1. Bank Vozrozhdenie
Steady growth despite economy deceleration
Investor presentation
April 2013

2. This page is intentionally left blank
2

3. Agenda
Business model
Business overview
Recent IFRS results
Investment summary
3

4. Over 20 years of successful development
Establishment 9 new regional Joined the Rated by the The 3rd Top 3 in the Best mid- 3rd by Best SME Best Corporate
and banking branches World Bank Central Bank largest State cap Russian lending to bank in Governance,
license opened development as a stable branch Mortgage bank (Big SME Moscow Russia (World
program bank after network Program Money) Oblast Finance)
Cash collection $81 mln
34 branches and delivery Cooperation the financial Top 10 by Top 7 $ 177 mln EBRD Top 10 retail Best IR
in the Moscow services with CIBC Crisis deposits mortgage raised by financing banks in Management
Oblast established CIBC from provider 20th issue Russia in Russia
S&P rating Top 10 by
Corr. accounts becomes a individuals bank cards First MBS (Global
with western shareholder issued deal on Rub Banking &
banks 4,1 bln Finance
review)
1991-1992 1993-1995 1996-1998 1999-2002 2003-2004 2005-2006 2007-2008 2009-2010 2011-2012 2013
License for Associate Bank’s ADRs Top 20 by 17th equity Overall Top 500 Bank of the Alexander
foreign member of VISA traded on the corporate issue raises rebranding world’s Year in Russia Dolgopolov
exchange International Frankfurt loan portfolio $33 million CRM system banking in 2010 (The appointed
Authorized Bank Stock Widest ATM Joined development brands Banker) as the
of the Russian Exchange network in Deposit Best bank IR Over 1,550,000 Chairman of
The most the
Government Established the Moscow Insurance transparent and best IR clients
ATM network Oblast Program professional Management
Joined S.W.I.F.T. bank in Best public Board
and a Over 100,000 Russia (S&P) (Thomson company
processing VISA cards Reuters ) (Secret Firmy V.Bank
center issued Magazine) shares
included in
MICEX Index
4

5. Vozrozhdenie Bank - a Community Bank built on strong relationships
with SMEs and individual customers
Vozrozhdenie Bank Focus On Core Banking Products
strategy… Servicing Corporate and SME Customers In Each Stage Of
Business Development
Servicing retail customers throughout their whole life-cycle
Balanced Lending and Funding policy
Prudent risk-management policy
Increasing efficiency in service delivery
…service… … 1 522 000 Retail Clients…
… 61 400 Corporate and SME Clients…
…via… … 21 Region
… 148 Offices
… 838 ATMs
… 6 173 employees
5

6. Distribution network
As of 01.04.2013
Moscow Oblast is a home territory with
historically strong market position
Branches Sub branches Retail offices Total
34 42 14 90
526 ATMs – every town is under coverage
21 region of presence.
Focus on the most attractive
South and North-West
Branches Sub branches Retail offices Total
19 37 2 58
312 ATMs
6

7. Basic information & position in Russian banking system
Key Figures, RUB Rankings*
Assets 209,062 mln Net Assets 29
Loans 141,662 mln
Loans to SMEs 4
Customer Funds 163,876 mln
Net Income 2,331 mln Volume of retail deposits 17
Shareholders equity 20,807 mln Mortgages 8
Retail Clients 1,522,000
Corporate Clients 61,400 Corporate loans 22
Personnel 6,173
Bank cards issued 8
Offices 148
ATMs 838 Branches/ATMs 32/19
* RBC most recent rankings
7

