1. finance
2. bank
3. bank account

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Corporate Responsibility Report
2013
Contents
Contents
Foreword3
Organizational profile
5
Our sustainability pillars
6
Highlights 2013
7
Raiffeisen Bank Subsidiaries
9
The management of Raiffeisen Bank
10
Members of the Supervisory Board, as of 2014, March 31st
11
Employees13
14
Our Team in 2013
Market18
19
Economic Impact
Society24
25
Community investments
Environment28
29
Environmental impact
Annexes:
Annex 1 - GRI Index
31
Annex 2 - Report methodology
37
Annex 3 - List of partners NGOs
38
Annex 4 - Contacts
39
2
Foreword
Cuv~nt înainte
If I were to choose an indicator to highlight the year 2013, I would
actually choose two: the deposits growth rate was 15% year on year at
Raiffeisen Bank, twice the average rate on the market and the customer
base we served increased with over 100,000 new customers. We
believe that these two indicators stand for the good reputation and
service level that our bank has constantly built and maintained over the
years, under better or worse economic conditions.
These accomplishments are due in part to the purchase and, more
important, to the seamless integration of the consumer portfolio
of Citibank Romania. However, the organic growth that has been
and remains our core strategy had a similar contribution. For both
positive developments, I would like to thank the Raiffeisen Bank team members for their outstanding
professionalism and dedication.
It was a year with a number of significant projects. While developing the business and improving
our customer relationships, we managed to smoothly move our Headquarters into new premises. For
over 1,700 employees (including the subsidiaries of the group in Romania), Sky Tower, a landmark
building and the tallest in the country, together with the adjacent Office Tower building, are now the
new working spaces.
Furthermore, it is worth mentioning that our subsidiary company Raiffeisen Leasing Romania purchased
and integrated a EUR 30 million portfolio from ING Lease.
We remained focused on cost control and resources conservation, hence the reduction on the cost base
by 2%, although one-off expenses raised the expenditures for the year by 3%.
The loan book grew by 5%, with more than EUR 1.2 billion new term loans granted to customers, out
of which almost one third for private individuals.
Asset quality remains a top priority for Raiffeisen Bank. We continue our prudent risk approach and
early recognition of losses. While the NPL rate grew to 8.7% from 7.2% in 2012, it is still far below the
market average. Our growth plans will be done by preserving the asset quality that we have today.
In Retail banking revenues were up 4% yoy, supported by a 10% increase in loans and 18% in
deposits. We are offering our banking services now to more customers (+100,000 yoy) while our
penetration in electronic channels increased by double digit rate.
Corporate banking had a declining loan portfolio (-2.5% yoy) and an increased deposit base
(+14%yoy). Our efforts to build a solid base for revenues were visible, as we managed to grow by
2.5% our income.
3
www.raiffeisen.ro
Foreword
Our Proprietary business revenue was up 4%, mainly coming from our securities portfolio. We were
well positioned and we benefited from the declining interest rate for RON. On the funding side, last
year we issued a three year RON denominated bond (RON 225 mn, 5.5% coupon).
As a consequence of all the above, the bank ended the year with a net profit of EUR 104 million, 18%
more than the previous year. Although the financial result was positively affected by a one-off fiscal
credit following the 2012 transition to IFRS , the adjusted result was still excellent, + 5% as compared to
2012.
Sustainable management both of our financial activity as of our administrativ activity are for us an
essential practice. To our business performance adds up our responsibility towards the environment,
towards our employess, our customers and the communities we are a part of. Thus we foster
volunteering for our employees, we invest in urban ecology, financial education, social services and
promoting Romanian art and culture. We report not only about financial performance, but also about
the impact of our community investments and our sustainable management practices.
In a nutshell, we believe that we are well positioned for the challenges to come in 2014. On behalf
of the Management Board, I would like to thank to our clients who constantly help us improve our
performance, to our colleagues, for resilience and professionalism, and to all our stakeholders together
with whom we make steps to improve the economic environment of the country.
Steven van Groningen
President & CEO
4
www.raiffeisen.ro
Organizational profile
11
www.raiffeisen.ro
Organizational profile
Our sustainability pillars
Our sustainability pillars
Employees
Market
Environment
Society
6
www.raiffeisen.ro
Organizational profile
Highlights 2013
Reperele anului 2013
January
•
•
Raiffeisen Bank provides corporations with innovative electronic trading solutions, through which
companies have direct access to accounts via the SWIFT network.
Raiffeisen Bank and Junior Achievement support the development of students’ financial skills
through two educational programs: “Noi insine” (We, ourselves) for primary school and
“ABCdar bancar” (ABC for banking) for high-school students.
February
•
Raiffeisen Bank is named “Best Bank” on the local market by Euromoney, for financial services
provided to customers with assets under management between USD 500,000 and 1 million.
March
•
•
•
Raiffeisen Bank Romania and Citibank Romania sign an agreement through which Raiffeisen
Bank is going to acquire Citi’s retail portfolio by the last quarter of 2013.
At the “NOCASH” Gala, dedicated to excellence awards for the cards industry, Raiffeisen Bank
receives four distinctions: “Bank of the Year”, “Best sold credit card”, “Shopping card of the
year” and “Most successful co-branded program - Raiffeisen Bank and SMURD Foundation”.
Raiffeisen Bank is awarded “Best Bank” in Romania by “Global Finance”.
April
•
•
•
Raiffeisen Bank launches a limited edition of the students card, in cooperation with Mastercard to
celebrate the Academy of Economic Studies centenary;
The Bank launches a new edition of the “Life Without Cash” campaign, with important prizes,
aiming to encourage the use of alternative trading channels;
Raiffeisen Bank officially changes its registered office, the Bank’s central administration being
relocated to Sky Tower building in Bucharest.
May
•
•
Raiffeisen Bank cuts interest rates for Flexicredit – its RON, fixed-rate, unsecured consumer loans.
Wall Street awards Raiffeisen Bank with the ”Transaction of the year in banking” distinction for
taking over the retail portfolio of Citibank Romania.
June
•
•
•
•
•
Raiffeisen Bank is named “Best Foreign Bank” in Romania by EMEA Finance.
Karl Sevelda is appointed Chief Executive Officer of Raiffeisen Bank International.
