Code of ethics for an employee of the Sberbank organization. Sberbank code of corporate ethics. "State University -

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Organization of Sberbank of Russia OJSC

Introduction

The history of Sberbank of Russia begins with the personal decree of Emperor Nicholas I of 1841 on the establishment of savings banks, the first of which opened in St. Petersburg in 1842. A century and a half later, in 1987, on the basis of state labor savings banks, a specialized bank for labor savings and lending to the population, Sberbank of the USSR, was created, which also worked with legal entities. The Sberbank of the USSR included 15 republican banks, including the Russian Republican Bank.

In July 1990, by a decree of the Supreme Council of the RSFSR, the Russian Republican Bank of Sberbank of the USSR was declared the property of the RSFSR. In December 1990, it was transformed into a joint stock commercial Bank, which was legally established at the general meeting of shareholders on March 22, 1991. In the same 1991, Sberbank became the property of the Central Bank of the Russian Federation and was registered as a joint-stock commercial Savings Bank of the Russian Federation. Largely thanks to the support of the Central Bank of the Russian Federation and an increase in settlement fees, Sberbank managed to withstand the default on GKO-OFZ 1998 (at that time the share of government debt in the bank's assets was 52%, and the loan portfolio accounted for only 21% of net assets).

In September 2012, the Central Bank of the Russian Federation sold a 7.6% stake in Sberbank to private investors for 159 billion rubles, or almost $ 5 billion. At the moment, the Central Bank continues to control the controlling stake in Sberbank (the regulator has 50% plus one share). The minority shareholders are about 250 thousand legal entities and individuals, including foreign institutional investors who own more than a third of Sberbank shares.

Subsidiaries of the largest bank in the Russian Federation are represented in Kazakhstan, Ukraine and Belarus. There are also representative offices of Sberbank in China and a branch in India; in March 2013, the bank opened its first branch in the Czech Republic. After the acquisition of Volksbank International in 2012, the geography of Sberbank's representative offices expanded to nine countries in Central and Eastern Europe. In June 2012, Sberbank announced the acquisition of a 99.85% stake in Turkish DenizBank. In the same year, Sberbank closed a merger deal with the Troika Dialog investment company.

1. Acquaintance with the work of the head of the middle management level

1.1 Corporate ethics of Sberbank of Russia

1) Dear colleagues!

Before you is the Code of Corporate Ethics for an employee of Sberbank of Russia. This is a set of rules, which describes the norms of our behavior, our obligations and responsibility to the bank, society, customers, to each other.

It will not be an exaggeration to say that we are working with you in a special, unique bank. The role that he has played throughout his history for the country's economy cannot be underestimated. One way or another, our success is the result of the fact that the thousands of employees of our bank, working in various regions of the Fatherland, have always acted like a big family, a community of like-minded people united by common ideas, common corporate values \u200b\u200band moral principles. The Code fixes these fundamentals that are most important for us, shows how a personal desire for a successful work and career should be refracted in the interests of the bank, its clients, and our state.

Today Sberbank of Russia is a recognized leader of the Russian banking system, occupying high places in world ratings. I am confident that the Code of Corporate Ethics will help us maintain and strengthen the credibility of our bank, and set an example of reliable and professional work.

President, Chairman of the Board of Sberbank of Russia A.I. Kazmin

2) INTRODUCTION

The purpose of the Code of Corporate Ethics for an Employee of Sberbank of Russia (hereinafter referred to as the Code) is to consolidate the corporate values \u200b\u200bof the Bank, ethical standards and rules of conduct for employees of Sberbank of Russia (hereinafter referred to as the Bank), to ensure that employees are aware of their role in the implementation of the Bank's mission to customers, shareholders and business partners.

The Code contains the norms and rules of conduct for Sberbank of Russia employees, which are based on the values \u200b\u200badopted by the Bank and are consistent with the mission and philosophy of the Bank.

The provisions of the Code apply to all employees of the Bank, regardless of position, type of professional activity and location of a subdivision or branch of the Bank.

Each employee is committed to complying with the provisions of this Code.

3) OUR BANK - SBERBANK

Sberbank of Russia is the leader of the Russian banking system, the basis of its stability and reliability. The Bank's presence in all market sectors banking services makes it an alternative to any other bank operating on the territory of the Russian Federation, and ensures the functioning of the country's banking system in any conditions.

Sberbank of Russia is a nationwide bank. The Bank participates in the formation of economic policy and influences the macroeconomic processes in the country, implements cost-effective projects and development programs. The wide branch network of the Bank and the use of advanced technologies are designed to ensure the availability of the services provided by the Bank anywhere in the country.

Sberbank of Russia is the face of the Russian banking system on the international market. The Bank has partnerships with leading foreign banks, financial and credit organizations, and takes part in international banking congresses and forums.

Sberbank of Russia is a universal commercial bank. The Bank strives to meet the quality needs of all customers in a wide range of banking services. The bank is called upon to effectively place the attracted funds of the population and legal entities in the interests of customers and shareholders of the Bank.

Sberbank of Russia is a socially significant bank. As the only banking organization providing services throughout the Russian Federation, the Bank actively participates in the implementation of social programs, supports the development of national culture, science, education and healthcare.

The mission of Sberbank of Russia is to meet the needs of each client of the Bank throughout the Russian Federation for high quality and reliable banking services, to ensure the stable functioning of the Russian banking system, to save household deposits and invest them in the real sector, contributing to the development of the Russian economy.

4) VALUES OF THE BANK

Corporate values \u200b\u200bof the Bank

The Bank strives for the highest standards of customer service and improvement of banking products and services.

The Bank complies with laws, ethical norms and rules of honest business conduct, unconditionally fulfills its obligations and values \u200b\u200bits reputation.

The Bank adheres to the principle of neutrality with respect to financial and industrial groups, political parties and associations, and operates in the interests of customers and shareholders.

The Bank does not finance environmentally harmful and socially hazardous industries, projects and programs.

The Bank takes into account the social significance of its activities and considers the social factor along with the economic one.

The Bank is developing new types of operations and areas of activity, following the principles of reasonable conservatism.

The Bank values \u200b\u200bits employees, creates conditions under which everyone working in it has the opportunity to fully realize their abilities, takes care of their veterans.

The Bank honors the best traditions of Russian entrepreneurship, contributes to their revival, preservation and development.

Bank clients

The Bank sees as its clients all citizens of the country, organizations, enterprises of any form of ownership, credit institutions, other financial institutions, executive authorities, individual entrepreneurs.

The Bank strives to establish long-term partnerships with each client.

The Bank excludes discrimination against clients on the basis of political, religious, national, age or gender.

The bank offers a wide range of banking products and services and fulfills its obligations in good faith.

The Bank is committed to providing high quality customer service that meets international standards.

The bank guarantees the confidentiality of information about its clients. This information can be used only for the purposes stipulated by the current legislation and internal documents of the Bank.

Bank shareholders

The Bank's corporate conduct practice is aimed at ensuring equal treatment of shareholders.

The shareholders determine the main directions of the Bank's business development.

The Bank is responsible to its shareholders for ensuring the growth of the Bank's assets, its profitability and introducing into the daily practice of the Bank the norms and traditions of corporate behavior of the Russian business that meet internationally recognized standards.

Shareholders have the right to receive regular, complete and timely information about the Bank and the results of its activities.

The bank is interested in seeing among its shareholders its strategic partners, clients who consider participation in equity capital as part of a long-term cooperation program.

The Bank welcomes the employees' desire to own its shares and thus participate in both the management of the Bank and the distribution of profits.

Bank employees

The Bank values \u200b\u200band respects its employees. Employees are the main asset of the Bank.

The Bank builds its relations with employees on the principles of long-term cooperation, mutual respect and unconditional fulfillment of mutual obligations.

The Bank strives to ensure that every employee shows respect for the traditions and history of the Bank, and is sincerely proud of the fact that he works for Sberbank of Russia.