8. Market recognition
Credit ratings Listing
Moody’s Ba3/D-/NP, stable Included in indices MICEX Financial Index
Standard&Poor’s BB-/ruAA-, stable Listing A2 MICEX
High recognition of brand
World Finance
V.Bank has the “Best Corporate Governance,
Russia”, according to World Finance survey
Moody's S&P The Banker
25
Aaa AAA V.Bank – “The Bank of the year 2010 in Russia”
Moody's Interfax Aa3.ru as per the survey of The Banker magazine
22
Aa AA
ruAA- IPSOS survey
19
A
S&P
A
85% of respondents in our regions know us
16
Baa national scale BBB
Ba3 TNS loyalty survey
Moody's
Ba
13 BB Loyalty index equals top 10% of major
international banks
10
B BB- B 94% of our clients are ready to recommend us
S&P
Caa international CCC BrandFinance Banking 500 survey
7
01/01/06 01/12/06 01/11/07 01/10/08 01/09/09 01/08/10 01/07/11 01/06/12 V.bank ranks among top-10 Russian most valuable
banking brands with brand value of $190 million
8

9. Business model
9

10. Market strategy
Balanced Credit and Personal bank for Focus on core banking
Resource policies corporate and retail customers products
Corporate clients Retail customers
Servicing on each stage of business Servicing throughout their whole life-cycle
development
Customer acquisition
Expansion of branches and Growth of individual depositors Payrolls combine retail and
ATMs network and borrowers number corporate segments
10

11. Business model
Business based on relationships… … gives stable non-interest income
RUB bln Non-interest income Net interest income
- Customer oriented organic growth 3,759 3,773 3,875
3,743
3,402
- Conservative balance sheet 41% 40% 42% 36%
37%
- Primarily deposit funded
64%
- Focused network expansion 59% 63% 60% 58%
- Increasing efficiency in service delivery
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12
Loan portfolio development… … funded by customer accounts
Note: all loans are gross loans RUB bln
RUB bln Retail loans Interest-free Current accounts
Corporate loans Interest-bearing Deposits
156 145 143 152 151 164
152 151
144
137 57
33 51 48
28 31 21% 53 40 35%
26
24
98
79%
113 91 120 124 101 103 107 65%
92 94
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12 Q4'11 Q1'12 Q2'12 Q3'12 Q4'12
11

12. Assets and liabilities
Reliable assets structure… …supported by customer-based funding
RUB bln RUB bln Retail deposits
209 209
194 195 Cash and 195 Retail accounts
184 183 equivalents 184 194
43
183 Corp. accounts
34 35 Due from
40 29 banks 81
0.4 0.4 6 77 78 Corp. deposits
0.4 12 12 8 72
1 14 72
9 Securities
27 30 32 Securities issued
23 25
21
Retail 20 18 19 18 Due to other banks
loans 30 36
31 32 Other liabilities
33
111 Corporate
101 106 107 110 25 26
loans 20 22 24 Subordinated
8 8 7 loans
Other 7
84 78 7 8 8
4 4 5 6 Equity
assets
18 19 20 20 21
10 10 10 10 10
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
Loan book growth… …with retail outperforming
SME Administrations Large corporates Individuals RUB bln Credit cards Consumer and auto loans Mortgages RUB bln
+13,8% +34,8%
+3,2% +4,7%
2.1
28 31 33 2.1
24 26 2.1 8.5
2.2 8.4
2.2 7.6
41 43 41 45
40 6.8
6.8
3 3 2 2
3
20.8 22.3
78 17.0 18.5
70 74 77 77 15.4
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12 Q4'11 Q1'12 Q2'12 Q3'12 Q4'12
12

13. Geographical diversification
Corporate loans Retail deposits (without debit card accounts)
South regions
Moscow Oblast
Moscow Oblast South regions 10% North-West regions
21% 6%
37% Other regions
RUB 4%
RUB
123,515 56%
81,014
mln 13% mln
North-West regions
24%
Moscow
15% 14%
Moscow Other regions
Corporate deposits Retail loans
South regions
South regions
Moscow Oblast Moscow Oblast North-West regions
8% 9%
34% 3%
11% Other regions
RUB RUB
48%
25,896 28% 32,850
mln North-West regions mln
29% Moscow
26% 4%
Moscow
Other regions
13