At RBI Awards Gala, Raiffeisen Bank is awarded for the “Best productivity improvement in
2012” from the entire Raiffeisen Group.
Raiffeisen Bank launches its official Facebook page, a new communication channel with
customers and employees.
Raiffeisen Bank marks the end of relocation process in its new headquarters through an internal
event for approximately 1,700 employees working in the Bank’s Central Administration.
7
www.raiffeisen.ro
Organizational profile
Highlights 2013
July
•
•
•
Raiffeisen Bank introduces a new service for SMEs, enabling them to recover VAT on business
expenses abroad.
The Bank launches the third edition of “Raiffeisen Comunit`]i” Grant Program, a social
responsibility projects competition, with a total budget of EUR 100,000.
“Euromoney” awards Raiffeisen Bank with “Best Bank” on the local market for 2012.
August
•
Raiffeisen Bank increases the limit for SMEs loans with JEREMIE guarantees.
September
•
•
Raiffeisen Bank launches the “RStyle” program addressed to its employees, in order to help them
achievea healthier and more balanced lifestyle.
Raiffeisen Bank officially inaugurates Bra[ov Operational Center, where a large part of the
Bank’s operating activities have been transfered.
Octomber
•
As an official partner of the Bucharest International Marathon, Raiffeisen Bank encourages its
employees’ participation and it registers, at this 6th edition, a record of approximately 200
Raiffeisen runners.
•
Raiffeisen Leasing takes over a part of ING Lease Romania’s portfolio.
•
Raiffeisen Bank and Citibank Romania successfully complete the technical operations of
migrating the individuals taken over by Raiffeisen.
November
•
•
•
•
Raiffeisen Bank launches new debit cards with dual contact and contactless functionality, which
allow payment authorization both online and offline.
Raiffeisen Bank is awarded “Bank of the Year in 2013” by The Banker - the Financial Times
specialized magazine for the banking sector.
The Bank launches unching an internal platform dedicated to volunteer activities of its employees
and created a visual identity for the volunteers to identify with.
Raiffeisen Bank initiates the “4 awards in one year speak about our performance” campaign,
both indoor and outdoor, as a result of the international recognition of the Bank’s performance
in the previous year.
December
•
•
•
Raiffeisen Bank is designated as the depositary of SIF Oltenia’s assets.
The Bank offers its customers, on winter holidays occasion, a chamber music concert in SoNoRo
band’s interpretation.
Raiffeisen Bank supports the “Volunteers’ National Gala” and the first edition of “SkyRun” –
a running on the stairs competition.
8
www.raiffeisen.ro
Organizational profile
Raiffeisen Bank Subsidiaries
Profilul organiza]iei
Raiffeisen Bank S.A. is a top universal bank on the Romanian market. The Bank provides a complete
range of high quality products and services to private individuals, small and medium-sized enterprises
(SMEs) and large companies, via multiple distribution channels: banking outlets, ATM and EPOS
networks, phone-banking (Raiffeisen Direct), mobile-banking (Raiffeisen Smart Mobile) and internet
banking (Raiffeisen Online).
Raiffeisen Bank has a network of 520 outlets throughout the country, that service approximately 2 million
customers, out of which almost 100,000 SMEs and 7,600 large and medium-sized companies.
Each year Raiffeisen Bank invests in the community approximately 2 mio. euros, in five strategic
directions: Romanian arts and culture, financial and entrepreneurial education, sports as a healty
lifestyle, urban ecology and social assistance. The bank’s employees volunteer in projects supported by
the bank or on their own.
Raiffeisen Bank Subsidiaries
n
n
n
n
n
Raiffeisen Asset Management România
Raiffeisen Banca pentru Locuin]e
Raiffeisen Capital & Investment
Raiffeisen Insurance Broker
Raiffeisen Leasing
Raiffeisen Bank functions according to national legislation1), its charter and its internal regulations. Also
the banking activity is regulated and supervised by the National Bank of Romania (NBR).
The governance structure of Raiffeisen bank is composed by the General Shareholders Assembly (GSA),
the Supervisory Board (SB) and the Directorate.
For further information Law 31/1990 (law of commercial companies), OUG 99/2006 (also called the banking law) and
NBR regulations available at http://www.bnro.ro/Legislatie-2984.aspx
1)
9
www.raiffeisen.ro
Organizational profile
The management of Raiffeisen Bank
The management of Raiffeisen Bank
Members of the Supervisory Board, as of 2014, March 31st
Herbert Stepic* – Chairman
Karl Sevelda – Member
Martin Grüll – Member
Klemens Breuer – Membear
R`zvan Munteanu – Member
Peter Novak* – Member
Ileana-Anca Ioan – Independent member
Members of the Management Board, as of 2014, March 31st:
Steven van Groningen – President & CEO
Cristian Spori[ – Vice-President, Corporate Banking
Vladimir Kalinov – Vice-President, Retail Banking
James D. Stewart, Jr. – Vice-President, Treasury & Capital Markets
Carl Rossey – Vice-President, Operations & IT
Bogdan Popa – Vice-President, Financial Controlling & Accounting
Mircea Busuioceanu – Vice-President, Risk
* On April 28th, 2014, he submitted a request of resignation from the Supervisory Board of Raiffeisen Bank Romania.