The Bank values \u200b\u200bin its employees honesty, decency, professionalism, organization, internal culture and self-discipline, the ability to work for results.

The Bank follows the principle of tolerating any ideological, personal and physiological differences among its employees. The individual characteristics of a person, which do not negatively affect the quality of the work performed by him, cannot be the basis for any restrictions in relation to the employee.

The Bank maintains a balance between the personal interests of its employees and the interests of the Bank: it encourages professional and personal development, takes care of the health and well-being of employees and their families.

The Bank creates conditions that allow each employee to realize their creative abilities, get the opportunity to improve their professional knowledge, and have the prospect of job growth.

The Bank considers increasing the degree of independence and responsibility of its employees as a significant factor in improving the quality of personnel.

The Bank welcomes the development of the following qualities by its employees:

Focus on results;

Customer orientation;

Compliance with corporate rules;

Innovativeness;

Professionalism;

Teamwork skills.

The Bank is a multinational team, united by the idea of \u200b\u200bhigh-quality customer service, improving the Bank's image, strengthening its business reputation and status.

The Bank's goals are achieved by combining the efforts of all employees of the Bank, creating a cohesive and highly professional team of like-minded people capable of adequately responding to changing requirements and market challenges.

The Bank is focused on maintaining the stability of the teams and the continuity of the professional experience of the personnel.

The Bank organizes interaction between all employees on the basis of common values, ensures functional integration of all divisions of the Bank.

Each employee of the Bank contributes to the work of the team and is responsible for its result. The employee should be aware that the work performed by employees of other departments is subordinate to the general.

High reputation and reliability

The Bank values \u200b\u200bits reputation, strengthens it, ensuring the fulfillment of all obligations in relations with customers, employees and shareholders.

The Bank declares its adherence to the principles of fair competition and combating the legalization (laundering) of proceeds from crime.

The Bank is responsible for the correctness and accuracy of its marketing and advertising campaigns.

The Bank builds relationships with its competitors on the principles of honesty and mutual respect.

The Bank's business reputation is characterized by reliability, stability and success.

Reliability is the basis of the reputation of Narodny Bank itself, which attracts and retains customers.

The stability of the Bank, its profitability and management efficiency are benchmarks for our clients, partners and shareholders.

5) STANDARDS AND RULES OF CONDUCT FOR EMPLOYEES OF THE BANK.

The Bank treats all of its employees and business partners with respect and goodwill. This is a principled position.

The behavior of each of the employees forms the idea of \u200b\u200bbusiness partners and customers about the Bank as a whole, directly affects their desire to cooperate with the Bank.

Each employee strives to fulfill his duties as fully and responsibly as possible, contributing to the achievement of the common goals of the Bank. When performing official duties, a Bank employee must strive to find an optimal solution that combines low costs and high efficiency.

It is important for the Bank to develop an atmosphere of cooperation within the Bank's team. The Bank does not maintain competitive relations between divisions and branches of the Bank, but welcomes the spirit of competitiveness in relations between employees as a stimulus for internal growth and improvement of each employee in their professional activities and the efficiency of the Bank as a whole.

Personal communication between Bank employees during working hours must be carried out in accordance with generally accepted standards of business etiquette.

The Bank encourages a healthy lifestyle for its employees. Not allowed:

use by the Bank's employees of the Bank's material and intellectual resources for personal purposes;

statements and actions that may damage the Bank;

the use of narcotic substances;

drinking alcoholic beverages at the workplace and / or on the territory of the Bank. The consumption of alcoholic beverages is allowed only within the framework of festive and other special events and is limited by the norms of business etiquette;

visiting gambling establishments where gambling is held and (or) bets are accepted (casinos, sweepstakes, bookmakers, slot machine halls and other gambling houses, places);

smoking on the territory of the Bank, with the exception of specially designated areas.

The Bank has adopted a business dress code. The clothes of the Bank employees must be neat and discreet.

The Bank supports the development of an atmosphere of trust in teams in which any ethical issue can be discussed.

Each employee is obliged to resist any violations of the standards of corporate conduct of the Bank's employees.

Following high ethical principles and maintaining the Bank's reputation is one of the main tasks of every employee.

Relations with the Bank's customers

The relationship of employees with the Bank's customers is based on goodwill and striving to provide customers with maximum service and high professional competence in service.

Customer service by employees can only be carried out within the limits of the orders and contractual obligations given by the customer.

Employees should not create conditions of service for the client that harm the interests of the Bank and / or infringe on the rights of other clients.

Receipt by the Bank's employees from clients money, expensive gifts, the provision and receipt of services with the aim of influencing decisions are unacceptable.

6) PREVENTION OF CONFLICT OF INTEREST

The Bank and its employees strive to avoid situations of conflict of interest.

Restrictions for the Bank's employees when they participate in operations (transactions) with the organization, in respect of which these employees can be recognized as interested parties, are established by the legislation of the Russian Federation.

An employee refrains from any activity if this activity contradicts the interests of the Bank, may raise doubts about the reputation and reliability of the Bank.

If a potential conflict of interest arises, the employee must inform his immediate supervisor, the internal control service, and, if necessary, the Bank's security service, which are obliged to provide the employee with the necessary consultations regarding his actions in the current situation.

If, due to objective reasons, the elimination of the conflict of interests is impossible, the interests of the Bank's customers are of priority importance, if this does not contradict the legislation and the requirements of the Bank's internal regulations. In the event of a conflict of interests between an employee and the Bank, the interests of the Bank shall prevail.

Labor activity outside the Bank

While recognizing the right of employees to engage in other work activities outside the Bank, the Bank does not approve the work of employees in combination, as well as on the basis of civil law contracts in other commercial

organizations (excluding teaching and research activities).

In case of employment outside the Bank, employees of the Bank must:

notify the immediate supervisor and the head of the personnel management service of the Bank (branch) about the presence of other labor activities;

carry out other labor activities only outside of working hours, taking into account the requirements of this Code, with the exception of cases provided for by the current legislation;

be sure that other work activities do not affect the performance of their main duties, do not damage the image and interests of the Bank;

comply with the rules for maintaining the confidentiality of official information established by the Bank's regulatory documents.

Employees of the Bank are not entitled to hold senior full-time positions in organizations, except for cases when the decision to combine an employee of the Bank (branch) of a senior full-time position in an organization is made by the executive management bodies of the Bank (branch) to carry out a program for the financial recovery of the organization, for the period of work of the liquidation commission , bankruptcy of the organization and conduct of other events.

Employees are not entitled to engage directly or indirectly in any activity that, as a competitive action, may harm the Bank.

The participation of the Bank's employees in other organizations is carried out in compliance with the written obligations assumed to the Bank.

Participation of employees in the activities of political, religious and public organizations

The Bank does not limit the participation of employees outside working hours in the activities of political, religious and public organizations.

Religious and political preferences are a personal matter and should not interfere with the performance of their official duties and communication with colleagues.

Bank employees who take part in political, religious and social activities are obliged to act in these cases only as individuals, and not representatives of the Bank.

Campaigning of employees in favor of any political party or candidate, as well as dissemination by employees of their religious views and beliefs is not allowed on the territory of the Bank.

Employees are not entitled to carry out political, religious or social activities using the resources of the Bank, its image and reputation for these purposes.

Information openness and confidentiality of information

The Bank establishes the procedure, forms and methods for presenting official information, based on the requirements of the current legislation, the nature of the information transmitted and the needs of interested parties.

The Bank maintains confidentiality of official information about its employees, including personal information and information about personal income. The Bank ensures the confidentiality of this information, except for the cases stipulated by the current legislation.

Employees are not entitled to unauthorized use of classified proprietary information, including when making transactions outside the scope of their duties and / or in a situation of conflict of interest.