14. Who are SMEs?
What is our SME Definitions
Segment Total credit exposure, RUB mln
Large business > 750
Medium-size and small businesses 30 - 750
Micro businesses 6 - 30
Food processing – factories manufacturing different types of
high-quality food and drinks.
Petrol stations networks – complex service of high-quality petrol,
minimarkets and café, car washes and technical services.
Pharmacies networks – still healthy demand both for beauty
products and medicines.
Food retailers– small chains of handy stores “Close-to-House”
style for daily shopping located in dormitory area with high
density of population.
14

15. Corporate business
Corporate lending – focus remains on SMEs… …with 68% of loans less than RUB 0,75 bln
SMEs Other RUB bln 80.00% * as of December 31, 2012
Large corporations 73%
Share of portfolio
124 124 70.00%
118 120 Share of clients
113 60.00%
43 41 45 36% 50.00%
40 41 43%
40.00%
32%
30.00%
70 74 78 77 77 63% 20.00% 14% 15%
13% 10%
10.00%
2%
3 3 3 2 2 1%
0.00%
up to 30 mln 30-100 mln 100-750 mln more than 750 mln
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12
Corporate funding... …mostly nominated in RUB
Current Accounts Term Deposits 62 RUB bln * under RAS
FX RUR
56 55
53 53 65.8 66.0 64.0
66.2
56.4 4.5 4.5 5.0 4.4 6,9%
36 5.5
32 30 58%
33 31
61.7 61.2 61.1 59.6
50.9
22 24 25 26 42%
20
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12 01/12/12 01/01/13 01/02/13 01/03/13 01/04/13
15

16. Conservative risk profile
Credit policy sticks to reliable collateral… ….providing mostly working capital…
RUB bln *as of December 31, 2012 *as of December 31, 2012
Loan amount Corporate portfolio
Collateral value
71%
99
28.9%
22.0%
50 54
48 15.0% 15.3%
13.4%
27 24 19 5.4%
12
2 4
Other up to 30 31-90 91-180 181 - 365 1 - 2 years > 2 years
Government Real Equipment Guarantees
collateral& days days days days
guarantees Estate & Vehicle
blank
…in the same currency as SMEs revenues Key points
FX loans RUB bln
RUB loans - Average LTV of the portfolio is 59%* mostly collateralized by
126.6 128.2 131.4
124.3 124.3 solid real-estate, equipment and vehicles (63% of total loans).
14.1 14.9 11.3% Revision of collateral value is conducted on a quarterly basis.
14.0 14.0 14.1
- We provide our clients with working capital rather than long-
term financing – 71% of corporate loans with maturity less then
1 year. It allows us to react on changing market conditions.
110.3 110.3 112.5 114.1 116.6
- Matching in terms of the loan currency and the client revenues
is a core point. FX loans are issued only to customers related to
export-import transactions.
01/12/12 01/01/13 01/02/13 01/03/13 01/04/13 *Guarantees are not taken into account
16

17. Retail lending – promising segment
Retail loan book changes (IFRS) Retail loans maturity
Consumer loans Car loans RUB bln *as of December 31, 2012
Mortgages Credit cards Primarily mortgages under state-
32.8 Retail portfolio
31.4 related agency JSC “AHML” standards
28.3 81.4%
25.9
24.4
20.8 22.3 High-margin consumer loans to
18.5 customers with apparent cash-
15.4 17.0
flow –management of corporate
clients
2.1 2.1
2.2 2.2 2.1 0.4 0.4 14.2%
0.4 0.4 0.4
6.3 6.4 7.2 8.0 8.1 1.7% 0.7% 2.0%
0.0%
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 up to 30 days 31-90 days 91-180 days 181 - 365 days 1 - 2 years > 2 years
Currency breakdown (RAS) Rates for retail loans
RUB bln
FX loans RUB loans Consumer loans, RUB
25
26.7 Mortgages, RUB
29.5 26.0
0.4 25.6 25.6 Credit cards, RUB
0.4 0.4 1.4% 20
0.4 0,7
15
29.1
13,4 25.2 25.6 26.3 We plan to further expand retail portfolio, which
demonstrated stable growth driven by strong demand. 10
Particular focus is on mortgages as the most perspective
segment with government support
5
01/12/12 01/01/13 01/02/13 01/03/13 01/04/13 01/04/10 01/10/10 01/04/11 01/10/11 01/04/12 01/10/12 01/04/13
17