10
www.raiffeisen.ro
Organizational profile
Raiffeisen Bank’ structure, as of 2014, March 31st
Raiffeisen Bank’s structure, as of 2014, March 31st
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
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
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
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





11
www.raiffeisen.ro
Organizational profile
Raiffeisen Bank’ structure, as of 2014, March 31st
General Shareholders Assembly
Raiffeisen SEE Region Holding GmbH
99.49% and individual shareholders 0.51% (approx. 17,000)
Supervisory Board
7 members
Directorate
7 members
Audit Committee
3 members
Assets and Liabilities Committee
12 voting members and 6 non
voting members
Security Council
3 members
Central Committee for the
Management of Projects and
Initiatives Portfolio
5 members
Remuneration Committee
3 members
Significant Risk Management
Committee
approx. 15 members
Credit Committee
6 voting members and 3 non voting
members
Investment Committee
10 members
Executive Credit Committee
2 members
Rules and Regulations Committee
4 members
Change Management Committee
8 members
12
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Employees
13
www.raiffeisen.ro
Employees
Our team in 2013
Our team in 2013
Total employees
5,184
1,284
< 30 yrs. / 322
3,900
30-50 yrs. / 810
< 30 yrs. / 1,067
> 50 yrs. / 152
30-50 yrs. / 2,457
> 50 yrs. / 376
37
Average age
No. of women
in management
Professional
development
B
28
Board -1
104
Board - 2
547
Other managerial positions
Hours of intruction
B
Lead To Leadership
3,288
Corporate Sales Academy
6,880
The Different Academy
Raiffeisen School
17,296
B-1
B-2
B-3
2,144
6,136
9,516
RStyle - Live ballanced
121,528
Staff
38,040
New hiring and staff retention
14
The 7th edition of
www.raiffeisen.ro
Employees
Our team in 2013
Gender and management position
No of women in Board-1 functions
No of women in Board-2 functions
No of women in other management functions
31
80
609
Average wage of women as % of average wage of men
Position%
Staff72%
Middle Management
84%
Top Management
101%
Employment contract, working time
Continuous employment Fixed-term
Full time
contract employment contract
6,471*)
513
Part time
5167
17
Num`r de angaja]i noi [i num`r de angaja]i care au \ncetat contractul de munc`,
dup` gen [i regiune
Gen
Bucure[ti
Re]ea
Femei
B`rba]i
Femei
B`rba]i
Angaj`ri noi
%
Plec`ri
%
163
75
305
87
3.1%
1.4%
5.9%
1.7%
369
156
296
102
7.1%
3.0%
5.7%
2.0%
Politica bãncii este de a angaja persoane care provin din comunitã]ile locale în care organiza]ia î[i
desf`[oarã activitatea, astfel încât atât compania cât [i comunitatea sã beneficieze de experien]a localã.
Numãrul plecãrilor, în func]ie de v~rstã [i gen
Leaves of employees
aged20-29 30-39 40-49 50-59
>60
Women
271
232
86
70
6
Man
107
1142494
*)
ERRATA: 4671 employees, according to revised data on 24.04.2015.
15
www.raiffeisen.ro
Employees
Our team in 2013
Raiffeisen Bank’s employees who decide to leave the organization have to give a 20 day-notice,
according to the current labor legislation. If an employee is fired, the organization gives a 20 working
days notice, as well as the possibility to relocate within the organization if there are any suitable
positions available, plus financial compensation according to seniority.
Compensations and benefits
The bank offers its employees a range of benefit packages that include: health and accident insurance
(covering multiple risks, including indemnities for serious illnesses), contribution to a facultative private
pension, payment for private medical services, access to a wide range of loans with preferential rates
(only for full-time employees), lunch tickets, 23-25 vacation days (more than the 21 required by law),
work phone, work car for managers, annual bonus according to performance, special offers in a
number of stores and other benefits specified in the Collective Labor Agreement. These benefits do not
depend on the type of contract (fixed or continuous, full time or part time).
The negotiations between the union of Raiffeisen Bank’s employees and the bank’s representatives apply
to all employees, whether they are members of the union or not. All significant changes agreed upon are
subject to a 4-week notice before they come into effect.
Valoarea pachetului de beneficii ca % din salariu 2)
Position%
Staff8.0%
Middle Management
4.0%
Top Management
1.5%
Salariul mediu al angaja]ilor juniori, ca procent din salariul minim pe economie
Regiune
% din salariul minim
Bucharest152%
Network92%
The average return rate from maternity leave is 92%, the rest of 8% choosing to end the working
contract. The average duration of maternity leave is of 1 year, mainly due to current legislation.
Performance management
Each year, we evaluate all our employees’ performance and career development.
Raiffeisen Bank ensures that all its employees earn at least by 70% more than the minimum wage.
This was calculated as average total cost of benefits/(Average total cost of salary + variable payment + performance bonus).
2)
16
www.raiffeisen.ro
Employees
Our team in 2013
The training activity in 2013 was based on Raiffeisen Bank Romania’s strategy to create value for
customers through service quality. In this sense, formative programs were directed towards deepening
both technical and behavioral professional skills. A record number of 40 new programs, specially
designed for the Bank’s staff, both with internal resources and in collaboration with top external partners,
were offered to employees, covering a very wide range of training needs, from MS Office courses to
modules dedicated to behavioral skills, to integrated and complex programs of „school” and „academy”
types. Over 4,500 employees were included in training programs in 2013.
“Lead to Leadership” Academy, launched in 2012 and addressed to all levels of management in the
Bank. The 2013 edition was launched in October.
Corporate Sales Academy „For the Long Run” was inaugurated in October, together with specific
modules for financial analysis, sales and „pro-customer” negotiation for the SME segment.
“Academia Altfel” During the summer, the Training Department organized a series of atypical
learning meetings, under the name of “Academia Altfel” („A Different Academy”), where managers
enrolled in the Leadership Academy participated in unique events, including special experiences
designed to strengthen their people management skills and leadership.
“Raiffeisen School” continued in 2013, a total of 570 new employees going through its various
training modules. Also, network employees participated in modules dedicated to the development of
professional skills specific to each position, concluded in assessment and follow-up sessions both in
classrooms and in the virtual environment.
Last but not least, workshops were implemented to support the idea of teamwork accross the
organization’s divisions. Complex, experiential programs, designed to support and strengthen team
spirit, have boosted employees’ creativity and willingness to overcome routine and adapt to changes in
the professional environment.
Proiectul “RStyle – Tr`ie[te echilibrat” Special attention was paid to a large-scale project, a
premiere in the banking market: a program that targets the balance between employees’ professional
and personal lives. The employees’ lifestyle was the main theme of an internal study which generated a
great interest among them. The „RStyle – Have a balanced life!” project came to fruition in June and was
released externally through a „flash mob” event in a public space in Bucharest, attended by over 100
employees. RStyle program addresses three main pillars: physical health, emotional and relationship
well-being, and is designed to reach employees throughout the entire country. In response to these
initiatives, around 50 events were organized (conferences, sports and cultural events), with over 1,700
participants from all regions attending them.