In order to protect the interests of clients, employees are obliged to observe information barriers between departments when implementing financial activities in accordance with the internal regulations of the Bank.

The Bank restricts the circle of persons entitled to communicate with the media on behalf of the Bank. Only authorized persons can comment on the Bank's activities for the media and other sources.

An employee does not have the right to question the activities of the Bank and the actions of his colleagues using the media.

Employees are personally responsible for the content of information they post about the Bank on publicly available Internet resources.

Employees moving to another place of work must maintain the confidentiality of classified information of the Bank in accordance with their earlier written commitments.

The Bank does not require its employees to disclose confidential information to which they had access while working in other companies (organizations).

The Bank reserves the right, in the event of deliberate or careless disclosure by an employee of the Bank of information related to a commercial secret, to which he has gained access in connection with the performance of his job duties, to apply to him the measures provided by the current legislation.

7) CORPORATE SOCIAL RESPONSIBILITY

The Bank's social responsibility before society is:

providing quality services to each client;

job creation, legal wages and investment in human capital development;

strict compliance with legal requirements;

taking into account public expectations and generally accepted ethical standards in business practice;

effective business conduct, including taking into account the interests of the least socially protected segments of the population;

contributing to the formation of civil society through partnership programs and local community development projects.

The Bank's social mission is implemented by pursuing an interest rate policy on deposits of private clients that takes into account the interests of the least socially protected strata of the population, maintaining unprofitable points of service for private clients where they are the only banking institutions, and performing banking operations in some cases free of charge.

Socially responsible business for the Bank is not only charitable and sponsorship actions, but also the formation of a stable environment for business, active interaction with society, which helps to stabilize the economy and improve the quality of life of the population.

The Bank plays a significant role in providing the population with financial services and demonstrates ways of solving social problems for the rest of the business community.

The general approach to the formation and implementation of internal corporate social programs is aimed at strengthening the consolidation of the Bank's teams, united by a single production process, and preserving the basic values \u200b\u200binherent in the Bank.

Level social security of employees is considered by the Bank as an important image element that distinguishes the Bank from competitors in terms of characteristics economic efficiency, internal stability and the status of its employees.

8) CODE COMPLIANCE

Bank employees must comply with the provisions of this Code.

If an employee has questions about the correctness of behavior in situations regulated by this Code, as well as if he has reasonable suspicions that an action or inaction of someone may lead to a violation of the ethical standards of the Bank or a conflict of interest, he can contact one from the following instances:

To your immediate supervisor;

In the Office (department) for work with personnel;

B Office (department) of internal control, audits and audit;

To the Legal Department (department);

In the Office (department) of security;

To a superior leader.

Employees are required to demonstrate a cooperative spirit in any investigation of violations of banking ethics. None of the employees can be prosecuted for striving to comply with the ethical standards of the Bank, as well as for its reasonable demands that other employees comply with these standards.

The Bank expresses confidence that unconditional adherence to the norms of this Code by all employees increases the efficiency of the Bank, maintains and strengthens its image and reputation, and contributes to the development of strong business relationships with customers, partners and shareholders.

Each employee is personally responsible for ensuring that his relationships with clients, colleagues, shareholders and the public contribute to maintaining leadership, dynamic growth of the Bank and improving the quality of services provided.

The Code is consistent with the current internal regulatory documents of the Bank (Development Concept of Sberbank of Russia, Corporate Governance Code of Sberbank of Russia, Regulations for Sberbank of Russia Participation in Other Organizations, Regulations on Commercial Secrets of Sberbank of Russia, etc.).

The employee receives a personal copy of the Code.

The text of the Code, as well as all subsequent changes and additions to it, are posted on the corporate website of Sberbank of Russia.

Each employee must study the Code and sign the "Declaration of Consent with the Ethical Standards of Sberbank of Russia". A signed copy of the Declaration is kept in the employee's personal file.

The employee's ignorance of the provisions of this Code or refusal to sign the Declaration does not relieve him of the obligation to comply with the corporate norms and rules of conduct approved by the Bank.

1.2 Job description of the Deputy Director for Human Resources

General Provisions:

This job description defines the functional duties, rights and responsibilities of the Deputy Director for Personnel Management of the enterprise of Sberbank of Russia

The Deputy Director for Personnel Management is appointed and dismissed in accordance with the procedure established by the current labor legislation by order of the director of the enterprise Sberbank of Russia

The Deputy Director for Personnel Management reports directly to the Director of the Sberbank of Russia enterprise.

A person with higher professional education and work experience in the specialty in managerial and other positions in personnel management is appointed to the position of Deputy Director for Personnel Management.

Deputy HR director should know:

Legislative and normative legal acts, methodological materials related to labor issues and social development; goals, development strategy and business plan of the enterprise of Sberbank of Russia OJSC;

Profile, specialization and peculiarities of the structure of the enterprise of Sberbank of Russia.

Methodology for planning and forecasting staffing needs;

Methods for analyzing the quantitative and qualitative composition of workers;

The system of labor standards, labor and social standards;

The procedure for concluding labor contracts, tariff agreements and regulation of labor disputes;

Labor legislation;

Economics, Sociology and Psychology of Labor;

Modern theories of personnel management and its motivation;

Forms and systems of remuneration and incentives;

Methods for evaluating employees and the results of their work;

Advanced technologies of personnel work;

Standards and uniform forms personnel documentation;

Basics of production technology;

Economics and organization of production;

Computer facilities, communications and communications;

Labor protection rules and regulations.

Functional responsibilities:

Note. Functional responsibilities Deputy. HR directors are determined on the basis and in the scope of the qualification characteristics for the position of Deputy. HR director and can be supplemented, clarified when preparing a job description based on specific circumstances.

Organizes management of the formation, use and development of personnel of the enterprise based on the maximum realization of the labor potential of each employee.

Leads the work on the formation of personnel policy, determination of its main directions in accordance with the development strategy of the enterprise of Sberbank of Russia and measures for its implementation.

Takes part in the development of business plans for the enterprise Sberbank of Russia in terms of providing it with labor resources.

Organizes research, development and implementation of a set of plans and programs for work with personnel in order to attract and retain employees of the required specialties and qualifications at the OJSC Sberbank of Russia based on the use of scientific methods of forecasting and planning the need for personnel, taking into account the balanced development of production and the social sphere, rational use of human resources, taking into account the prospects for its development and expansion of independence in the new economic conditions.

Carries out work on the formation and training of a personnel reserve for promotion to managerial positions on the basis of a career planning policy, creating a system of continuous personnel training.

Organizes and coordinates the development of a set of measures to increase labor motivation of workers of all categories based on the implementation of a flexible policy of material incentives, improving working conditions, increasing its content and prestige, rationalizing structures and staffs, strengthening labor discipline.

Determines the directions of work on managing social processes at the enterprise of Sberbank of Russia, creating a favorable social and psychological climate in the team, stimulating and developing forms of employee participation in production management, creating social guarantees, conditions for establishing a healthy lifestyle, increasing the meaningful use of free time working people in order to increase their productivity.

Provides the organization and coordination of research on the creation of a regulatory and methodological base for personnel management, the study and generalization of best practices in the field of rationing and organization of labor, personnel assessment, professional selection and career guidance, the introduction of methodological and regulatory developments into practice.

Monitors compliance with labor legislation in the work with personnel.

Advises senior management, as well as heads of departments on all personnel-related issues.

Provides periodic training and timely provision of analytical materials on social and personnel issues at the enterprise of Sberbank of Russia, making forecasts for personnel development, identifying emerging problems and preparing possible solutions.

Provides continuous improvement of the personnel management processes of the enterprise of Sberbank of Russia on the basis of the introduction of socio-economic and socio-psychological methods of management, advanced technologies for personnel work, the creation and maintenance of a personnel data bank, standardization and unification of personnel documentation, the use of computer technology, communications and communication.

