Corporate Responsibility Reportraiffeisencomunitati.ro/raport-anual-de-responsabilitate...Highlights...

(Corporate Responsibility Report2013

2

Contents

Contents

Foreword 3

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

Employees 13

Our Team in 2013 14

Market 18

Economic Impact 19

Society 24

Community investments 25

Environment 28

Environmental impact 29

Annexes:

Annex 1 - GRI Index 31

Annex 2 - Report methodology 37

Annex 3 - List of partners NGOs 38

Annex 4 - Contacts 39

Cuv~nt înainte

3 www.raiffeisen.ro

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.

Foreword

4 www.raiffeisen.ro

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

Foreword

11 www.raiffeisen.ro

Organizational profile

www.raiffeisen.ro

Organizational profileOur sustainability pillars

Our sustainability pillars

Employees Market

Environment Society

6

Reperele anului 2013

7 www.raiffeisen.ro

January• RaiffeisenBankprovidescorporationswithinnovativeelectronictradingsolutions,throughwhich

companies have direct access to accounts via the SWIFT network.• RaiffeisenBankandJuniorAchievementsupportthedevelopmentofstudents’financialskills

through two educational programs: “Noi insine” (We, ourselves) for primary school and “ABCdar bancar” (ABC for banking) for high-school students.

February• RaiffeisenBankisnamed“BestBank”onthelocalmarketbyEuromoney,forfinancialservices

provided to customers with assets under management between USD 500,000 and 1 million.

March• RaiffeisenBankRomaniaandCitibankRomaniasignanagreementthroughwhichRaiffeisen

BankisgoingtoacquireCiti’sretailportfoliobythelastquarterof2013.• Atthe“NOCASH”Gala,dedicatedtoexcellenceawardsforthecardsindustry,RaiffeisenBank

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”.

• RaiffeisenBankisawarded“BestBank”inRomaniaby“GlobalFinance”. April• RaiffeisenBanklaunchesalimitededitionofthestudentscard,incooperationwithMastercardto

celebrate the Academy of Economic Studies centenary;• TheBanklaunchesaneweditionofthe“LifeWithoutCash”campaign,withimportantprizes,

aiming to encourage the use of alternative trading channels;• RaiffeisenBankofficiallychangesitsregisteredoffice,theBank’scentraladministrationbeing

relocated to Sky Tower building in Bucharest.

May• RaiffeisenBankcutsinterestratesforFlexicredit–itsRON,fixed-rate,unsecuredconsumerloans.• Wall Street awards Raiffeisen Bank with the ”Transaction of the year in banking” distinction for

taking over the retail portfolio of Citibank Romania. June• RaiffeisenBankisnamed“BestForeignBank”inRomaniabyEMEA Finance.• KarlSeveldaisappointedChiefExecutiveOfficerofRaiffeisenBankInternational.• AtRBIAwardsGala,RaiffeisenBankisawardedforthe“Bestproductivityimprovementin

2012” from the entire Raiffeisen Group.• RaiffeisenBanklaunchesitsofficialFacebookpage,anewcommunicationchannelwith

customers and employees.• RaiffeisenBankmarkstheendofrelocationprocessinitsnewheadquartersthroughaninternal

eventforapproximately1,700employeesworkingintheBank’sCentralAdministration.

Organizational profileHighlights 2013

8 www.raiffeisen.ro

July• RaiffeisenBankintroducesanewserviceforSMEs,enablingthemtorecoverVATonbusiness

expenses abroad.• TheBanklaunchesthethirdeditionof“RaiffeisenComunit`]i”GrantProgram,asocial

responsibility projects competition, with a total budget of EUR 100,000.• “Euromoney”awardsRaiffeisenBankwith“BestBank”onthelocalmarketfor2012.

August• RaiffeisenBankincreasesthelimitforSMEsloanswithJEREMIEguarantees.

September• RaiffeisenBanklaunchesthe“RStyle”programaddressedtoitsemployees,inordertohelpthem

achievea healthier and more balanced lifestyle.• RaiffeisenBankofficiallyinauguratesBra[ovOperationalCenter,wherealargepartofthe

Bank’soperatingactivitieshavebeentransfered.