The program has three pillars:
• phisical health,
• emotional balance amd
• healthy relationships
Health and safety at work
Occupational health and safety topics are covered in the Collective Labor Agreement.
Number of days of medical leave, by gender:
WomensMans
No. of days of medical leave
46,296
3,273
No. of days of medical leave due to work injuries/accidents 3)
0
No occupational illnesses or job related deceases occurred during 2012.
3)
Work’s days.
17
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Market
Market
Economic impact
19
www.raiffeisen.ro
Market
Economic impact
Survey of key data
Consolidated financial statements according to IFRS
2013* 2012*
Change
EUR ‘000
EUR ‘000
(%)
Profit and Loss
Net interest income
254,615 256,771 -1%
Net commission income
141,280 129,319 9%
Trading profit
57,811 51,462 12%
Administrative expenses
-279,308
-271,285
3%
Profit/(loss) before tax
114,548 104,502 10%
Profit/(loss) after tax, before the net income obtained
from the sale of interrupted activity 109,324 88,991 23%
Net profit for the year 109,324 88,991 23%
Number of ordinary shares
12,000,000,000 12,000,000,000 0%
Earnings per share (in EUR/share)
0.0091 0.0074 23%
Balance Sheet
Loans and advances to banks (including placements with banks)
171,987 176,826 -3%
Loans and advances to customers 3,504,839 3,410,497 3%
Deposits from banks
110,404 37,768 192%
Loans from banks
453,984 694,416 -35%
Deposits from customers
4,385,772 3,834,565 14%
Equity (including minorities and profit)
685,117 646,165 6%
Balance-sheet total
6,007,590 5,424,236 11%
Regulatory information
Risk-weighted assets, including market risk
N/A N/A 0%
Total own funds
N/A N/A 0%
Total own funds requirement
N/A N/A 0%
Excess cover ratio
N/A N/A 0%
Core capital ratio (Tier 1), including market risk
N/A N/A 0%
Own funds ratio
N/A N/A 0%
Performance
Return on equity (ROE) before tax
17.21%
16.43%
5%
Return on equity (ROE) after tax
16.42%
13.99%
17%
Cost/income ratio 58.79%
59.91%
-2%
Return on assets (ROA) before tax
2.00%
1.89%
6%
Risk/earnings ratio
32.13%
30.61%
5%
Resources
Number of employees
5,318 5,498 Business outlets
528 525 * Unofficial conversion, unaudited
20
www.raiffeisen.ro
Market
Economic impact
Shareholder and stakeholder dialog
The relationship with the shareholders is kept through the GSA. They are informed - according to
national regulations - through a public announcement in a large popularity newspaper in Bucharest.
Shareholders can also ask questions on the contact email address of the bank. The main shareholder is
directly represented in the SB through 5 members, there fore it can address the Directorate every three
months or more often with any opinions or recommendations.
Stakeholder groups have been mapped as follows: employees (represented individually and by the
union), customers (individually and represented by the Agency for Consumers Protection Romania and
the National Agency for Consumers Protection), the communities we are present in and their members
as individuals, the business community (represented through different associations), public and state
institutions, suppliers and business partners.
Dialog with customers
Raiffeisen Bank constantly monitors the evolution of its relationship with customers an how they perceive
it. The table below presents a summary of the surveys in 2013 and their results.
Nr. Survey name
Customer segmentFrecvency Indicator
Results in 2013
1
Private individuals 1/year
(PI)
75% extremely satisfied
or very satisfied
Satisfaction and loyalty
General satisfaction
with the bank
2 Satisfaction
SMEs
1/year General satisfaction
and loyalty
with the bank
77% (IMM Micro),
81% (Small) extremely satisfied
or very satisfied
3
73% extremely satisfied
or very satisfied
Satisfaction Corporate
1/year
and loyalty
General satisfaction
with the bank
4 2nd day call
PI, SME, 4/ year General satisfaction 60% (Mass & Premium), 60%
Corporate
with the bank’s services (IMM), 87% (Corporate)
extremely satisfied or very satisfied
5 2nd week call Persoane fizice
4/an
Satisfaction with 44% extremely satisfied
complaint management 6 2nd week call IMM
2/an
Satisfaction with 38% extremely satisfied
complaint management 7 Net promoter PI
4/an
Intention to recommend 48% (brand), 68% (services),
score
the brand
62% (Products)
9 or 10 on a scale from 0 to 10
where 0 \means „nu a[ recomanda deloc” iar 10 \nseamn` „cu siguran]` a[ recomanda”
8
Net SME
Intention to recommend 57% (brand), 73% (services),
recommendation the brand
65% (Products)
score
9 or 10 on a scale from 0 to 10
9
Net Corporate
Intention to recommend 64% (brand)
recommendation the brand
9 or 10 on a scale from 0 to 10
score
where 0 \means „nu a[ recomanda
where 0 \means „nu a[ recomanda deloc” iar 10 \nseamn` „cu siguran]` a[ recomanda”
deloc” iar 10 \nseamn` „cu siguran]` a[ recomanda”
21
www.raiffeisen.ro
Market
Economic impact
Products
All products and services of the bank are accompanied by specific documentation, developed according
to national regulations in place and ANPC regulations. The table below presents the number and the
status of the complaints addressed to ANPC.
ANPC Complaints
Themed controls
Total
Sanctions
Warnings
Fines
Total value of fines
538
2
50
11
18
3
32
8
39,000 Euro
17.500 Euro
Compliance
The compliance with the legal framework and regulations in force for our field of work is a basic
requirement for being a reputable market player. This is why our company is committed not only to
ensuring legal compliance, but also to acting responsibly in all its day-to-day activities. For this purpose
we have created, several years ago, a Code of Conduct that sets the compliance and ethics framework.
Indicator 2013
Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly
practices and their outcomes
0
Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with laws and regulations
0
Total number of incidents of non-compliance with regulations and voluntary codes
concerning product and service information and labeling, by type of outcomes
0
Total number of incidents of non-compliance with regulations and voluntary codes
concerning marketing communications, including advertising, promotion, and
sponsorship by type of outcomes
0
Total number of substantiated complaints regarding breaches of customer privacy
and losses of customer data
0
Monetary value of significant fines for non-compliance with laws and regulations
concerning the provision and use of products and services
0
Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with environmental laws and regulations.