18. Card business – reliable source of non-interest income
Business strategy… …Generates strong fee income
Corporate Retail
clients clients Interest 12% acquiring
15% cash operations
19% self-service
18%
70% 82%
22% Visa and Mastercard
- Payrolls - Self-service
transactions 32%
Fees & payrolls
- Acquiring - Credit cards commissions
1
…developing key card product - payrolls Key points
- Payrolls is the main tool for client base growth with
Q2 2012 Q3 2012 Q4 2012 Q1 2013 strong potential – 61,400 of existing corporate clients and
17,000 installed “client-bank” systems
Payrolls 12,800 13,500 14,000 14,200
- Offering cards only to existing corporate clients: credit
Debit cards 1,341,684 1,360,845 1,381,959 1,360,308 cards for owners, top and mid-level managers and
specialists, debit cards for personnel
Credit
45,671 45,471 46,646 48,297
cards - Pushing cross-sales between retail and corporate
ATMs 811 812 819 838
18

19. Risk management
19

20. Risk management
Capital position enhanced by subordination Maturity gap up to 5% of the balance
RUB bln Assets
Tier 1 Tier 1 + Tier 2 Including RUB 1
14,9% bln of subord
80 Liabilities
13.8% 14.2% 3rd tranche
13.4% 13.2% 70
12.3% 12,5%
11.9% 11.8% 12.1%
11.6% 11.9% 60
50
11%
MIN 40
30
20
10
0
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 28.02.13 Demand and less than 1From 1 to 6 months
month From 6 to 12 months
More than 1 year
CAR (N1)
under CBR rules
FX structure Interest rate risk
Assets Liabilities RUB bln RUB bln Interest-earning assets
Interest-bearing liabilities
80
Roubles Roubles
70
60
14 50
28
82% 18% FX 81% 19% FX 40
20 30
4 20
1 3
10
Loans Deposits 0
Due from banks&Securities&Cash Due to banks&Securities Demand and less From 1 to From 6 to More than 1 year
Other assets Other liabilities than 1 month 6 months 12 months
20

21. Credit quality management
NPLs dynamics Annualized cost of risk
NPLs, RUB mln * Charges to provisions to avg
Provisions, % of total portfolio gross loans, QoQ
NPLs, % of total portfolio Charges to provisions to avg
gross loans, YtD
2.86%
9.44% 9.25% 9.09% 9.52% 9.40% 2.24%
9.41% 1.92%
8.68% 9.02%
1.83%
7.70% 8.08% 1.02% 2.06%
1.77% 1.65% 1.17%
1.02%
10,576 12,490 12,297 14,251 14,102
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
* NPL includes the whole principal of loans at least one day overdue either on
principal or interest as well as not overdue loans with signs of impairment
NPLs categorization: absolute improvement in SME and retail
SMEs + Rub 275 mln new NPLs Large corporates Retail
- Rub 351 mln recoveries
No changes + Rub 111 mln new NPLs
11.5% 11.1% - Rub 184 mln recoveries
10.4% 10.5% 10.5% 13.2%
12.2%
10.7% 10.8% 4.4%
9.9% 8.9% 10.1% 12.2% 4.3%
10.0% 9.8% 11.9% 3.6% 3.5% 3.5%
8.7%
8.3% 8.0% 3.4% 3.2% 3.1% 2.7%
4.9% 2.7%
7,769 8,263 8,120 7,841 7,765 1,980 3,400 3,400 5,445 5,445 827 827 777 965 892
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
NPLs, RUB mln Provisions, % of total portfolio NPLs, % of total portfolio
21
15

