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VTB Group Management Model

VTB Group comprises VTB Bank and its lending and financial subsidiaries in which VTB owns more than 50 percent of voting shares/rights. The bank’s lending subsidiaries carry out banking transactions and the financial subsidiaries operate in the securities markets, offering insurance and other financial services. VTB Group’s companies offer a range of financial services to pension and mutual funds, leasing companies and other entities.

VTB Group has one strategically aligned holdings model, which includes:

  • One development strategy across all VTB Group companies
  • A common brand
  • Centralised financial and risk management
  • Integrated compliance systems
  • Coordinated planning and reporting processes
  • Ensuring best practices and common standards

Under the current management system, procedures fall into two major categories:

  • Administrative management: managing subsidiaries within VTB Group’s Organizational Structure. A corporate governance mechanism is in place to exercise the rights of the parent bank as the majority shareholder through representatives appointed to the management boards of the Group subsidiaries
  • Functional management: managing other business lines within VTB Group. Functional management serves as an additional tool providing an early-stage expert review of management decisions to achieve the maximum synergies within the Group, to share best practices among Group companies along business lines, and to limit risk exposure.

VTB Group’s Management Committee operates at Group level. The Committee:

  • Reviews development strategies for the Group’s various businesses
  • Reviews the business plans of VTB Group and its subsidiaries
  • Analyses the implementation of these business plans
  • Evaluates liquidity and risk
  • Supervises priority projects
  • Approves standards and approaches for VTB Group’s operations

The Group’s key strategic objectives for the Bank’s management structure for 2014-2016 are as follows:

  • Creating a stand-alone profit centre for SMEs and strengthening the Group’s position in this segment
  • Enhancing the Corporate Centre as a separate unit within VTB Bank, improving the Group’s reporting and centralising key functions, such as financial and risk management, and internal audit
  • Implementing measures to move Russian banking operations to a single banking platform

The Vietnam-Russia Joint Venture Bank (VRB) is not a subsidiary of VTB Group. However, the Bank may influence its activities due to its large shareholding in VRB.

VTB Group’s corporate management model leverages the Group’s competitive advantage, increases its share in target markets, enhances its key performance indicators and strengthens VTB Group’s capitalisation.

In terms of group-level integration processes, VTB Group relies on a strategic holding governance model for group-level integration. This allows a unified strategic vision as well as the sharing of concepts and best practices.

VTB Group has one development strategy across all VTB Group companies: a common brand, centralised financial and risk management, integrated compliance systems, coordinated planning and reporting processes, and a focus on ensuring the best practices and common standards.

VTB’s corporate governance mechanism enables the Bank to exercise its rights as a majority shareholder without participating in the management bodies of its subsidiaries. Functional coordination of key business lines within VTB Group is regarded as an additional management mechanism for subsidiaries. This, includes support and control lines (such as risk management, planning budget and management reports, brand and internal audit).

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