0
Anti-Corruption Measures
Through its specialised departments, Raiffeisen Bank monitors the compliance with legal and internal
requirements designed to prevent and fight fraud and corruption, money laundering, financing of
terrorism and market manipulation.
22
www.raiffeisen.ro
Market
Economic impact
The Table below summarizes the organization’s results in terms of conformity, as they are defined by the
GRI standard:
Indicator 2013
Percentage and total number of business units analyzed for risks related to corruption
Percentage of employees that have been instructed about the organization’s
anti-corruption policies and procedures
Actions taken in response to incidents of corruption.
0
4)
100%
0
Moreover, Raiffeisen Bank did not provide money or in-kind contributions to polittical parties, politicians
or their affiliated institutions, nor did it receive any kind of financial aid or subsidies from the state.
Respect for human rights
The organization does not face any risk of forced labor or child exploit, fully complying with the Labor
Code. Not only does the bank respect the human rights regulations, but it also trains its employees
on such matters: in 2012, 1,354 hours of training on human rights have been provided to 100% of
employees.
Raiffeisen Bank did not deal with any human rights violation case involving discrimination.
4)
No actions were taken, since no incidents were registered in 2012.
23
www.raiffeisen.ro
Society
Society
Comunitary investments
Total value of community investments
8,049,468 RON
6,110,235 RON
2011
7,649,220 RON
2012
3%
2013
Sectors supported
5%
6%
3%
Environment
Social aid
7%
30%
12%
Sport
Art and culture
Health
16%
21%
Local development
19%
18%
10%
15%
13%
17%
5%
Education
2012
Other
25 RON invested / beneficiary
1,476 RON invested / employee
7% of employees volunteered
25
2013
100%
of employees
trained regarding
anti-corruption
procedures
www.raiffeisen.ro
Society
Comunitary investments
Dialog with the NGOs
Raiffeisen Bank is investing in a sustainable community development. for this reason, beside the financial
contribution in various community projects, we created a group of our NGO partners, to which we
offer yearly training regarding project management and reporting on results. We also aim to have a
relationship in which to exchange best practices and skills with our partner, so that the outcome will have
a positive impact also on developing project management competencies and fundraising competencies.
These topics are addressed during at leas one annual meeting with our partners, a survey including
questions about their opinion of the relationship with the bank and how they would like it to evolve.
Volunteering
Corporate volunteers report positive impacts regarding all aspects measured in the evaluation
questioneer.
69% think it has improved their team work skills
71% think it has improved their planning and organizing skills
78% stated that volunteering increased their pride in their working place
92% stated they would recommend volunteering to their colleagues.
Community investments
Geografic area
Vallue of contribution in RON
Vaue of contribution
in %
Bucure[ti
2,909,714 38.4%
Na]ional
2,467,596 32.6%
Bra[ov
653,782 8.6%
Ia[i
461,330
6.1%
Timi[
288,260
3.8%
Cluj
242,450 3.2%
Sibiu
190,680
2.5%
Constan]a
177,450 2.3%
26
www.raiffeisen.ro
Society
Comunitary investments
Number of beneficiaries
2013
302.701
2012
482.834
Motivation of community investments
0%
20%
40%
60%
2013
84%
2012
86%
2011
92%
Strategic
80%
100%
9%
7%
9%
5%
7%
Commercial
Charitable
Types of changes among beneficiaries
80%
Changes in behaviour
and attitude
Improving the
quality of life
Improving abilities
and knowledge
63%
1%
5%
5%
96%
82%
28%
9%
88%
96%
13%
2010
2011
27
2012
2013
www.raiffeisen.ro
Environment
Environment
Environmental impact
29
www.raiffeisen.ro
Environment
Environmental impact
Use of resources
Resource
5)
Electrical Power (Gwh)
Heat (Gcal)
Water (mc)
Fuel (l)
6)
Paper (kg
)
Volume 2010
27,448
9,517
49,737
1,424,017
548,916 7)
Volume 2011
Volume 2012
Volume 2013
26,705
9,729
48,800
861,331
709,356
25,590
9,612
48,477
708,776
1,097,587
25,151
481,36*)
24,135*)
740,228
92,206*)
ERRATA: 8)
Revised data on 24.04.2015
*)
Use of resources
Volume 2013
Recycling
**)
ERRATA: 8)
Revised data on 24.04.2015
Volumes recycled in 2013
Paper
Electric and electronic waste Plastic
180,536 kg**)
54,188 kg
1,100 kg
...309,845 kg
... 54,188 kg
... 1,100 kg
...25,151
...10,120
...
68,400
...740,228
...433,255
Evaluation of loan portfolio regarding social and environmental risk
Breakdown of portfolio
by environmental risk
by social risk
23.9 %
20.6 %
15.6 %
34.2 %
Environment
High
Community investments in urban ecology projects: I’Velo, StudentObike, Biciclete cu cravat`, Green
Business Index.
I’Velo is the most important multi annual bike-sharing program in Romania. The project started on
May 9th 2012 by Green Revolution and Raiffeisen Bank, under the patronage of the Ministry of
Environment and Forests, having the larges geographical coverage in the country. I’Velo’s mission is to
gradually introduce the bicycle in urban life, both as recreational and as an alternative, healthy, low
environmental impact means of transportation.
Green Business Index (GBI) GBI rates companies’s responsibility towards the environment on the
following indicators: sustainable development, impact on the environment, sustainable transport, use of
resources, buildings, green purchasing and waste management.
At its 4rd edition, the GBI is the only free instrument to evaluate environmental responsibility. It also
offers assistance and counselling for improving the companies’ environmental performance.
The project is based on internationally accepted environmental performance indicators, such as specified
by ISO 14031, ISO 26000, ISO 16001 and is rolled out with a team of senior environmental experts.
We only take into account paper used in copy or printing machines.
The figure reflected the consumption for the period April - December 2011; for the previous period was not
possible to monitor paper consumption.
8)
Revised data for comparison with 2014 results.
6)
7)
30
www.raiffeisen.ro
Annexes
Annex1
GRI Content Index - G3., Application Level C*
STANDARD DISCLOSURES PART I: Profile Disclosures
1. Strategy and Analysis
Raportare Profil Description
2010
1,1
Statement from the most senior decision-maker of the organization
about the relevance of sustainability to the organization and its
strategy.