Octomber• AsanofficialpartneroftheBucharestInternationalMarathon,RaiffeisenBankencouragesits

employees’participationanditregisters,atthis6thedition,arecordofapproximately200 Raiffeisen runners.• RaiffeisenLeasingtakesoverapartofINGLeaseRomania’sportfolio.• RaiffeisenBankandCitibankRomaniasuccessfullycompletethetechnicaloperationsof

migrating the individuals taken over by Raiffeisen.

November• RaiffeisenBanklaunchesnewdebitcardswithdualcontactandcontactlessfunctionality,which

allowpaymentauthorizationbothonlineandoffline.• RaiffeisenBankisawarded“BankoftheYearin2013”byThe Banker - the Financial Times

specializedmagazineforthebankingsector.• TheBanklaunchesunchinganinternalplatformdedicatedtovolunteeractivitiesofitsemployees

and created a visual identity for the volunteers to identify with.• RaiffeisenBankinitiatesthe“4awardsinoneyearspeakaboutourperformance”campaign,

bothindoorandoutdoor,asaresultoftheinternationalrecognitionoftheBank’sperformancein the previous year.

December • RaiffeisenBankisdesignatedasthedepositaryofSIFOltenia’sassets.• TheBankoffersitscustomers,onwinterholidaysoccasion,achambermusicconcertinSoNoRo

band’sinterpretation.• RaiffeisenBanksupportsthe“Volunteers’NationalGala”andthefirsteditionof“SkyRun”– a running on the stairs competition.

Organizational profileHighlights 2013

Profilul organiza]iei

9 www.raiffeisen.ro

Raiffeisen Bank S.A. is a top universal bank on the Romanian market. The Bank provides a complete rangeofhighqualityproductsandservicestoprivateindividuals,smallandmedium-sizedenterprises(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,outofwhichalmost100,000SMEsand7,600largeandmedium-sizedcompanies.

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,urbanecologyandsocialassistance.Thebank’semployeesvolunteerinprojectssupportedbythe bank or on their own.

Raiffeisen Bank Subsidiaries

n Raiffeisen Asset Management Românian RaiffeisenBancapentruLocuin]en Raiffeisen Capital & Investmentn Raiffeisen Insurance Brokern 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.

1)ForfurtherinformationLaw31/1990(lawofcommercialcompanies),OUG99/2006(alsocalledthebankinglaw)andNBR regulations available at http://www.bnro.ro/Legislatie-2984.aspx

Organizational profileRaiffeisen Bank Subsidiaries


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.

Organizational profileThe management of Raiffeisen Bank


Organizational profileRaiffeisenBank’structure,asof2014,March31st

Raiffeisen Bank’s structure, as of 2014, March 31st

www.raiffeisen.ro

Organizational profileRaiffeisenBank’structure,asof2014,March31st

12

Supervisory Board7 members

General Shareholders AssemblyRaiffeisen SEE Region Holding GmbH 99.49% and individual shareholders -

0.51% (approx. 17,000)

Audit Committee3 members

Assets and Liabilities Committee12votingmembersand6non

voting members

Security Council3 members

Executive Credit Committee 2 members

Rules and Regulations Committee 4 members

Remuneration Committee3 members

Significant Risk Management Committee

approx. 15 members

Directorate7 members

Credit Committee6votingmembersand3nonvoting

members

Change Management Committee 8 members

Central Committee for the Management of Projects and

Initiatives Portfolio 5 members

Investment Committee10 members


Employees


EmployeesOur team in 2013

No. of womenin management

Lead To Leadership

The 7th edition ofRaiffeisen Trainee had

We offeredinternship for

We are in

best leadership companies,by vote of employeesand partners

Corporate Sales Academy

The Different Academy

Raiffeisen School

5,184Total employees

3,900

1,284

37Average age

Staff

B-3

B-2

B-1

B

900

New hiring and staff retention

ProfessionaldevelopmentHours of intruction

We recruited

< 30 yrs. / 32230-50 yrs. / 810

> 50 yrs. / 152< 30 yrs. / 1,067

3,288

6,880

17,296

121,528 38,040

9,516

6,136

2,144

30-50 yrs. / 2,457> 50 yrs. / 376

28

104

547

RStyle - Live ballanced

630Employees

TOP 10

Aplicants

370Students

Our team in 2013

Board -1

B

Board - 2

Other managerial positions



Gender and management position

No of women in Board-1 functions 31No of women in Board-2 functions 80Noofwomeninothermanagementfunctions 609

