2015 Annual Report


Structure and Business Model

Development of Sberbank’s Business Model in Russia
Retail Business and Wealth Management Corporate Business & CIB Development
of Sberbank’s
international businessThe main subsidiaries of the Group
Private Customer Lending
  • Home loans
  • Consumer lending
  • Credit cards
  • Car Loans

Retail Deposit Operations
  • Deposits
  • Pensions

Non-interest Income Sources
  • Bank Cards
  • Acquiring
  • Debit Cards
  • Payments and Transfers

Insurance and Wealth Management
  • Insurance
  • Pension savings
  • Investment products
  • Payroll Projects
  • Trade funding and documentary operations
  • Foreign trade
  • Conversions
  • Acquiring
  • Cash collection
  • Correspondent account turnover
  • MB&A Products
  • Cash Management Services
  • Loans
  • Deposits
  • Filing reports with the Federal Tax Service and other supervisory bodies
  • Obtaining category 1 government guarantees for SMEs
  • “Digital hypermarket”
  • Lending to government bodies of Russian Federation constituents


DenizBank A.Ş (Turkey)

BPS-Sberbank OJSC (Belarus)

Subsidiary Bank Sberbank JSC (Kazakhstan)


Sberbank (Switzerland) AG

Goals for 2018
  • Business consolidation in target geography
  • Withdrawal from noncore markets
  • Material increase in cost effectiveness (focus on decreasing ClR)
  • Improvement of the quality of the loan portfolio, optimisation of bad asset management
  • Development of target IT solutions in the digital banking sector
  • Strengthening of subsidiary bank teams
Shifting from microsegments to individual offers From 25 segments to customised offers based on RAROC
From selling traditional banking and financial products to ecosystems of integrated solutions (nonbank and partner products and services)
A cashless world, more active transition of transactions and sales to digital channels Reduction of the physical network, development of remote service and sales channels
Prompt improvement of processes and offers based on feedback From flexible management to immediate resolution of the customer’s problems in any channel
Internal technological solutions

Self-management and ongoing streamlining of services

Unified service methodology

Centralised service management system

Digital Inside development