Partially
Reported
Page
2013
Fully
3
2. Organizational Profile
Profile Disclosure Description
Page
2,1
Name of the organization.
Fully
Fully
1 2,2
Primary brands, products, and/or services. Fully
Fully
9, 21
2,3
Operational structure of the organization, including main divisions,
operating companies, subsidiaries, and joint ventures.
Fully
Fully
11, 12
2,4
Location of organization’s headquarters.
Fully
Fully
37 2,5
Number of countries where the organization operates, and names
of countries with either major operations or that are specifically
relevant to the sustainability issues covered in the report.
Fully
Fully
9, 11
2,6
Nature of ownership and legal form.
Fully
Fully
9, 10, 11, 12
2,7
Markets served (including geographic breakdown, sectors served,
and types of customers/beneficiaries).
Fully
Fully
9
2,8
Scale of the reporting organization.
Fully
Fully
19 2,9
Significant changes during the reporting period regarding size,
structure, or ownership.
Fully
Fully
Annex 2
2,10
Awards received in the reporting period.
Fully
Fully
7, 8
3. Report Parameters
3,1
Reporting period (e.g., fiscal/calendar year) for information provided. Fully
Fully
Annex 2
3,2
Date of most recent previous report (if any).
Fully
Fully
Annex 2
3,3
Reporting cycle (annual, biennial, etc.)
Fully
Fully
Annex 2
3,4
Contact point for questions regarding the report or its contents.
Fully
Fully
Annex 4
3,5
Process for defining report content.
Partially
Fully
Annex 2
3,6
Boundary of the report (e.g., countries, divisions, subsidiaries,
leased facilities, joint ventures, suppliers). See GRI Boundary
Protocol for further guidance.
Fully
Fully
Annex 2
3,7
State any specific limitations on the scope or boundary of the report
(see completeness principle for explanation of scope). Fully
Fully
Annex 2
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 organizations. Not
Not
3,10
Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such re-statement
(e.g.,mergers/acquisitions, change of base years/periods, nature
of business, measurement methods).
NA
NA
3,11
Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
NA
NA
3,12
Table identifying the location of the Standard Disclosures in the report. Fully
Fully
Annex 1
31
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Annexes
Annex 1
Raportare Profil Description
Page
4. Governance, Commitments, and Engagement
4,1
Governance structure of the organization, including committees
under the highest governance body responsible for specific tasks,
such as setting strategy or organizational oversight. Fully
Fully
9 4,2
Indicate whether the Chair of the highest governance body is also
an executive officer.
Fully
Fully
9
4,3
For organizations that have a unitary board structure, state the
number and gender of members of the highest governance body
that are independent and/or non-executive members.
Fully
Fully
9
4,4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body. Partially
Fully
16 4,14
List of stakeholder groups engaged by the organization. Partially
Fully
6, 1621, 26 4,15
Basis for identification and selection of stakeholders with whom
to engage. Not
Fully
Annex 3
STANDARD DISCLOSURES PART III: Performance Indicators
Economic
Performance
Indicator
Description
Page
Economic performance
EC1COMM
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.
Fully
Fully
19, 20
EC2
Financial implications and other risks and opportunities for the
organization’s activities due to climate change. NA
Partially
22 EC3
Coverage of the organization’s defined benefit plan obligations. Not
Partially
16 EC4
Significant financial assistance received from government. Fully
Fully
19
Market presence
EC5
EC6
EC7
Range of ratios of standard entry level wage by gender compared
to local minimum wage at significant locations of operation.
Fully
Policy, practices, and proportion of spending on locally-based
suppliers at significant locations of operation. Not
Procedures for local hiring and proportion of senior management
hired from the local community at significant locations of operation. Fully
EC8
EC9
Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind,
or pro bono engagement. Not
Understanding and describing significant indirect economic impacts,
including the extent of impacts. Not
Fully
14, 16
Partially
19
Fully
15, 16
Partially
25, 30
Not
Indirect economic impacts
Environmental
Materials
EN1
Materials used by weight or volume. Partially
Fully
29, 30
EN2
Percentage of materials used that are recycled input materials. Not
Fully
29, 30
Energy
EN3
EN4
EN5
Direct energy consumption by primary energy source. Indirect energy consumption by primary source.
Energy saved due to conservation and efficiency improvements.
32
Not
Not
Not
Fully
Fully
Fully
29, 30
29, 30
29, 30
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Annexes
Annex 1
Performance
Indicator
EN6
EN7
Water
EN8
EN9
EN10
Description
Initiatives to provide energy-efficient or renewable energy based
products and services, and reductions in energy requirements as
a result of these initiatives. Initiatives to reduce indirect energy consumption and reductions
achieved. Total water withdrawal by source. Water sources significantly affected by withdrawal of water. Percentage and total volume of water recycled and reused. Page
Not
Fully
29, 30
Not
Fully
29, 30
Not
NA
Not
Fully
NA
Not
29, 30
NA
NA
NA
NA
NA
NA
NA
NA
Biodiversity
EN11
EN12
EN13
EN14
EN15
Location and size of land owned, leased, managed in, or adjacent
to, protected areas and areas of high biodiversity value outside
protected areas.
Description of significant impacts of activities, products, and
services on biodiversity in protected areas and areas of high
biodiversity value outside protected areas. Habitats protected or restored. Strategies, current actions, and future plans for managing impacts
on biodiversity.
Number of IUCN Red List species and national conservation list
species with habitats in areas affected by operations, by level
of extinction risk. NA
NA
EN16COMM
EN17
EN18
EN19
EN20
EN21
EN22COMM
EN23
EN24
EN25
Total direct and indirect greenhouse gas emissions by weight. Not
Other relevant indirect greenhouse gas emissions by weight. Not
Initiatives to reduce greenhouse gas emissions and reductions
achieved.
Not
Emissions of ozone-depleting substances by weight. Not
NOx, SOx, and other significant air emissions by type and weight. Not
Total water discharge by quality and destination. Not
Total weight of waste by type and disposal method. Not
Total number and volume of significant spills. NA
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. NA
Identity, size, protected status, and biodiversity value of water
bodies and related habitats significantly affected by the reporting
organization’s discharges of water and runoff. NA
Not
Not
Not
Not
Not
Not
Fully
NA
29, 30
NA
NA
Emissions, effluents and waste
Products and services
EN26
Initiatives to mitigate environmental impacts of products and
services, and extent of impact mitigation.