Provides methodological guidance and coordination of the activities of structural divisions of the enterprise of Sberbank of Russia, providing personnel management.

Organizes the necessary accounting and reporting.

To give subordinate employees and departments assignments and assignments on a range of issues included in his functional duties.

Monitor the implementation of planned tasks and work, the timely execution of individual orders and tasks of subordinate employees and departments.

Request and receive the necessary materials and documents related to the activities of the Deputy Director for Personnel Management from the services and departments of the enterprise of Sberbank of Russia.

Enter into relationships with third-party institutions and organizations to resolve operational issues within the competence of the Deputy Director for Human Resources.

Represent the interests of the enterprise of Sberbank of Russia in third-party institutions and organizations on issues related to its functional duties.

A responsibility:

Results and efficiency of work on the selection of personnel for the enterprise of Sberbank of Russia, maintaining a favorable moral and psychological climate in the team, the state of labor discipline.

Inadequate provision for the performance of their functional duties, as well as the work of subordinate units on issues of their production activities.

Inaccurate information about the status of implementation of work plans of subordinate units.

Failure to comply with orders, orders and instructions of the director of the enterprise of OJSC Sberbank of Russia.

Failure to take measures to suppress identified violations of internal regulations, safety regulations, fire safety and other rules that pose a threat to the activities of the enterprise of Sberbank of Russia, its employees.

Failure to ensure observance of labor and performance discipline by employees of subordinate units.

Signature right. Working conditions.

To ensure his activities, the Deputy Director for Personnel Management is given the right to sign organizational and administrative documents on issues that are part of his functional duties.

The working hours of the Deputy Director for Personnel Management are determined in accordance with the Internal Labor Regulations established at the enterprise of Sberbank of Russia.

Due to production needs, the Deputy Director for Human Resources may go on business trips.

2. Strategic and operational planning in the organization

Banks are one of the central links in the system of market structures. The development of their activities is a necessary condition for the real creation of a market mechanism.

The stability of banks significantly affects the efficiency of the country's economy. In the current conditions, the activities of each bank are the subject of attention of a wide range of market participants interested in the results of its functioning. And one of the prerequisites is a well-chosen and effective strategy development.

Strategic planning provides the basis for all management decisions, organizational functions, motivation and control are focused on the development of strategic plans. Development and application of models that allow analyzing the current and planning the future financial state of a branch of a commercial bank, finding the optimal ratio of attracted and allocated financial resources. Timely and correctly to answer these requests is the main task of banks and, at the same time, a guarantee of their success. The strategy is a detailed, comprehensive, comprehensive plan designed to ensure that the bank's mission and objectives are achieved. First of all, the strategy for the most part is formulated and developed by senior management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a bank must constantly collect and analyze a huge amount of information about the industry, competition and other factors. The strategic plan gives the bank certainty, individuality, which allows it to attract certain types of employees, and, at the same time, not to attract other types of employees. Finally, strategic plans need to be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and reoriented as needed. The overall strategic plan should be seen as a program that guides the bank's activities over an extended period of time, realizing that a conflicting and constantly changing business and social environment makes constant adjustments inevitable.

Strategic planning in banks is applicable to any problem that: is related to the global goals of the bank, is future-oriented, affects external factors that affect the bank's performance. If a new type of services is planned and they are important for achieving the goals of the bank, then we are talking about strategic planning. Decisions affecting the current assortment and existing markets are usually not strategic in nature, although important changes in current operations, such as considering withdrawing a service, are often strategic in nature.

Strategic planning tends to address issues that are severely influenced by numerous external factors. Therefore, before embarking on the question of future strategic goals or directions, it is necessary to understand what social, economic, scientific, technical, legal and political factors affect the future of the bank. Otherwise, you can choose a strategy that turns out to be wrong if the bank is affected by factors such as economic downturn or changes in the balance of political forces. Within this three-dimensional space, the future and external factors in their impact on the global goals of the bank - practically everything that significantly changes the nature of the bank or the direction of its development is an object of strategic planning.

The result of the strategic planning process, its output is planning documentation (the so-called "system of plans"), which reflects all types of planned indicators at the end of the respective periods. The need to develop a system of plans, that is, a set of interrelated plans, is determined by the fact that solutions to complex strategic problems are also quite complex. They are complex in the sense that they require taking into account factors as diverse in nature as scientific, technical, technological, financial, and so on, the participation and support of a wide variety of clients of the organization.

For the development and use of a complex planning system to be effective, the planning process must proceed in an orderly manner. At the same time, a special organization is not necessary if the bank is not large or if the master plan can be obtained by simply summing and linking the indicators of the plans of its divisions. However, one of the main benefits of planning is synergy. Therefore, in order to correctly assess the relationship, interaction and interdependence of the elements of the bank, types of activities and programs, a certain order is required. To obtain a synergistic effect in planning, it is necessary to develop certain mechanisms for using these estimates as a basis for realizing the benefits of interaction and interdependence of various plans and divisions of the bank.

Decision making subsystem. From the description of the planning process, it can be seen that planning is inextricably linked with making decisions about goals and strategies. Consequently, no planning procedure will be completely systemic without an ordered approach to its most important phase - decision making. Of course, the planning decision-making process cannot be made completely objective and systematic. The decision-making subsystem should serve as a means of combining the judgments and assessments of managers into one whole within the framework of formal analysis of decisions. This complementarity of subjective assessments and formal analysis enhances the ability of leaders to make strategic decisions in difficult situations. The inclusion of the decision-making subsystem in the planning system serves to emphasize the nature of planning as a decision-making process, as well as to show the need to obtain special information and such processing that contributes to the adoption of better decisions.

Information support subsystem - many planning failures are due to the lack of the necessary planning information ("databases" on the basis of which a decision can be made). Often information processed in information systems banks, is mainly descriptive and historical in nature, related to the past activities of its divisions. Much of this information is outdated and related only to him. To be useful for strategic planning, information must be forward-looking and focused on those aspects of the environment and competition that will most affect the bank's future.

Organizational support subsystem. The functions of strategic planning can be distributed in different ways between the bank's divisions, in various combinations forming one of the following profiles:

Strong central planning service that develops long-term strategies;

Central Planning Service, which provides long-term planning by assisting organizational units involved in planning;

Decentralization of powers for long-term planning: assigning responsibility for drawing up long-term plans to those heads of the bank's divisions who are responsible for their implementation.

Strategic planning does not happen by itself, it needs motivation. Important elements of motivation are the attitude of managers and the climate in the bank.

Since it is the planning functions that people carry out, the planning process itself must be formalized and led. Just as the planning process requires the development of a strategy for implementing plans, the introduction or radical change of strategic planning requires a strategy for the implementation of planning. Thus, the planning itself must be planned and guided.

The strategic plan of Sberbank of Russia is quite difficult to define in terms of the type of information included in it. However, the following components can be distinguished:

The mission of the bank is determined at the very first stage of the implementation of marketing activities and serves as a starting point for strategic planning. It establishes what the bank is striving for and affects the level of organizational units, outlining the range of their activities. The bank's mission, or its main task, is a clearly formulated reason for its existence. Based on the main task of the organization, a whole hierarchical ladder of bank tasks is being built. This is how Sberbank defines its mission: promoting the country's socio-economic development and the welfare of the population it serves by providing high-quality banking services in the retail segment of the market.

Goals are formulated and set on the basis of the bank's overall mission and certain values \u200b\u200band goals that top management is guided by. To make a true contribution to the success of an organization, goals must have a number of characteristics (specificity and measurability; orientation in time; achievability). The main strategic goal of Sberbank of Russia is to strengthen its position as a universal commercial bank, which retains specialization and leadership in the retail banking market, actively expands its presence in other market sectors while minimizing risks, adequate to the conditions of a market economy and occupying a worthy place in international ratings of the largest credit institutions in the world.