22. Credit quality RUB mln
Large SMEs Mortgages Other Total
as of 31.12.2012 corporates retail
Gross loans, including Provisions
44 587 78 928 22 302 10 548 156 365
to NPLs
Current loans 87,8% 90,2% 98,3% 95,2% 91,0% Ratio
Past-due but not impaired, of 104%
them - 0,2% 1,1% 0,8% 0,3%
Less than 90 days - 0,2% 0,2% 0,7% 0,2%
Over 90 days - - 0,9% 0,1% 0,1% Provisions
to 90 days+
Impaired, of them 12,2% 9,7% 0,6% 4,0% 8,7% NPLs
Less than 90 days - 0,1% - 0,3% 0,1%
107%
Over 90 days 12,2% 9,6% 0,6% 3,6% 8,7%
Total NPLs 12,2% 9,8% 1,7% 4,8% 9,0%
Provisions -11,9% -10,5% -2,7% -5,2% -9,4% Rescheduled
Loans
Net Loans 39 296 70 671 21 691 10 004 141 662 5.6%
the whole amount of loans with principal overdue for more than 1 day as
NPL - well as loans with any delay in interest payments.
22

23. Recent IFRS results
23

24. Financial highlights
FY’12 FY’11 Q4’12 Q3’12
Interest income 16 611 13 959 4 461 4 263
Interest expense (7 553) (6 503) (2 067) (2 010)
Fee and commission income 5 503 5 232 1 474 1 424
Fee and commission expense (442) (410) (150) (104)
Other operating income 674 611 25 302
Total operating income b.p. 14 793 12 889 3 743 3 875
Operating expenses (8 652) (8 353) (2 421) (2 051)
Provisions (2 722) (2 304) (451) (1 083)
Provisions on non-core assets (449) (216) (133) (2)
Tax (639) (422) (194) (156)
Net profit 2 331 1 594 544 583
24

25. Revenues from core business
Operating income up… …driven mostly by interest income
Net interest income Net fees RUB bln Interest Expenses RUB bln
Other income
Interest Income
0.3 0,03
0.2
+14.8% 0.1 +4.6%
0.7
0.6 1.3 1.3 1.3
1.1 4.1 4.3 4.5
5.1 3.8
4.8
16.6
14.0
2.1 2.3 2.3 2.4 -1.6 -1.9 -2.0 -2.1
9.1
7.5
-6.5 -7.6 Q1 2012 Q2 2012 Q3 2012 Q4 2012
Q1 2012 Q2 2012 Q3 2012 Q4 2012
2011 2012
2011 2012
Net fee income breakdown Segment structure of core revenues
Cards Other Cash transactions Settlements RUB mln
Interest income Non-interest income
-3.2%
+0.3% Corporate Other Corporate
1,368 1,320 1,324 business business
1,291
364 1,126 5%
360 364 391
325 71% Cards
253
250 265 224 Other 27%
5% 52%
219
337 3%
304 300 301 Cards
256
414
326 377 391 408 21%
16%
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
Retail business Retail business
25

26. NIM gains on repricing of loans and deposits
Loan yields surged forward… …outpacing cost of deposits
Yields on corporate loans
Yields on retail loans Corporate term deposits
Yields on securities Retail term deposits
Current accounts
15.7%
14.9% 14.9% 15.4%
14.8%
7.2% 7.6%
5.7% 6.3% 6.7%
10.8% 10.9% 11.3%
10.3% 10.3%
6.1% 6.4% 5.1% 5.3% 5.8% 6.1% 6.4%
5.3% 5.3%
3.4% 0.2% 0.1% 0.1% 0.1% 0.1%
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
Spread dynamics NIM decomposition
Interest Spread Loans Deposits Other Base effect
+46 bps
Yield on earning assets (net)
Cost of funds -0,10%
+0,44% -0,05% -0,18%
11.2% 11.4% 11.7%
10.7% 10,9%
7.1% 6.9% 6.7% 6.7% 7.1%
4.7%
4.3%
4.68% 4.80% 4.64% 4.74%
4.7% 4.6%
4.0% 4.4%
3.7%
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2012 Q2 2012 Q3 2012 Q4 2012
2011 2012
26