Not
Not
EN27
Percentage of products sold and their packaging materials that
are reclaimed by category. NA
NA
Compliance
EN28
Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with environmental
laws and regulations. Not
Fully
22, 23
Transport
EN29
Significant environmental impacts of transporting products and
other goods and materials used for the organization’s operations,
and transporting members of the workforce. 33
Not
Not
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Annexes
Annex 1
Performance
Indicator
Description
EN30
Total environmental protection expenditures and investments by type. Not
Page
Not
Overall
Social: Labor Practices and Decent Work
Employment
LA1
LA2
LA3
LA15
Total workforce by employment type, employment contract,
and region broken down by gender. Total number and rate of new employee hires and employee
turnover by age group, gender, and region. Benefits provided to full-time employees that are not provided to
temporary or part-time employees, by significant locations of
operation. Return to work and retention rates after parental leave, by gender.
LA4
LA5
Percentage of employees covered by collective bargaining
agreements.
Minimum notice period(s) regarding significant operational
changes, including whether it is specified in collective agreements. LA6
LA7
LA8
LA9
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. Rates of injury, occupational diseases, lost days, and absenteeism,
and number of work-related fatalities by region and by gender
Education, training, counseling, prevention, and risk-control
programs in place to assist workforce members, their families,
or community members regarding serious diseases.
Health and safety topics covered in formal agreements with trade
unions. LA10
LA11
LA12
Average hours of training per year per employee by gender,
and by employee category. Programs for skills management and lifelong learning that support
the continued employability of employees and assist them in
managing career endings. Percentage of employees receiving regular performance and career
development reviews, by gender
LA13
LA14
Fully
Fully
14, 15
Fully
Fully
15
Fully
Fully
Fully
16 14, 15
Fully
Fully
16 Fully
Fully
16 Fully
Not
Fully
Fully
17
NA
NA
Not
Fully
16, 17
Fully
Fully
14
Fully
Fully
14, 17
Fully
Fully
14, 17
Composition of governance bodies and breakdown of employees
per employee category according to gender, age group, minority
group membership, and other indicators of diversity.
Fully
Fully
14, 15
Ratio of basic salary and remuneration of women to men by
employee category, by significant locations of operation.. Fully
Fully
14, 15
Labor/management relations
Occupational health and safety
Training and education
Diversity and equal opportunity
Equal remuneration for women and men
Social: Human Rights
Diversity and equal opportunity
HR1COMM
Percentage and total number of significant investment agreements
and contracts that include clauses incorporating human rights
concerns or that have undergone human rights screening. 34
Not
Not
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Annexes
Annex 1
Performance
Indicator
HR2
HR3
Description
Percentage of significant suppliers, contractors and other business
partners that have undergone human rights screening and actions
taken. 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 corrective actions
taken.
Page
Not
Fully
25
Not
Fully
22, 23
NA
Fully
22, 23
Non-discrimination
Freedom of association and collective bargaining
HR5
Operations and significant suppliers identified in which the right to
exercise freedom of association and collective bargaining may be
violated or at significant risk, and actions taken to support these rights. Not
Not
Child labor
HR6
Operations and significant suppliers identified as having significant
risk for incidents of child labor, and measures taken to contribute
to the effective abolition of child labor. Fully
Fully
23
Forced and compulsory labor
HR7
Operations and significant suppliers identified as having significant
risk for incidents of forced or compulsory labor, and measures to
contribute to the elimination of all forms of forced or compulsory labor. NA
NA
HR8
Percentage of security personnel trained in the organization’s
policies or procedures concerning aspects of human rights that are
relevant to operations. Fully
23
HR9
Total number of incidents of violations involving rights of indigenous
people and actions taken.
NA
NA
Security practices
Not
Indigenous rights
Social: Society
Local Communities
SO1
SO9
SO10
Percentage of operations with implemented local community
engagement, impact assessments, and development programs.
Operations with significant potential or actual negative impacts
on local communities.
Prevention and mitigation measures implemented in operations
with significant potential or actual negative impacts on local
communities.
SO2
SO3
SO4
Percentage and total number of business units analyzed for risks
related to corruption. Percentage of employees trained in organization’s anti-corruption
policies and procedures. Actions taken in response to incidents of corruption.
SO5
SO6
Public policy positions and participation in public policy
development and lobbying. Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country.
SO7
Not
Not
Not
Fully
Fully
23
Fully
Fully
Fully
Fully
23
23
Fully
Fully
3, 4, 7, 8
Fully
Fully
23
Total number of legal actions for anti-competitive behavior, anti-trust,
and monopoly practices and their outcomes. Fully
Fully
22
Corruption
Public policy
Anti-competitive behavior
35
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Annexes
Annex 1
Performance
Indicator
Description
SO8
Monetary value of significant fines and total number of nonmonetary sanctions for non-compliance with laws and regulations. Fully
Page
Fully
22
Compliance
Social: Product Responsibility
Customer health and safety
PR1
PR2
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. NA
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. NA
PR3
PR4
PR5
FS16
Type of product and service information required by procedures,
and percentage of significant products and services subject to such
information requirements. Total number of incidents of non-compliance with regulations and
voluntary codes concerning product and service information and
labeling, by type of outcomes. Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction. Initiatives to enhance financial literacy by type of beneficiary.
PR6
PR7
Programs for adherence to laws, standards, and voluntary codes
related to marketing communications, including advertising,
promotion, and sponsorship. 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
PR9
NA
NA
Fully
Fully
21, 22
Not
Fully
22
Not
Not
Fully
Fully
22
25 Not
Not
Not
Fully
22
Total number of substantiated complaints regarding breaches of
customer privacy and losses of customer data. Not
Fully
22
Monetary value of significant fines for non-compliance with laws
and regulations concerning the provision and use of products
and services. Not
Fully
22
Product and service labelling
Marketing communications
Customer privacy
Compliance
* According to application level C, the company must report at least 1 indicator for each indicator dimension (Economic, Environmental,
Social etc)
36
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Annexes
Annex 2
ANEX 2 - REPORT METHODOLOGY
The annual report on Raiffeisen Bank’s corporate social responsibility was made by combining two
international reporting standards: the London Benchmarking Group 8) (LBG) methodology and the Global
Reporting Initiative 9) (GRI) standard, which is now the traditional format of the Raiffeisen bank Corporate
Responsibility Report. Thus, by using the two reporting standards, we evaluated both the company’s
responsible community involvement and its way of doing responsible business.