The initial position of the market, it should reflect the state of the environment as a whole and in individual segments in which the bank operates. The study of each segment using the so-called market-production characteristics, carried out when analyzing the initial position of the market, allows us to strategically reflect the factors characterizing the degree of market attractiveness and draw appropriate conclusions regarding the quality of certain segments and the expediency of their service.

Assessment of factors affecting a bank's strategy is an extremely important component of the strategic plan, which focuses on assessing competitiveness. This assessment is made at the stage of analyzing market opportunities, and even more specifically, when analyzing the bank's microenvironment. The plan should contain an objective assessment of the strengths and weaknesses of the bank (and we can only talk about strength or weakness if we have a comparison base: in this case, competitors) in relation to the market share, quality and prices of services provided.

Assessment of risks and opportunities, the strategic plan should contain an assessment of market risks, as well as opportunities to achieve goals and objectives in each of the segments in which the bank operates or only intends to act. This assessment is based on an analysis of market baseline and relative competitiveness.

The strategy for the development of the economic portfolio, for each market segment where the bank operates, determines the priority areas of investment. However, in itself, the direction of investment without justification does not mean much, so the strategic plan should reflect clearly defined goals for each of these market segments and the amount of funds required to achieve them.

Strategic changes in regulated factors, Market conditions change quite often and unexpectedly, so it is not possible to foresee everything strategically. In this regard, it reflects a set of variables that can be adjusted during the execution of the specified plan.

Expected financial results, possible result of the bank's activities for the year, expressed in value.

First of all, it should be understood that Sberbank is one of the most powerful financial institutions not only in Russia and Europe, but also in the world. In 2007, he entered the TOP-100 of the most authoritative organizations in the world, so even without any numbers it becomes clear that the organization is serious. Equity capital as of mid-2013 amounted to more than 780 billion rubles. Assets - over 6 trillion. The analysis and assessment of the financial condition of Sberbank can also be carried out taking into account the recently disseminated development strategy until 2018. Sberbank plans to triple its profits in five years. Given such ambitions, we can assume that its capitalization and other financial indicators will greatly increase. Sberbank of Russia is the largest bank in the Russian Federation and the CIS.

Its assets account for a quarter of the country's banking system, and its share in the banking capital is at the level of 30%. According to The Banker magazine (July 1, 2013), Sberbank ranked 38th in terms of fixed capital among all banks in the world. The average daily trading volume in Sberbank shares is about 40% of the trading volume on the MMV. The founder and main shareholder of the Bank is the Central Bank of the Russian Federation (Bank of Russia). As of May 8, 2013, he owns 57.58% in the authorized capital of the Bank. The remaining shareholders of Sberbank of Russia are over 273 thousand legal entities and individuals.

As of 01.11.2013 - highly liquid assets: 858,813,248 thousand rubles, demand liabilities and their equivalents: 1,365,684,701 thousand rubles. Instant liquidity ratio \u003d 62.89%.

Tab. 1. - Bank assets structure

Tab. 2. - The structure of the bank's liabilities

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Code of Conduct

PJSC "Baltic Bank"

St. Petersburg

Article 1

Goals and Objectives of the Code of Conduct

1.1. The purpose of the Code of Corporate Ethics (hereinafter - the "Code") is to determine the standards of PJSC "Baltic Bank" (hereinafter - the "Bank") and the behavior of its employees, aimed at maintaining ethical standards, quality of service and convenience for customers, improving the efficiency of activities, financial stability of the Bank and contributing to increased demands on the Employees of the Bank and Employees of the Bank to themselves.

1.2. The objectives of this Code are:

· Consolidation of the Mission and Corporate values \u200b\u200bof the Bank;

· Ensuring that the Employees of the Bank, members of the Management Board, members of the Board of Directors of the Bank are aware of their personal responsibility to customers, business partners, shareholders of the Bank and colleagues for the performance of their official duties, their role in the implementation of the Mission of the Bank;

12.8. An employee of the Bank, a member of the Management Board, a member of the Board of Directors of the Bank excludes any activity that may damage the business reputation, other intangible and material interests of the Bank, client, business partners.

12.9. An employee of the Bank can inform the immediate supervisor and the relevant structural unit, a member of the Management Board - the Chairman of the Management Board of the Bank about planned, current or performed actions both inside and outside the Bank by other Employees of the Bank, members of the Management Board, the Board of Directors, clients, business partners violating generally recognized principles and norms of international law, provisions of the legislation of the Russian Federation, this Code (in cases stipulated by the provisions of this Code) or other internal documents of the Bank.

For the purposes of this Code, an Employee of the Bank means any individualwho has entered into an employment contract with the Bank or another civil law contract that provides for the personal performance of a certain function (work in a certain specialty, qualification or position) for a fee.

The emergence of a conflict situation within the workforce can be facilitated by such factors as ignorance or deliberate disregard of the norms of the current labor legislation, attempts to get rid of unwanted employees, insufficient motivation, unfair labor assessment, lack of professional competence of managers, psychological incompatibility of employees, unjustified protectionism and preferences in relation to individual employees (including due to family ties), etc.

Forming a united team is impossible without a sense of emotional involvement. Sberbank is making every effort to create a corporate culture that would be consistent with the Bank's values, on the one hand, and would be comfortable for the development of professional skills and the implementation of employee ambitions, on the other. The most important task in this case is the formation of a single communication space. Employees of all divisions of the Bank should feel their unity and involvement in the common cause.

The generally accepted values \u200b\u200band standards of Sberbank are reflected in the Code of Corporate Ethics, which regulates the rules of conduct that are binding on all employees of the Bank. To familiarize himself with these rules, each employee signs a “Declaration of Consent with the Ethical Standards of Sberbank of Russia” when hiring. To adapt new employees, a set of measures has been developed to facilitate the process of entering the position and adapting to the new corporate culture. The “Beginner's Book” was created, which is an interactive media publication that contains all the basic information that new employees need. Some regional banks conduct special training programs for beginners. In addition, there is a practice of assigning personal mentors from among colleagues with long-term experience in the Bank for the period of probation.

The main instrument of internal communications is the Intranet portal, which contains a special heading on the MSS, sections of structural divisions and regional banks, internal regulatory and information documents. The internal portal is the most important channel of feedback from employees to the Bank's management. We are planning further development of the portal, including in the direction of creating virtual offices.

On a local network, employees receive a special “Good morning, Sberbank” mailing list every day, and once a week, the “Sberbank. Day by Day ”, which includes a brief overview of the Bank's key events over the past week. Other internal communications tools include the monthly newspaper My Sberbank and information boards. The Bank has an open telephone line for employees' calls.

Every month the Bank staff receives an Address from the President, which can be answered with counter comments and suggestions. Based on the results of the feedback, reports are prepared, which are sent to the Bank's management for review. It is also possible to write a letter addressed to the President, and in 2010 G.O. Gref held the first "hot line" with the employees via videoconference.

Not all employees have regular access to the Intranet portal and e-mail, this problem is especially serious for territories remote from large cities, as well as small internal structural divisions of the Bank. In this regard, Sberbank is focused on using a wide range of communication tools. For example, the Bank plans to restore an internal corporate newspaper as a print publication and issue an updated corporate magazine.

In 2010, the Bank conducted a survey of personnel satisfaction with the number and quality of corporate communication channels. Its results will allow us to choose the right communication channels depending on the topic of messages and target audience.

Sberbank regularly organizes various corporate events. Such events allow maintaining the corporate spirit and traditions, creating an atmosphere of trust and mutual understanding within the Bank, strengthening informal connections in the team, increasing employee loyalty, and creating a sense of belonging to a common goal. Traditionally, the celebration of March 8, New Year, Sberbank Employee Day, Victory Day is organized. Also, annually organized by the organization of children's New Year's holidays, children's recreation, children's drawing contests are held.