Average wage of women as % of average wage of men

Position %

Staff 72%Middle Management 84%Top Management 101%

Employment contract, working time

Continuous employment Fixed-term Full time Part timecontract employment contract

6,471 513 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 Angaj`ri noi % Plec`ri %

Bucure[ti Femei 163 3.1% 369 7.1% B`rba]i 75 1.4% 156 3.0%Re]ea Femei 305 5.9% 296 5.7% B`rba]i 87 1.7% 102 2.0%

Politicabãnciiestedeaangajapersoanecareprovindincomunitã]ilelocaleîncareorganiza]iaî[idesf`[oarãactivitatea,astfelîncâtatâtcompaniacât[icomunitateasãbeneficiezedeexperien]alocalã.

Numãrul plecãrilor, în func]ie de v~rstã [i gen

Leaves of employees aged 20-29 30-39 40-49 50-59 >60

Women 271 232 86 70 6Man 107 114 24 9 4


RaiffeisenBank’semployeeswhodecidetoleavetheorganizationhavetogivea20day-notice,accordingtothecurrentlaborlegislation.Ifanemployeeisfired,theorganizationgivesa20workingdaysnotice,aswellasthepossibilitytorelocatewithintheorganizationifthereareanysuitablepositions 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).

ThenegotiationsbetweentheunionofRaiffeisenBank’semployeesandthebank’srepresentativesapplyto 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 %

Staff 8.0%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

Bucharest 152%Network 92%

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

Eachyear,weevaluateallouremployees’performanceandcareerdevelopment.

Raiffeisen Bank ensures that all its employees earn at least by 70% more than the minimum wage.

2) This was calculated as average total cost of benefits/(Average total cost of salary + variable payment + perfor-mance bonus).



Thetrainingactivityin2013wasbasedonRaiffeisenBankRomania’sstrategytocreatevalueforcustomers 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 designedfortheBank’sstaff,bothwithinternalresourcesandincollaborationwithtopexternalpartners,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”Duringthesummer,theTrainingDepartmentorganizedaseriesofatypicallearning 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’sdivisions.Complex,experientialprograms,designedtosupportandstrengthenteamspirit,haveboostedemployees’creativityandwillingnesstoovercomeroutineandadapttochangesinthe professional environment.

Proiectul “RStyle – Tr`ie[te echilibrat” Special attention was paid to a large-scale project, a premiereinthebankingmarket:aprogramthattargetsthebalancebetweenemployees’professionalandpersonallives.Theemployees’lifestylewasthemainthemeofaninternalstudywhichgeneratedagreatinterestamongthem.The„RStyle–Haveabalancedlife!”projectcametofruitioninJuneandwasreleased 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,around50eventswereorganized(conferences,sportsandculturalevents),withover1,700participants from all regions attending them.

The program has three pillars: • phisicalhealth,• emotionalbalanceamd• healthyrelationships

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:

Womens Mans

No.ofdaysofmedicalleave 46,296 3,273No. of days of medical leave due to work injuries/accidents 0

No occupational illnesses or job related deceases occurred during 2012.

3)Work’sdays.

3)


Market


MarketEconomic impact

Generated economic value

264,000 thousands RON

Economic valuereinvested

Average wage inRBRO este

While for entry-levelit is

compared to theaverage per economy

of the yearly localbudget of amedium-sizetown

Payments to shareholders

23,084 thousands RONPayments to the state

Raiffeisen Bankhas not received anyfinancial aid fromthe state

3 times morethan if employeeswould of hadan average pereconomy wage

Income: 1,736,459 thousands RON

215,112 thousand RON

The equivalent of15% of thetaxed per profit collected from allcommercial banks, according tothe state budget low in 2013

Wages and benefits toemployees

523,680 thousands RON Economicvalue

distributed

1,521,347thousand RON

7,719 thousands RON

Staff

Community investments

710,583 thousands RONOperational costs

197% 152%72%

Territory

VS.Bucharest 84%101%

MiddlemanagementTopmanagement92%

35%

Wages



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



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 segment Frecvency Indicator Results in 2013

1 Satisfaction Private individuals 1/year General satisfaction 75% extremely satisfied and loyalty (PI) with the bank or very satisfied

2 Satisfaction SMEs 1/year General satisfaction 77% (IMM Micro), and loyalty with the bank 81% (Small) extremely satisfied or very satisfied

