research system called “Client Voice”.

Sberbank, all subsidiary banks

page 87

Client complaint management

A system designed to process and review client requests and complaints received via various channels, including call centre, web-site, social networks, books of comments and suggestions available at customer service outlets, and personal appointments with CSO executives.

Sberbank has also developed and introduced the Central Automated Client Complaint Management System (CACCMS).

Sberbank, all subsidiary banks

page 85

Employees

Employee satisfaction research

Employee polls designed to evaluate the level of employee motivation and satisfaction with labour conditions, and to identify critical issues.

Sberbank, all subsidiary banks and affiliated companies

pages 102, 104

Internal Client Voice

Anonymous online poll designed to identify the level of employee satisfaction with the bank’s internal processes and services.

Sberbank

page 104

Hot line with the President

Annual hot line (live video-conference) with Sberbank CEO and Chairman of the Executive Board.

Sberbank, all subsidiary banks and affiliated companies

page 74

Society

Mass Media Review

Daily/weekly monitoring of mass media in the areas of operation and across the world wide web to prepare analytical reports for top managers.

At Sberbank, this also includes daily monitoring of unfavourable comments in mass media and complaints to supervisors from dissatisfied clients.

Sberbank, subsidiary banks and affiliated companies

page 74

Crowdsourcing platform

An online platform designed to involve an unlimited number of participants in developing critical solutions.

Sberbank

page 73

Investors

Perception study

Questionnaires and phone interviews with investment analysts and institutional investors to obtain an unbiased picture of how key investors perceive the bank.

Sberbank

Discussion of the bank’s Annual Report 2012 on the crowdsourcing platform

In 2013, Sberbank continued to use the crowdsourcing technology to involve a large number of participants in discussing critical issues. The bank’s management makes it a rule to involve local communities in making managerial decisions, seeking ideas, optimising operations, developing instructions and regulations.

In 2013, the crowdsourcing platform www.sberbank21.ru was used to implement a number of projects including the “Retail Office: Comfort and Quality Service,” “Public Discussion of Sberbank’s CSR Report 2012”, and “Sberbank Development Strategy for 2014-2018”which attracted 15,000 participants. In total, the bank’s crowdsourcing projects involved more than 20,000 people in 2013.

In addition, last year Sberbank introduced the rule of mandatory crowdsourcing evaluation of internal regulations. In 2013, the crowdsourcing technology was used to evaluate 31 documents, which generated 5,700 proposals and 9,100 comments.

Results of the public discussion of Sberbank’s Corporate Social Responsibility Report 2012

The discussion was held in autumn 2013. In total, the project involved 2,700 people including not only the bank’s employees but also CSR experts, non-profit organisations, economists, experts in international economic relations, business consultants, and clients. The project generated 778 proposals, 3,595 comments, and 13,940 scores. The most critical issues were:

  • improving quality service and reducing queue;

  • socially-oriented products;

  • sponsorship and charity;

  • personnel training;

  • ensuring the availability of financial services.

Hot line with Herman Gref

In 2013, a live video and audio conference was arranged, which was also broadcast online and in text form in Twitter, in Russian and in English, in all areas of operation. In total, the hot line attracted 135,771 people, nearly five times as many as in 2012.

Herman Gref received 1,230 questions, most of which concerned the bank’s development strategy, remuneration and motivation, social programmes, and banking products.

All answers are published on the President’s page on the bank’s internal portal. The feedback from experts and employees proposed mostly to increase the number of questions and answers, and to hold the hot line more frequently than once a year.

Key Sberbank-related issues covered by mass media in 2013

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Issue (in the order of priority)

Content

Comments

Mortgage products of the banks

Reducing interest rates on mortgage loans

Lower mortgage rates reflect the bank’s commitment to expand households’ access to this type of financial service.

Increasing Sberbank’s interest in Cetelem Bank and Yandex.Money

The reasons for increasing Sberbank’s interest in these companies.

The need in this acquisition was created by the diversification of the bank’s product range. The deal helped Sberbank strengthen its position in important segments of the retail banking market.

Sberbank’s strategy for 2014-2018

Highly spread stakeholder interest in the bank’s long-term development plans.

The Strategy was approved by Sberbank’s Supervisory Board in November 2013. Upon publication, it was widely covered by Russian and foreign mass media. The Strategy was also published on the bank’s web-site. On November 14, the Strategy was presented to investors in London.

Supervisory Board activity

The process for electing the bank’s Supervisory Board

Public coverage of the results of the Board activity, including the appointment of Sergei Guriev, enabled us to create clear and unbiased expectations, on the part of investors and clients, regarding the bank’s development prospects.

Construction of Olympic facilities

Extended construction of the OJSC Krasnaya Polyana project where Sberbank is among investors.

The bank took an active part in the construction of Olympic facilities and financial support for the Sochi Olympic Games. The publications were of a reporting nature, providing maximum information about the bank’s effort to complete the construction on time.

Incidents of fraud related to the bank

As a result of fraudulent action with 5,000 notes, Sberbank’s system was injected with several million fake roubles.

Sberbank has implemented a comprehensive programme designed to enhance its security. In response to fraud, the bank toughened its security arrangements. For example, Sberbank’s ATMs were equipped with improved cash acceptors.

Primary areas of concern of the bank’s employees in 2013

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Issue (in the order of priority)

Content

Comments

Compensation Policy

Compensation compliance with market levels, inflation adjustments

On April 1, 2014, the bank plans to increase compensation for common service staff (CSS), which make up 56% of its total workforce. The increased compensation will correspond to market levels. Individual increases will depend on the employee’s qualification, performance and the position of his/her current compensation within the compensation range.

Voluntary Medical Insurance (VMI)

New approach to the employee VMI system

Since January 1 2014, VMI has become free for the employees that have more than one year’ service at the bank (see details on page XX)

Long-service award policy

Withdrawing annual longevity pay

We have changed our approach to employee compensation: we no longer pay for being present on the workplace, we seek to pay for high performance and efficiency. The long-service award is socially unfair in respect of the employees that have recently joined, but perform well. Therefore, in 2013 the long-service award will be paid for the last time. Still, we value the employees that have stayed with the bank for a long time. In 2010, we introduced a new Corporate Pension Plan which provides incentives for the employees to foster long-term relationships with the bank.

“5+” individual performance scoring system

Subjective judgement of the immediate manager affecting employee final performance score.

In 2013, we continued improving the system based on detailed structuring of the assessment process and developing clear and transparent assessment criteria, with the main focus on self-assessment and feedback from the immediate manager. This makes the entire motivation system more transparent, enabling both the employee and the manager to discuss critical issues and identify the areas for professional and individual growth. In 2014, we plan to introduce material changes to the “5+” system connected with the new model of competencies and values (“I am a leader,” “We are a team,” All for the customer"). The evaluation criteria will become more transparent, clear and specific.

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