Sberbank's corporate culture is strong enough. The core values \u200b\u200bof the organization are intensively maintained, clearly defined and widely disseminated. She has the utmost clarity of priorities, the management informs employees about the tasks of the enterprise and actively involves them in solving these tasks. The organizational culture of the Bank is focused on a personal approach and at the same time unites employees into a single whole.

The culture of traditional and modern organization.

The modern market situation is characterized by such processes that put forward special requirements for the corporate culture of the organization. Traditional management of an organization comes down to rational goal setting, analysis of the existing situation, namely, its own resources (strengths and weaknesses of the organization) and environmental factors (chances and risks), and then decisions are made based on the goals set, taking into account the analysis performed. The modern culture of the organization does not imply the formulation of specific indicators of the company's activity in the time horizon, but the formulation of long-term competitive advantages. These advantages boil down to the formation of the organization's qualities, which allows it to be ready for any changes in the market, consumer demand and consumer behavior, the labor market, employee motivation, etc. Differences between traditional and modern corporate culture are also expressed in the attitude of management to subordinates, in the participation of personnel in decision-making, and in the functioning of communication systems.

Sberbank is a vivid example of a modern type of corporate culture. The corporate culture in the bank is aimed at creating in each employee a sense of belonging to the implementation of the bank's mission, strategic tasks facing him. The Bank strives to create conditions that allow each employee to develop and apply their creative abilities, improve the level of professional training, take part in solving organizational issues, etc. The organization is dominated by partnerships, with the presence of friendly sympathies. The employees of the organization consider themselves to be a part of this organization, share its interests and corporate philosophy and feel support from the management. In addition, Sberbank is characterized by the presence of a well-coordinated and efficient system of internal communications. The main instrument of internal communications is the Intranet portal, which contains a special heading on the MSS, sections of structural divisions and regional banks, internal regulatory and information documents. The internal portal is the most important channel of feedback from employees to the Bank's management. On a local network, employees receive a special “Good morning, Sberbank” mailing list every day, and once a week, the “Sberbank. Day by Day ”, which includes a brief overview of the Bank's key events over the past week. Other internal communications tools include the monthly newspaper My Sberbank and information boards. The Bank has an open telephone line for employees' calls.

Tasks and functions of corporate culture.

1. Formation of a certain image of the organization. For Sberbank, this means maintaining the image of a reliable and stable financially organizations. Accordingly, the task of the corporate culture is to make the organization perceived in this way both in the external and internal environment.

2. Maintaining the values \u200b\u200binherent in the organization. This function of corporate culture is dominant for Sberbank. This is evidenced by the code of corporate ethics of employees, the purpose of which is to consolidate the corporate values \u200b\u200bof the bank, ethical standards and rules of conduct for employees, ensuring and awareness by employees of their role in implementing the bank's mission to customers, shareholders and business partners.

3. The corporate culture of Sberbank is aimed at creating and maintaining a sense of involvement in the common cause among the employees of the organization, which gives meaning to their work in the organization.

4. Promotion of socialization of new workers, adaptation function. To adapt new employees, Sberbank has developed a set of measures designed to facilitate the process of entering the position and adapting to the new corporate culture. The “Beginner's Book” was created, which is an interactive media publication that contains all the basic information that new employees need. Some regional banks conduct special training programs for beginners. In addition, there is a practice of assigning personal mentors from among colleagues with long-term experience in the Bank for the period of probation.

Structural-organizational and structural-functional parameters of corporate culture include:

Corporate values, i.e. objects and phenomena of organizational life, are essential, significant for the spiritual life of employees.

Behavior styles that characterize the employees of a particular organization. This also includes specific rituals and ceremonies, the language used in communication, as well as symbols that have a special meaning specifically for the members of the organization.

Norms are a set of formal and informal requirements imposed by an organization in relation to its employees.

The psychological climate in the organization, which a person encounters when interacting with its employees. The psychological climate is a prevailing and relatively stable spiritual atmosphere that determines the relationship of team members to each other and to work.

The corporate culture of the organization assumes:

1. Awareness of yourself and your place in the organization;

2. Availability of a communication system and a special language of communication;

3. Certain requirements for appearance, clothing and presentation of oneself at work;

4. The presence of good relationships between people: the influence on interpersonal relations of such characteristics as age, gender, nationality, status, amount of power, education, experience, knowledge. Compliance with formal etiquette or protocol requirements; the degree of formalization of relations, the support received, the accepted forms of conflict resolution;

5. Development and self-realization of the employee;

6. Work ethics and motivation.

Sberbank's corporate culture is characterized by openness, emotional support from staff (creativity is manifested through cooperation), the presence of mission goals and values \u200b\u200bsupported by all employees of the organization, an open communication system, requirements for the appearance and clothing of employees. Disdainful attitude towards someone is unacceptable, in the organization equally respectful attitude towards persons of different ages and nationalities. The bank considers increasing responsibility and independence based on the introduction of professional training standards as a significant factor in staff motivation.

Study of corporate culture: diagnostics and assessment of the state.

As a result of the new development strategy for the period up to 2014, within which the bank aims to further develop its competitive advantages and create new areas of growth, the organization's personnel was partially replaced (middle-aged workers were replaced by young specialists). Younger employees are more loyal to customers, they have fewer complaints and a higher service speed. Significant resources are directed to staff training, which allows achieving high professional results. The corporate culture has become more visible to the external environment, everything - the clothes of the employees, the decoration of the halls - reflects the corporate white and green colors. True, the attitude towards customers and the quality of service are not yet at an appropriate high level, in comparison with the reputation of the organization.

Nevertheless, Sberbank's corporate culture is strong enough. The core values \u200b\u200bof the organization are intensively maintained, clearly defined and widely disseminated. She has the utmost clarity of priorities, the management informs employees about the tasks of the enterprise and actively involves them in solving these tasks. The organizational culture of the Bank is focused on a personal approach and at the same time unites employees into a single whole.

Corporate culture, corporate identity and corporate image.

Corporate culture is the sum of behavioral norms that determine what should and should not be in an organization. Corporate culture is corporate values \u200b\u200band norms, written and unwritten rules by which the company lives.

The high-profile status obliges Sberbank to serve clients at a high level and determines the corporate culture. According to its own Corporate Governance Code, the bank sees its mission in meeting the needs of each individual client (both a private person and a corporate or state one). The emphasis is on both the quantity and quality of service. Sberbank's priority in its work is to respect the legitimate interests and rights of customers and shareholders, ensure transparency of information and maintain stability and profitability of its activities. Sberbank positions itself as an organization striving to combine internal and external corporate culture and provide quality and competent customer service by establishing appropriate relationships among employees. The Bank makes high demands on the level of training and qualifications of its personnel and takes care of its constant improvement. Part of the corporate culture of Sberbank is the holding of all-Russian sports Sberbankiads twice a year, as well as various social activities.

Corporate sports is a competition of employees of enterprises and organizations in various sports. The main goal of corporate sports is team building through increased physical activity to develop team spirit. The promotion of corporate sports is based on the postulate of modern psychology: based on the achievement of the highest results in sports, company employees show leadership qualities in production.

The Sberbankiada fire is lit every year in different parts of Russia. Winter and summer sports competitions were held in Sochi, Ufa, Perm and Murmansk. This year Kazan will host the Sberbank sports forum. From July 15 to July 21, 2012, more than two thousand athletes from various regions of the country will come here, representing the teams of 17 regional banks of Sberbank of Russia, the team of the central office of Sberbank of Russia, as well as teams of Sberbank subsidiary banks from Ukraine, Kazakhstan and Belarus ... Sberbank employees will compete in more than ten sports: swimming, badminton, tennis and table tennis, Russian bast shoes, basketball, volleyball, chess, billiards, athletics and football.

Improvement and strengthening of the corporate culture in the bank is also aimed at creating in each employee a sense of belonging to the implementation of the bank's mission, to the Bank's achievement of high results, the strategic tasks it faces, fostering team spirit, creating a team of like-minded people aimed at achieving the set strategic goals.