3 Satisfaction Corporate 1/year General satisfaction 73% extremely satisfied and loyalty with the bank or very satisfied

4 2nddaycall PI,SME, 4/year Generalsatisfaction 60%(Mass&Premium),60% Corporate withthebank’sservices (IMM),87%(Corporate) extremely satisfied or very satisfied

5 2ndweekcall Persoanefizice 4/an Satisfactionwith 44%extremelysatisfied complaint management

6 2ndweekcall IMM 2/an Satisfactionwith 38%extremelysatisfied complaint management

7 Netpromoter PI 4/an Intentiontorecommend 48%(brand),68%(services), score thebrand 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 thebrand 65%(Products) score 9 or 10 on a scale from 0 to 10 where 0 \means „nu a[ recomanda deloc” iar 10 \nseamn` „cu siguran]` a[ recomanda”

9 Net Corporate Intentiontorecommend 64%(brand) recommendation the brand 9 or 10 on a scale from 0 to 10 score where 0 \means „nu a[ recomanda deloc” iar 10 \nseamn` „cu siguran]` a[ recomanda”


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.

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.


Total Sanctions Warnings Fines Total value of fines

ANPC Complaints 538 50 18 32 39,000 EuroThemed controls 2 11 3 8 17.500 Euro


TheTablebelowsummarizestheorganization’sresultsintermsofconformity,astheyaredefinedbytheGRI standard:

Indicator 2013

Percentageandtotalnumberofbusinessunitsanalyzedforrisksrelatedtocorruption 0

Percentageofemployeesthathavebeeninstructedabouttheorganization’santi-corruption policies and procedures 100%

Actions taken in response to incidents of corruption. 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

Theorganizationdoesnotfaceanyriskofforcedlabororchildexploit,fullycomplyingwiththeLaborCode. 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)


4) No actions were taken, since no incidents were registered in 2012.

Society

SocietyComunitary investments

2011 2012 2013

6,110,235 7,649,2208,049,468

2012

Sectors supported

2013

Environment

3%

30%

21%16%

12%

7%

6%

5%

5%

10%

Social aid

Sport

Art and culture

Health

Local development

Education

Other

3%

19%

15%

13% 17%

18%

25 RON invested / beneficiary

1,476 RON invested / employee

7% of employees volunteeredof employeestrained regardinganti-corruptionprocedures

100%

Total value of community investments


RonRon Ron


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%thinkithasimprovedtheirplanningandorganizingskills78% 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 Vaue of contribution in RON 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%




2013

2012

2013

0% 100%80%60%40%20%

2012

2011

84%

86%

92%

9% 7%

9% 5%

7%

80%88%

63%96%

96%82%

28%9%

1%5%

13%5%

2010 2011 2012 2013

Changes in behaviourand attitude

Improving thequality of life

Improving abilitiesand knowledge

Types of changes among beneficiaries

Motivation of community investments

Number of beneficiaries

302.701

482.834

Strategic Commercial Charitable

Environment


EnvironmentEnvironmental impact

Wesaved theequivalent of

We used in 2013

Which is lessthan we usedlast year

which could make

Sport equipment

saving

recycled in Raiffeisen Bank units

Our employees have used 740,228 lof fuel, 31,452 l more than in 2012

Our employees flew 1,644,992 km in 2013,the equivalent of 730 flights from Bucharest to Vienna

4,333 trees

180,536 kg

54,188 kg

651

EEW

Electric and electronic waste recycled in 2013

PLASTIC PAPER

FUELS

Electric energy save in 201315,375 GWh

Olympic pools10

24,135 l of water

We collected1,100 kg of plastic

half

Runners

or... the energy necessary for

to finish a marathon

4.4 mil.

Environmental impact


EnvironmentEnvironmental impact

5)

6) 7)

6) We only take into account paper used in copy or printing machines.7) Cifra este valabilã pentru intervalul aprilie-decembrie 2011; pentru perioada anterioarã nu a fost posibilã monitorizarea hârtiei consumate.

Use of resources

Resource Volume 2010 Volume 2011 Volume 2012 Volume 2013

Electrical Power (Gwh) 27,448 26,705 25,590 25,151Heat (Gcal) 9,517 9,729 9,612 481,36Water (mc) 49,737 48,800 48,477 24,135Fuel (l) 1,424,017 861,331 708,776 740,228Paper (kg ) 548,916 709,356 1,097,587 92,206

Recycling

Volumes recycled in 2013

Paper 180,536 kgElectric and electronic waste 54,188 kgPlastic 1,100 kg Evaluation of loan portfolio regarding social and environmental risk

Breakdown of portfolio by environmental risk by social risk

Environment 23.9 % 15.6 %High 20.6 % 34.2 %

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.