London Benchmarking Group – measuring the company’s investments in community
programs
The LBG system is used by companies worldwide to evaluate and report the value and the results of
their community investments. This theoretical model analyzes the community investments in terms of the
motivations behind them (charitable, commercial or strategic), the types of resources invested (money,
time or in-kind) and causes supported. The LBG system also looks at the results and impact of the
community investments, which reveal the benefits for the community and the company. According to
this methodology, the main areas monitored for changes created by community projects are: the endbeneficiaries and the community, the partner organization, the environment and the company. The
changes generated in these areas are evaluated according to how profoundly they meet community
needs, in order to assess their sustainability.
Global Reporting Initiative - measuring the company’s corporate governance and its
economic and social behaviour
The Global Reporting Initiative system is meant as a standardized reporting framework for economic,
environmental and social performance of a given organization and in the past years it has become a
common practice for companies throughout the world.
In writing this report we have used the evaluation index guideline for level C. Annex 1 describes the
index of the financial sector parameters reported according to GRI standards on the self-declared level
C, without third party assurance and comparative for the period 2010 - 2012. The information for this
report has been collected between January 1st 2012 - December 31st 2012 and the report is meant to
asses the transparency and sustainability level of the organization at present, as it is evaluated according
to the GRI model.
This report does not feature data about Raiffeisen Bank’s subsidiaries in Romania, nor data regarding
the mother company. The materiality of the parameters we reported on has been determined in 2009,
through a materiality analysis performed with the bank’s auditor. Since 2010 (the date of the first GRI
report) until now we have improved each year the level of reporting, so as to provide more accurate and
more profound data for the parameters we started reporting on but also to introduce new parameters.
This growth curve is visible in the comparative index in Annex 1. IF in 2012 we reported fully on 44
parameters and partially on 5, out of a total of 87 parameters determined as material and applicable,
in 2012 we reported fully on 72 parameters and partially on 6, out of a total of 94 parameters (the
total number of parameters and their structure for the Financial Sector was been changed by the GRI
in 2011). As compared to 2011, changes appeared for several parameters. The table below presents
the list of these parameters and the reason for which the changes occurred. Also in Annex 1 the full list
of parameters is available, with their evolution in the past three years. There have been no significant
changes compared to the previous period of reporting, with respect to the scope, the boundaries or the
data collection mechanisms.
8)
9)
http://lbg-romania.ro/content/
http://www.globalreporting.org/Home
37
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Annexes
Annex 3
ANNEX 3 - LIST OF PARTNER NGOs
Asocia]ia ADRA
Asocia]ia AMURT
Asocia]ia pentru Rela]ii Comunitare
ASE Bucure[ti
Asocia]ia Cultural` Amicii Scientiae
Asocia]ia de Investiga]ii Media \n Balcani
Asocia]ia Cultural` Maria Filotti Br`ila
Asocia]ia Cultural` ProTransilvania
Asocia]ia Cultural` Sathmarense
Asicua]ia de Terapie Comportamental` Aplicat`
Asocia]ia pentru Ecologie [i Turism Montan EcoExtrem
Asocia]ia pentru Interven]ie Terapeutic` \n Autism
Asocia]ia pentru Muzic`, Art` [i Cultur`
Asocia]ia Român` pentru Transparen]`
Asocia]ia SoNoRo
Asocia]ia UNTEATRU
Asocia]ia Bucharest Running Club
Asocia]ia Club Sportiv Silver Fox
Asocia]ia Club Sportiv Smart Atletic
Asocia]ia Club Sportiv Sport Promotion
Compania de Teatru Daya
Asocia]ia CONCERTO
Asocia]ia Ephemair
Asocia]ia Green Revolution
Asocia]ia Help M`lin
Asocia]ia HipTep Aiud
Asocia]ia |mpreun` pentru o Via]` mai Bun`
Asocia]ia Inimi de Gorjeni
Asocia]ia |nvingem Autismul
Asocia]ia Leader’s School
Asocia]ia Light into Europe
Asocia]ia MAME
Asocia]ia Open Minds Center for Mental Health
Asocia]ia OPUS
Asocia]ia Orizonturi Tinere
Asocia]ia OvidiuRo
Asocia]ia ProVita
Asocia]ia ProEvent
Asocia]ia Rafael
Asocia]ia ROI
Asocia]ia Touched România
Asocia]ia Young Leaders Club
Centrul Român pentru Politici Europene
Funda]ia pentru Dezvoltarea Societ`]ii Civile
Federa]ia Volum
Filarmonica Moldova Ia[i
38
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Annexes
Annex 4
Forum for International Communication
Funda]ia Amfiteatru
Funda]ia Balul Vienez din Timi[oara
Funda]ia CMU Regina Maria
Funda]ia Leaders
Funda]ia Junior Achievement România
Funda]ia Progress
Funda]ia pentru SMURD
Funda]ia United Way
Funda]ia Rena[terea
Funda]ia Solidaritate [i Speran]`
Funda]ia Hospice Casa Speran]ei
Gr`dini]a Roza Venerini
Institutul ASPEN România
Salva]i Copiii Bra[ov
Teatrul ACT
UNICEF România
UNITER
ANNEX 4 - CONTACTS
Raiffeisen Bank
Headquarter
Calea Floreasca 246C
Cod 014476, sector 1, Bucure[ti
Tel.: +4 021 306 10 00
Fax: +4 021 230 07 00
E-mail: [email protected]
http://www.raiffeisen.ro
Public Relations and Communication Directorate
Calea Floreasca 246C
Cod 014476, sector 1, Bucure[ti
Tel.: +4 021 306 16 23
Fax: +4 021 230 06 55
E-mail: [email protected]
www.raiffeisen.ro
39
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