The bank considers increasing responsibility and independence based on the introduction of professional training standards as a significant factor in staff motivation. The Bank strives to create conditions that allow each employee to develop and apply their creative abilities, to improve the level of professional training. The Bank strives to maintain the level of remuneration corresponding to the level of remuneration in the industry and adequate to the end result of labor. The Bank pays constant attention to the issues of employee health and safety at work. When applying for a job, the possibility of discrimination on political, religious, national and other reasons that have nothing to do with professional qualities is excluded.

Corporate identity each organization consists in a unique combination of its values \u200b\u200band principles of realizing their imperative potential in practice. Values \u200b\u200bare generalized ideas of people about goals and norms of behavior, embodying experience and expressing in a concentrated way the meaning of the culture of a social community. They can also be called the property to satisfy specific needs of an individual or group. Organizational values \u200b\u200bare what is valuable for the organization and the person in the organization, for which he is ready to act expediently.

Sberbank's mission emphasizes the bank's most important role in the Russian economy and its special social role in society - maintaining confidence, reliability and stability in it. The mission of the Bank unambiguously determines that its clients, their needs, dreams and goals are the basis of all activities as an organization. The mission also emphasizes how important its employees are for Sberbank and how the realization of its goals is impossible without the personal and professional goals of the people working for it. High goals are achieved by a team of like-minded people who are united by a common system of values. Sberbank's values \u200b\u200bdetermine the set of rules, criteria and requirements that will be imposed on every person who is or wants to become a member of the Bank's team. Sberbank's values \u200b\u200bare a set of principles on the basis of which the Bank's leaders will set goals and determine whether they have been achieved. Based on these values, relationships between employees will be created and maintained, management systems within the Bank will be built, as well as relations between the Bank and customers, society, shareholders and investors.

These values \u200b\u200binclude:

Decency

· The pursuit of excellence

Respect for tradition

· Trust and responsibility

Balance and professionalism

· Initiative and creativity

· Teamwork and efficiency

Openness and benevolence

Healthy lifestyle (body, spirit and mind)

In relation to employees, Sberbank adheres to the following principles:

A bank that values \u200b\u200bits employees takes care of them.

A bank that allows employees to develop personally and professionally, where the best professionals strive to work.

A bank in which employees feel like active participants in all processes, and not “cogs in a big machine”.

A bank that provides its employees with decent material wealth and position in society.

A bank where it is interesting to work.

A bank, where you can be proud of, which is respected, whose employees are confident in their future.

Sberbank adheres to the following principles in relation to clients:

A bank that values \u200b\u200bevery client.

A partner bank that is ready to help every client every day in everything related to finance.

A bank that you can trust: it is financially stable, it will not be deceived, it has fair conditions, it will be quickly and conveniently serviced, it will help you choose and make the best financial decision based on the interests of the client.

A bank that is constantly working and improving in order to delight its customers and improve its work.

Corporate image organization appears as a result of a targeted public perception of the complex of communication messages created by the company. The purpose of its creation is that the subjects outside and inside the organization have an image of this organization that contributes to the achievement of external goals and objectives set by its leadership.

To stay competitive, companies have to pay special attention to their image and reputation, and especially the visual aspects of the corporate image of the company. Corporate image includes several concepts. In general terms, it can be defined as a positive and loyal attitude towards the company by its target audience. The corporate image is one of the means of solving external and internal problems of the organization.

One of the aspects of a visual corporate image is corporate identity. A corporate identity is one of the main ways of broadcasting a company's visual image. A corporate identity is a set of graphic forms and principles of construction, united by one idea, the main task of which is to distinguish a company from their own kind, and create a recognizable image in the eyes of consumers. The corporate identity of the organization includes: a set of color, graphic, and verbal constants that provide visual and semantic unity of goods and services, all information coming from the company, its internal and external design. The corporate image or corporate identity is the basis of the company's communication policy. Based on the corporate image, relationships with the audience are built, the way they unconsciously perceive the company. With the help of the corporate identity, the company stands out from its peers. The main components of a corporate identity are color and shape. The basis of the corporate identity is the logo. The bearer of the style can be anything: internal documentation, outdoor advertising, website, office building, employee uniform. Since employees communicate with customers on a daily basis, the color scheme of the uniform is of great importance.

The color environment directly affects the emotional and psychophysical state of people. Color is very important in shaping the visual corporate image of an organization. It is perceived not only visually, but also psychologically and emotionally. Different shades of colors have different psychological effects on people, depending on which color is predominant. Knowledge of these features can help both in communication and in building a visual corporate image.

The main goal of Sberbank's corporate image is to maintain the image of a serious company with a long history. The corporate identity should inspire confidence in the company and confidence in its actions among consumers. Because the main thing for a bank is to broadcast reliability and stability in any financial environment.

There are two colors in the Sberbank corporate identity: green and white.
Green is the calmest color. It does not have kinetic energy acting outward, but contains potential energy contained in it. It promotes life, growth, harmony, unites people with nature, helps to be closer to each other, gives self-respect, firmness, naturalness, justice, develops willpower, constancy. Green calms the nervous system.
White is the so-called achromatic color along with black and shades of gray. White is the sun, air, insight, purity, impartiality. The meaning of white is the color of goodness, good luck, the color of purification and multiplication.

The company name and logo are in green, while the employees' uniforms are white shirt and green tie. The color green was chosen very well for the company logo, and it is also present in the uniforms of employees. Green is the bank's confidence in the future, a stable position in any financial conditions. The green color favorably emphasizes the existing image of Sberbank as one of the oldest banks in Russia, with a high level of consumer confidence. This color also reflects the above values \u200b\u200bof the company, such as respect for traditions and friendliness, a healthy lifestyle. There is only one drawback of green in the company logo - this color does not prompt action, it is static.
White means purity and a fresh start. For a bank, this explanation of color is fine. With a bank, people can start a new life, with a loan, for example. White color helps to solve all problems - Sberbank strives for the same in its image. After all, most of the serious problems of people are associated with a lack of funds. White color makes people feel secure and incorruptible. White in Sberbank's corporate identity bears a similar meaning to green. For the company, he personifies incorruptibility, justice, good luck. Employees in white uniforms are more trusted, because in the subconscious of people, white means stability, purity of thoughts. The disadvantage of white in the uniform of employees is that some people are afraid of people in white clothes, as they associate them with doctors and with some kind of officialdom.

In combination with white, green becomes even calmer, softer. This color combination has a positive effect on the emotional state of the target audience, which includes both employees and consumers. The uniform of these colors helps employees to be calm, balanced, honest, and polite. The combination of white and green also helps consumers to make a more balanced and deliberate decision in the bank, to calm down.

Sberbank follows the company's values \u200b\u200beven in the color scheme of the corporate identity. The meaning and symbolism of flowers also coincides with the already created image. The colors confirm this image as the oldest bank with the highest level of trust among the population.

Brand culture. Corporate brand and corporate reputation

Corporate culture and corporate identity are relevant to business organizations. This phenomenon makes it possible to realize the goals of branding and achieve its successful formation. Recognition, positive image, good reputation, effective impact on perception and consciousness - all this is necessary to create a successful brand and all this is formed in the process of developing a corporate culture and corporate identity. Thus, the goals of branding largely coincide with the goals of forming a corporate culture and corporate identity.

Corporate culture and corporate identity allows the formation of a high brand value in monetary terms, while clearly expressing itself in value based on transactions. Thus, the corporate culture and corporate identity contribute to the realization of the branding goals. They are able to form a recognizable external and internal image, influence the popularity of a brand and bring it to the level of a brand, and increase brand value. Of particular importance is the brand for the organization. He enhances her material and intangible assets, forms a positive image of the organization and other brands. As a consequence, brand and corporate culture and corporate identity are inextricably linked.