Annexes

GRI Content Index - G3., Application Level C*

Annex1

STANDARD DISCLOSURES PART I: Profile Disclosures 1. Strategy and Analysis Raportare Profil Description Reported Page 2010 2013 1,1 Statementfromthemostseniordecision-makeroftheorganization abouttherelevanceofsustainabilitytotheorganizationandits strategy. Partially Fully 3

2. Organizational Profile Profile Disclosure Description Page 2,1 Nameoftheorganization. Fully Fully 1 2,2 Primary brands, products, and/or services. Fully Fully 9, 21 2,3 Operationalstructureoftheorganization,includingmaindivisions, operating companies, subsidiaries, and joint ventures. Fully Fully 11, 12 2,4 Locationoforganization’sheadquarters. Fully Fully 37 2,5 Numberofcountrieswheretheorganizationoperates,andnames 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 Natureofownershipandlegalform. Fully Fully 9,10,11,122,7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). Fully Fully 9 2,8 Scaleofthereportingorganization. Fully Fully 19 2,9 Significantchangesduringthereportingperiodregardingsize, 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 Boundaryofthereport(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 comparabilityfromperiodtoperiodand/orbetweenorganizations. 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


AnnexesAnnex 1

Raportare Profil Description Page

4. Governance, Commitments, and Engagement 4,1 Governancestructureoftheorganization,includingcommittees under the highest governance body responsible for specific tasks, suchassettingstrategyororganizationaloversight. Fully Fully 9 4,2 Indicate whether the Chair of the highest governance body is also an executive officer. Fully Fully 9 4,3 Fororganizationsthathaveaunitaryboardstructure,statethe 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 recommendationsordirectiontothehighestgovernancebody. Partially Fully 16 4,14 Listofstakeholdergroupsengagedbytheorganization. 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’sactivitiesduetoclimatechange. NA Partially 22 EC3 Coverageoftheorganization’sdefinedbenefitplanobligations. Not Partially 16 EC4 Significant financial assistance received from government. Fully Fully 19 Market presence EC5 Range of ratios of standard entry level wage by gender compared tolocalminimumwageatsignificantlocationsofoperation. Fully Fully 14,16 EC6 Policy,practices,andproportionofspendingonlocally-based suppliers at significant locations of operation. Not Partially 19 EC7 Procedures for local hiring and proportion of senior management hiredfromthelocalcommunityatsignificantlocationsofoperation. Fully Fully 15,16 Indirect economic impacts EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. Not Partially 25, 30 EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. Not Not

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 Direct energy consumption by primary energy source. Not Fully 29, 30 EN4 Indirect energy consumption by primary source. Not Fully 29, 30 EN5 Energy saved due to conservation and efficiency improvements. Not Fully 29, 30


AnnexesAnnex 1

Performance Indicator Description Page EN6 Initiativestoprovideenergy-efficientorrenewableenergybased products and services, and reductions in energy requirements as a result of these initiatives. Not Fully 29, 30 EN7 Initiatives to reduce indirect energy consumption and reductions achieved. Not Fully 29, 30 WaterEN8 Total water withdrawal by source. Not Fully 29, 30 EN9 Water sources significantly affected by withdrawal of water. NA NA EN10 Percentage and total volume of water recycled and reused. Not Not Biodiversity EN11 Locationandsizeoflandowned,leased,managedin,oradjacent to, protected areas and areas of high biodiversity value outside protected areas. NA NA EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. NA NA EN13 Habitats protected or restored. NA NA EN14 Strategies, current actions, and future plans for managing impacts on biodiversity. NA NA EN15 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 Emissions, effluents and waste EN16COMM Totaldirectandindirectgreenhousegasemissionsbyweight. Not Not EN17 Other relevant indirect greenhouse gas emissions by weight. Not Not EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. Not Not EN19 Emissionsofozone-depletingsubstancesbyweight. Not Not EN20 NOx, SOx, and other significant air emissions by type and weight. Not Not EN21 Total water discharge by quality and destination. Not Not EN22COMM Total weight of waste by type and disposal method. Not Fully 29, 30 EN23 Total number and volume of significant spills. NA NA EN24 Weight of transported, imported, exported, or treated waste deemed hazardousunderthetermsoftheBaselConventionAnnexI,II,III, andVIII,andpercentageoftransportedwasteshippedinternationally. NA NA EN25 Identity,size,protectedstatus,andbiodiversityvalueofwater bodies and related habitats significantly affected by the reporting organization’sdischargesofwaterandrunoff. NA NA Products and services EN26 Initiativestomitigateenvironmentalimpactsofproductsand 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 othergoodsandmaterialsusedfortheorganization’soperations, and transporting members of the workforce. Not Not