27. Cost efficiency in focus
Operating expenses breakdown Staff expenses composition
Personnel expenses
RUB mln Administrative expenses Salary Benefits Bonuses
Rent & Costs related to premises and equipment
Other
+0.7%
+18% 14% 9% 10%
27%
420 458 50%
339 336 325 49% 54% 50%
440 397
300 351 335 51%
193 191 209 13%
145 155
37% 38% 37% 40%
1,352 1,258 1,260 1,236 1,357 22%
Top Operational Managers Specialists and
management management service
Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
Operating efficiency dynamics CIR on way to improvement
Operating expenses
RUB bln Operating income before provisions
Cost/Income
70.0% 64.0% 64.7% 7.0 72.5%
60.0%
56.7% 6.0 64.8%
60.0% 52.9%
5.0 58.5%
50.0% 4.0
48.7% 50.0%
3.0
40.0%
3.8 3.4 3.8 3.9 3.7 2.0 Mid-term
30.0%
1.0 target
20.0% 0.0
-2.0
-2.4 -2.1 -2.1 -2.4 -1.0
10.0%
-2.0
0.0% -3.0
2009 2010 2011 2012
Q4'11 Q1'12 Q2'12 Q3'12 Q4'12
27

28. Solid earnings generation capacity
Operating profit Net profit development
Operating profit before provisions and taxes RUB bln RUB bln
Provisions +46%
+35%
1.6 1.8
6.1 1.4 1.3
4.5 0.7
-0.4 2.3 0.5 0.6 0.5
-0.8 -0.5
-1.1
1.6
-2.3 -2.7
Q1'12 Q2'12 Q3'12 Q4'12
Q1'12 Q2'12 Q3'12 Q4'12
2011 2012 2011 2012
ROE, % ROA, %
23.3%
11.9% 2.45%
9.1%
7.8%
1.21%
3.5% 0.88% 0.91%
0.38%
2008 2009 2010 2011 2012 2008 2009 2010 2011 2012
28

29. Capital structure
29

30. Capital structure
Shareholding structure Share price on MICEX
Structure as of 11.05.2012
Shares Roubles
More than 8,000 100,000 1,800
individuals and 1,000
10,000 1,440
companies are among
Others
our shareholders with 1,000 1,080
Chairman
32% 30% professional investors
100 720
owning more than
38% 10 360
38% 1 0
1/1/12 1/3/12 1/5/12 1/7/12 1/9/12 1/11/12 1/1/13
Volume Last price
As per MICEX data
Major shareholders Volumes of trading (shares)
SHAREHOLDER STAKE IN EQUITY H1 2010 H2 2010 H1 2011 H2 2011 H1 2012 H2 2012
MICEX 762,594 744,081 551,544 892,502 1,966,722 535,131
Dmitry L. Orlov (Chairman of the Board of Directors) 32.03%
RTS 220,714 186,333 65,303 82,098 50,437 30,230
German stock
Otar L. Margania (Member of the Board of Directors) 19.67% 33,358 24,054 13,444 3,255 3,685 7,300
exchanges (ADR)
Sub-total (stock
1,016,666 954,468 630,291 977,855 2,020,844 572,661
exchanges)
JPM International Consumer Holding Inc. 9.88%
OTC 903,256 1,109,859 1,080,856 2,141,597 873,225 1,421,277
Total 61.58% Total 1,919,922 2,064,327 1,711,147 3,119,452 2,894,069 1,993,938
*Volume growth associated with strategic deals
30

31. High level of corporate governance
MANAGEMENT STRUCTURE
CHAIRMAN OF THE
System of control
GENERAL
MANAGEMENT BOARD
MEETING OF
Mr. Alexander Dolgopolov SHAREHOLDERS
AUDITOR Audit commission
PricewaterhouseCoopers
BOARD OF DIRECTORS
HR and
12 members Audit committee
Compensation
Committee 9 are non-executive
6 independent
Internal Control
Risk Management
and Audit Service
MANAGEMENT BOARD
13 members - Timely information provision to investors
5 Deputy Chairmen - Full disclosure on web-site
The arrows represent the authorities to appoint - Quarterly IFRS financial reporting with web-cast
or elect the relevant Bank’s bodies and the
External Auditor
presentations
- Financial reports under IFRS audited from 1991
Continuing excellent reputation recognition:
- Solid and professional team
Andrey
V.Bank has V.Bank was The most
Shalimov Dmitry Orlov is included
the Best awarded as shareholder
was
the Bank of the in top10 of the best bank’s
Corporate awarded for transparent bank
managers 2009
Governance in the Best IR
Year in Russia in Russia –
Russia, 2013 in 2010 2006, 2007, 2008
in 2012
31