Sberbank of Russia is of particular interest as a successful brand in the Russian banking market.

· Took first places in the ratings of recognition and popularity of Russian banks, published by the National Agency for Financial Research (NAFI). According to the agency, the recognition of Sberbank in Russia is 96%, popularity - 86%.

· In the rating of the most expensive brands in the world "BrandFinance® Global 500 2011", compiled by the consulting company Brand Finance, Sberbank took 65th place and turned out to be the most expensive Russian brand. The brand is valued at $ 12 billion.

Reliability and flawless reputation Sberbank of Russia is confirmed by high ratings from leading rating agencies. Sberbank of Russia has been assigned a long-term default rating by Fitch Ratings foreign currency “BBB”, agency “Moody’s Investors Service” - long-term rating of deposits in foreign currency. In addition, the Moody’s agency assigned the highest rating to the Bank on the national scale.

The study showed that Sberbank holds the leading position in the reputation rating of banks, with a large margin from other market players. Its reputation index was 60. A certain role in the formation of such a high level of Sberbank's reputation was played by the fact that at the time of the survey it was in the focus of public attention, which directly affected the number of mentions in the media. The results of the survey showed that among the representatives of the low-income group, the considered banks have lower reputation indices than in Russia as a whole. Sberbank and Alfa-Bank took the first two places in the low-income group, their indices were 53 and 31, respectively. In the high-income group of the population, the opposite situation has developed - almost all banks have higher reputation indicators compared to the average sample, which indicates a higher level of trust. And in the highly profitable group, Sberbank remained the leader in reputation. Among the population with an average income, Sberbank, Rosbank and VTB have the best reputation. Their GRI indicators in this population group are higher in comparison with the average sample. The fact that Sberbank has become the leader in the reputation rating is unconditional. The reliability of the company for the consumer is, first of all, its size, duration of work in the market and active presence in the information field. In addition, people in Russia are accustomed to trusting companies that are supported by the state. In the current situation on the financial markets, and taking into account the Russian mentality, we can confidently predict the further growth of the reputation capital of banks with state participation.

Formation of corporate culture and corporate leadership

In general, organizational culture is the result of the interaction of the desires and passions of the founders of the company and the basic attitudes of the employees that they have acquired as a result of their previous experience.

The subjects of corporate culture (in the narrow sense) are corporate leaders and the corporate elite. Leadership and culture are closely related, since leadership is inherently attitudes and motivation that motivates a person to study and manage culture. As a rule, the founders of the organizational culture are the founders of the organization, because, when creating a company, they also try to create its ideal image.

E. Shane presents us with the process of corporate culture formation through the activity of a leader: the founding leader puts forward the idea of \u200b\u200bcreating a new organization; the founder involves a group of like-minded people in the implementation of his idea; the leader and a group of his associates (founders) begin coordinated activities to implement the organization's project (patenting, registration, etc.). Like a living organism, corporate culture, according to Shane, is born, grows, becomes mature and even gets old when it loses the potential to move forward. And in all these phases of an organization's life and culture, leadership is critical to adaptability and stability.

The process of forming a corporate culture by leaders and elites is tied to the life cycle of the organization. Sberbank goes through the following stages in relation to corporate leadership:

1st stage - creation of an organization. Sberbank was at the stage of formation, formation life cycle services. At this stage, all the morals, customs, basic style of activity, as well as the success or failure of the organization, subsequently adopted in the organization, were laid by its founders. In their activities, they were guided by the previous experience of creating an organization and its cultural values. Thus, organizational culture was the product of the personal assumptions and prejudices of its founders.

2nd and 3rd stages - growth and growth retardation. The culture was sustained by the organization's existing customs and procedures that provided staff with relevant experience. The organizational culture was consolidated and formalized by personnel management procedures: selection and assessment of personnel; system of rewards; motivation and incentive system; training; career advancement. All of these procedures were aimed at maintaining those who fit a given organizational culture and weeding out others.

4th stage - maturity. At this stage, the effectiveness / inefficiency of the integrating role of corporate culture was diagnosed.

5th stage - new growth. The adequacy of the values \u200b\u200bdeclared in the organization to the new business objectives was checked. Sberbank is now at this stage of development. New goals are set for the transition to a new stage in the development of the organization, and there is a need to reorganize the corporate culture. It was at this stage that the management of Sberbank came to the conclusion that the organization needs rebranding and strengthening of the corporate culture in the organization.

The most common (cultural) tasks of a corporate leader are:

Strives for more effective use human resources and focuses primarily on the "human factor" and not on material benefits;

· Provides the consolidation of the social forces of the team, intelligence, abilities, energy and enthusiasm of people;

· Takes an active position in the implementation of innovations, mobilizing people to update the organization.

To carry out this activity, the management of Sberbank has carried out a new leadership development program. In August 2011, Sberbank of Russia launched the Sberbank 500 - Program for Leaders educational program. It is a one-year course of study developed jointly by specialists from the Sberbank Corporate University, the leading western business school INSEAD and the Russian School of Economics. The program will simultaneously train about 500 heads of the Central Office and regional banks of Sberbank. Priority in recruiting for the program was given to regional banks (more than 90% of participants).

The main goal of the Sberbank 500 program is to bring modern knowledge of management and business to Sberbank middle managers and improve the overall management level of the management team.

Goals, objectives and structure of the organization's symbolic management

Symbolic management is understood as actions, behavior, dramatizations, which without unnecessary words become understandable to others, unambiguously explain the essence of the matter, declare new priorities and highlight accents.

In world business practice, there is experience in the preparation of their own codes of honor by firms, or codes of business conduct. Common to most of them is the principle of respect for the honor of their own company. To preserve the honor of the company, to protect and defend its interests, to be held accountable for actions discrediting the company are requirements that are equally addressed to all its members.

Like most international organizations, Sberbank has its own Corporate Governance Code. The purpose of the introduction of this Code is to form and introduce into the daily practice of the bank the proper norms and traditions of corporate behavior of Russian business that meet internationally recognized standards based not only on unconditional compliance with the requirements of the law, but also on the application of ethical standards of business conduct common to all members of the business community.

Compliance with the norms of this document is aimed not only at creating a positive image of the bank in the eyes of its shareholders, customers and employees, but also at controlling and reducing risks, maintaining sustainable growth financial indicators bank and the successful implementation of its statutory activities.

The provisions contained in this document are based on Federal law “On Joint Stock Companies”, the Charter of the Joint Stock Commercial Savings Bank of the Russian Federation (open joint stock company), “Concept for the Development of Sberbank of Russia until 2005”, “OECD Corporate Governance Principles”, “Code of Corporate Conduct” developed by the Federal Commission for the Securities Market, "Code of Ethical Principles of Banking", approved by the XII Congress of the Association of Russian Banks.

In companies with a strong organizational culture, such as Sberbank, managers play a leading role in maintaining and shaping it. They can be called conditionally "symbolic" managers. Symbolic managers differ from ordinary managers in that they:

· Are receptive to culture and understand its importance for long-term success. They always talk about their company culture, write about it in annual reports and turn the power of culture into market success;

· Have a high degree of trust in employees and expect them to be successful. Sberbank's motto, as a company with a strong corporate culture, is “we will win because we are special”;

· Are aware of the effectiveness of this approach and seek to concentrate the efforts and initiative of others on achieving goals;

· Perceive themselves as actors, screenwriters, directors - participants in everyday events in the company. They create symbols of the organization's culture both purposefully, when working in the field of EP and general corporate philosophy, and spontaneously, under the influence of current events.

Thus, the "symbolic" manager is suitable for situational, command and other forms of management based on self-management, while the "rational" manager is suitable for management by goals, authoritarian and systemic management. The main problems of "symbolic" management are:

Inattention to global changes in the external environment;

Excessive arrogance of the manager and the team; tendency to hasty decisions;