AnnexesAnnex 1

Performance Indicator Description Page Overall EN30 Total environmental protection expenditures and investments by type. Not Not

Social: Labor Practices and Decent Work Employment LA1 Total workforce by employment type, employment contract, and region broken down by gender. Fully Fully 14, 15 LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region. Fully Fully 15 LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation. Fully Fully 16 LA15 Return to work and retention rates after parental leave, by gender. Fully 14, 15 Labor/management relations LA4 Percentage of employees covered by collective bargaining agreements. Fully Fully 16 LA5 Minimum notice period(s) regarding significant operational changes,includingwhetheritisspecifiedincollectiveagreements. Fully Fully 16 Occupational health and safety LA6 Percentageoftotalworkforcerepresentedinformaljoint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. Fully Not LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender Fully Fully 17 LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. NA NA LA9 Health and safety topics covered in formal agreements with trade unions. Not Fully 16,17 Training and education LA10 Average hours of training per year per employee by gender, and by employee category. Fully Fully 14 LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. Fully Fully 14, 17 LA12 Percentage of employees receiving regular performance and career development reviews, by gender Fully Fully 14, 17 Diversity and equal opportunity LA13 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 Equal remuneration for women and men LA14 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation.. Fully Fully 14, 15

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. Not Not


AnnexesAnnex 1

Performance Indicator Description Page HR2 Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening and actions taken. Not Fully 25 HR3 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. Not Fully 22, 23 Non-discrimination HR4 Total number of incidents of discrimination and corrective actions taken. NA Fully 22, 23 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 Operationsandsignificantsuppliersidentifiedashavingsignificant 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 Security practices HR8 Percentageofsecuritypersonneltrainedintheorganization’s policies or procedures concerning aspects of human rights that are relevant to operations. Not Fully 23 Indigenous rights HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. NA NA

Social: Society Local Communities SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs. Not SO9 Operations with significant potential or actual negative impacts on local communities. Not SO10 Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Not Corruption SO2 Percentageandtotalnumberofbusinessunitsanalyzedforrisks related to corruption. Fully Fully 23 SO3 Percentageofemployeestrainedinorganization’santi-corruption policies and procedures. Fully Fully 23 SO4 Actions taken in response to incidents of corruption. Fully Fully 23 Public policy SO5 Public policy positions and participation in public policy development and lobbying. Fully Fully 3, 4, 7, 8 SO6 Totalvalueoffinancialandin-kindcontributionstopoliticalparties, politicians, and related institutions by country. Fully Fully 23 Anti-competitive behavior SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes. Fully Fully 22


AnnexesAnnex 1

Performance Indicator Description Page Compliance SO8 Monetary value of significant fines and total number of non- monetary sanctions for non-compliance with laws and regulations. Fully Fully 22

Social: Product Responsibility Customer health and safety PR1 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 NA PR2 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 NA Product and service labelling PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. Fully Fully 21, 22 PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. Not Fully 22 PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Not Fully 22 FS16 Initiativestoenhancefinancialliteracybytypeofbeneficiary. Not Fully 25 Marketing communications PR6 Programsforadherencetolaws,standards,andvoluntarycodes related to marketing communications, including advertising, promotion, and sponsorship. Not Not PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. Not Fully 22 Customer privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Not Fully 22 Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. Not Fully 22

* According to application level C, the company must report at least 1 indicator for each indicator dimension (Economic, Environmental, Social etc)


ANEX 2 - REPORT METHODOLOGY

TheannualreportonRaiffeisenBank’scorporatesocialresponsibilitywasmadebycombiningtwointernational 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 ResponsibilityReport.Thus,byusingthetworeportingstandards,weevaluatedboththecompany’sresponsible community involvement and its way of doing responsible business.