32. Investment Summary
SOUND STRATEGY BUSINESS STRENGTHS
Successfully passed through recent crises (1993- Loyal clientele due to strong relationships with the
94,1998, 2004, 2008) customers
Business model generating solid fees & commissions 60% of client base is concentrated in fast growing
(40% of revenue) Moscow Oblast
20 years of organic growth focused on core regions Corporate business focused on high-profitable
and clients SME, retail one – on mortgages
Broad product line based on advanced IT-solutions
One of the most transparent FI in Russia - №1 in
Information Transparency to Shareholders by S&P Financial markets turbulence
2007, 2006
 Ongoingof global economy slowdown
Threat pressure on lending rates driven by state banks
Management Board (13 members) totally has more
than 200 years of banking experience leading by  Limited demand from key risk sector – SME
Still high potential credit client
Chairman with 40 years in Soviet and Russian
banking systems  Still high potential credit risk
Moody’s Ba3 (Stable) confirmed in Nov’10, S&P sticks
to BB- (Stable) upgraded in Sept’11
Positive track-record of communication with investors
HIGH STANDARDS CURRENT CHALLENGES
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33. Investor Relations contacts
Yulia Vinogradova, Advisor to the Chairman
Yu.Vinogradova@voz.ru +7 495 620 90 71
investor@voz.ru
Elena Mironova, Deputy head of IR http://www.vbank.ru/en/investors
E.Mironova@voz.ru
Follow us on Twitter:
Maria Gorbunova, IR specialist www.twitter.com/vbank_IR
M.Gorbunova@voz.ru
Download contacts: Download presentation:
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34. Disclaimer
Some of the information in this presentation may contain projections or other forward-looking statements regarding future events or the future financial
performance of Bank Vozrozhdenie (the Bank). Such forward-looking statements are based on numerous assumptions regarding the Bank’s present and
future business strategies and the environment in which the Bank will operate in the future.
The Bank cautions you that these statements are not guarantees of future performance and involve risks, uncertainties and other important factors that we
cannot predict with certainty. Accordingly, our actual outcomes and results may differ materially from what we have expressed or forecasted in the
forward-looking statements. These forward-looking statements speak only as at the date of this presentation and are subject to change without notice. We
do not intend to update these statements to make them conform with actual results.
The Bank is not responsible for statements and forward-looking statements including the following information:
- assessment of the Bank’s future operating and financial results as well as forecasts of the present value of future cash flows and related factors;
- economic outlook and industry trends;
- the Bank’s anticipated capital expenditures and plans relating to expansion of the Bank’s network and development of the new services;
- the Bank’s expectations as to its position on the financial market and plans on development of the market segments within which the Bank operates;
- the Bank’s expectations as to regulatory changes and assessment of impact of regulatory initiatives on the Bank’s activity.
Such forward-looking statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from those
expressed or implied by these forward-looking statements. These risks, uncertainties and other factors include:
- risks relating to changes in political, economic and social conditions in Russia as well as changes in global economic conditions;
- risks related to Russian legislation, regulation and taxation;
- risks relating to the Bank’s activity, including the achievement of the anticipated results, levels of profitability and growth, ability to create and meet
demand for the Bank’s services including their promotion, and the ability of the Bank to remain competitive.
Many of these factors are beyond the Bank’s ability to control and predict. Given these and other uncertainties the Bank cautions not to place undue
reliance on any of the forward-looking statements contained herein or otherwise.
The Bank does not undertake any obligations to release publicly any revisions to these forward-looking statements to reflect events or circumstances after
the date hereof or to reflect the occurrence of unanticipated events, except as may be required under applicable laws.
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