London Benchmarking Group – measuring the company’s investments in community programsThe LBG system is used by companies worldwide to evaluate and report the value and the results of theircommunityinvestments.Thistheoreticalmodelanalyzesthecommunityinvestmentsintermsofthemotivations 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 end-beneficiariesandthecommunity,thepartnerorganization,theenvironmentandthecompany.Thechanges 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 TheGlobalReportingInitiativesystemismeantasastandardizedreportingframeworkforeconomic,environmentalandsocialperformanceofagivenorganizationandinthepastyearsithasbecomeacommon 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 reporthasbeencollectedbetweenJanuary1st2012-December31st2012andthereportismeanttoassesthetransparencyandsustainabilityleveloftheorganizationatpresent,asitisevaluatedaccordingto the GRI model.

ThisreportdoesnotfeaturedataaboutRaiffeisenBank’ssubsidiariesinRomania,nordataregardingthe mother company. The materiality of the parameters we reported on has been determined in 2009, throughamaterialityanalysisperformedwiththebank’sauditor.Since2010(thedateofthefirstGRIreport) 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, in2012wereportedfullyon72parametersandpartiallyon6,outofatotalof94parameters(thetotal 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.

AnnexesAnnex 2

8) http://lbg-romania.ro/content/9) http://www.globalreporting.org/Home


ANNEX 3 - LIST OF PARTNER NGOs

Asocia]iaADRAAsocia]iaAMURTAsocia]iapentruRela]iiComunitareASEBucure[tiAsocia]iaCulturalÀmiciiScientiaeAsocia]iadeInvestiga]iiMedia\nBalcaniAsocia]iaCultural`MariaFilottiBrìlaAsocia]iaCultural`ProTransilvaniaAsocia]iaCultural`SathmarenseAsicua]iadeTerapieComportamentalÀplicatÀsocia]iapentruEcologie[iTurismMontanEcoExtremAsocia]iapentruInterven]ieTerapeutic`\nAutismAsocia]iapentruMuzic`,Art`[iCulturÀsocia]iaRomân`pentruTransparen]Àsocia]iaSoNoRoAsocia]iaUNTEATRUAsocia]iaBucharestRunningClubAsocia]iaClubSportivSilverFoxAsocia]iaClubSportivSmartAtleticAsocia]iaClubSportivSportPromotionCompania de Teatru DayaAsocia]iaCONCERTOAsocia]iaEphemairAsocia]iaGreenRevolutionAsocia]iaHelpM`linAsocia]iaHipTepAiudAsocia]ia|mpreun`pentruoVia]`maiBunÀsocia]iaInimideGorjeniAsocia]ia|nvingemAutismulAsocia]iaLeader’sSchoolAsocia]iaLightintoEuropeAsocia]iaMAMEAsocia]iaOpenMindsCenterforMentalHealthAsocia]iaOPUSAsocia]iaOrizonturiTinereAsocia]iaOvidiuRoAsocia]iaProVitaAsocia]iaProEventAsocia]iaRafaelAsocia]iaROIAsocia]iaTouchedRomâniaAsocia]iaYoungLeadersClubCentrul Român pentru Politici EuropeneFunda]iapentruDezvoltareaSociet`]iiCivileFedera]iaVolumFilarmonicaMoldovaIa[i

AnnexesAnnex 3


Forum for International CommunicationFunda]iaAmfiteatruFunda]iaBalulVienezdinTimi[oaraFunda]iaCMUReginaMariaFunda]iaLeadersFunda]iaJuniorAchievementRomâniaFunda]iaProgressFunda]iapentruSMURDFunda]iaUnitedWayFunda]iaRena[tereaFunda]iaSolidaritate[iSperan]`Funda]iaHospiceCasaSperan]eiGr`dini]aRozaVeneriniInstitutul ASPEN RomâniaSalva]iCopiiiBra[ovTeatrul ACTUNICEF RomâniaUNITER

ANNEX 4 - CONTACTS

Raiffeisen Bank

HeadquarterCaleaFloreasca246CCod014476,sector1,Bucure[tiTel.: +40213061000Fax: +4 021 230 07 00E-mail: [email protected]://www.raiffeisen.ro

Public Relations and Communication DirectorateCaleaFloreasca246CCod014476,sector1,Bucure[tiTel.:+40213061623Fax:+40212300655E-mail:[email protected]

AnnexesAnnex 4

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