Investor presentation June 2013

Bank Vozrozhdenie Steady growth despite economy deceleration

Investor presentation

June 2013

2

This page is intentionally left blank

3

Agenda

Business model

Business overview

Recent IFRS results

Investment summary

4

Over 20 years of successful development

1991-1992 1993-1995

Establishment

and banking

license

34 branches

in the Moscow

Oblast

1996-1998 2003-2004 1999-2002 2005-2006 2007-2008 2009-2010 2011-2012

9 new regional

branches

opened

Cash collection

and delivery

services

established

Corr. accounts

with western

banks

License for

foreign

exchange

Associate

member of VISA

International

Authorized Bank

of the Russian

Government

Joined S.W.I.F.T.

Joined the

World Bank

development

program

Cooperation

with CIBC

S&P rating

Rated by the

Central Bank

as a stable

bank after

the financial

Crisis

CIBC

becomes a

shareholder

The 3rd

largest

branch

network

Top 10 by

deposits

from

individuals

Top 3 in the

State

Mortgage

Program

Top 7

mortgage

provider

Best mid-

cap Russian

bank (Big

Money)

$ 177 mln

raised by

20th issue

3rd by

lending to

SME

$81 mln

EBRD

financing

Top 10 by

bank cards

issued

Best SME

bank in

Moscow

Oblast

Top 10 retail

banks in

Russia

First MBS

deal on Rub

4,1 bln

Bank’s ADRs

traded on the

Frankfurt

Stock

Exchange

Established

ATM network

and a

processing

center

Top 20 by

corporate

loan portfolio

Widest ATM

network in

the Moscow

Oblast

Over 100,000

VISA cards

issued

17th equity

issue raises

$33 million

Joined

Deposit

Insurance

Program

Overall

rebranding

CRM system

development

The most

transparent

bank in

Russia (S&P)

Top 500

world’s

banking

brands

Best bank IR

and best IR

professional

(Thomson

Reuters )

Bank of the

Year in Russia

in 2010 (The

Banker)

Over 1,550,000

clients

Best public

company

(Secret Firmy

Magazine)

Alexander

Dolgopolov

appointed

as the

Chairman of

the

Management

Board

V.Bank

launched

project on

cost

efficiency

2013

Best Corporate

Governance,

Russia (World

Finance)

Best IR

Management

in Russia

(Global

Banking &

Finance

review)

5

Prudent risk-management policy

Balanced Lending and Funding policy

Servicing retail customers throughout their whole life-cycle

Servicing Corporate and SME Customers In Each Stage Of

Business Development

Vozrozhdenie Bank

strategy…

… 1 522 000 Retail Clients…

… 61 400 Corporate and SME Clients…

… 21 Region

… 146 Offices

… 841 ATMs

… 6 173 employees

Focus On Core Banking Products

…service…

…via…

Increasing efficiency in service delivery

Vozrozhdenie Bank - a Community Bank built on strong relationships

with SMEs and individual customers

6

Moscow Oblast is a home territory with

historically strong market position

21 region of presence.

Focus on the most attractive

South and North-West

Branches Sub branches Retail offices

34 42 13 89

Total

As of 01.06.2013

521 ATMs – every town is under coverage

19 36 2 57

Total

320 ATMs

Retail offices Branches Sub branches

Distribution network

7

* RBC most recent rankings

Key Figures, RUB

Assets

Loans

Customer Funds

Net Income

Shareholders equity

Retail Clients

Corporate Clients

Personnel

Offices

ATMs

209,062 mln

141,662 mln

163,876 mln

2,331 mln

20,807 mln

1,522,000

61,400

6,173

148

840

Loans to SMEs 6

17

38/19

28

13

Volume of retail deposits

Branches/ATMs

Net Assets

Bank cards issued

Rankings*

Corporate loans 21

Mortgages 9

Basic information & position in Russian banking system

8

TNS loyalty survey

Loyalty index equals top 10% of major

international banks

94% of our clients are ready to recommend us

Ba3/D-/NP, stable

BB-/ruAA-, stable

MICEX Financial Index

A1 MICEX

Moody’s

Standard&Poor’s

Included in indices

Listing

IPSOS survey

85% of respondents in our regions know us

BrandFinance Banking 500 survey

V.bank ranks among top-10 Russian most valuable

banking brands with brand value of $190 million

The Banker

V.Bank – “The Bank of the year 2010 in Russia”

as per the survey of The Banker magazine

7

10

13

16

19

22

25

01.01.06 01.12.06 01.11.07 01.10.08 01.09.09 01.08.10 01.07.11 01.06.12

S&P

international

BB-

Ba3 Moody's

Moody's Interfax

Moody's

Aaa

Aa

A

Baa

Ba

B

Caa

S&P

national scale

S&P

ruAA-

AAA

AA

A

BBB

BB

B

CCC

Aa3.ru

Market recognition

Credit ratings Listing

High recognition of brand

World Finance

V.Bank was awarded for the “Best Corporate

Governance, Russia”, according to World Finance

survey

9

Business model

10

Personal bank for

corporate and retail customers

Retail customers

Servicing throughout their whole life-cycle

Corporate clients

Servicing on each stage of business

development

Focus on core banking

products

Balanced Credit and

Resource policies

Payrolls combine retail and

corporate segments

Customer acquisition

Expansion of branches and

ATMs network

Growth of individual depositors

and borrowers number

Market strategy

11

59% 63% 60% 58% 64%

41% 37% 40% 42%

36%

3 402 3 773 3 875 3 743

3 490

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Non-interest income Net interest income

118 91 98 124 131

26 28 31 33

34 144

152 151 156

164

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Retail loans

Corporate loans

- Customer oriented organic growth

- Conservative balance sheet

- Primarily deposit funded

- Focused network expansion

- Increasing efficiency in service delivery

Note: all loans are gross loans

RUB bln

RUB bln

20%

80%

RUB bln

32%

67%

Business model Business based on relationships… … gives stable non-interest income

Loan portfolio development… … funded by customer accounts

94 101 103 107 110

49 40 48

57 53

143 152 151 164 163

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Interest-bearing DepositsInterest-free Current accounts

12

4%

55% 15%

6% 1%

19%

Assets and liabilities

RUB bln

12 12 12 12 12

106 111 107 110 117

25 27 30 32

32 14 12 12 8

11 0,4 0,4 0,4 6 1 27

32 33 41 37

183 194 195 209 210

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Cash andequivalents

Due frombanks

Securities

Retail loans

Corporateloans

Otherassets

Reliable assets structure… …supported by customer-based funding

19 20 20 21 21 4 4 5 6 7 2 3 3 4 4 7 7 8 8 8 8 8 8 7 7

22 24 25 26 26

31 32 30 36 35 18 19 18

21 18

72 77 78

81 84

183 194 195

209 210

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Retail deposits

Retail accounts

Corp. accounts

Corp. deposits

Securities issued

Due to other banks

Other liabilities

Subordinatedloans Equity

RUB bln

RUB bln

Share of IEA on the rise L/D ratio back to optimum

RUB bln

144 152 151 156 164 143 152 151 164 163

101% 100% 100% 95% 101%

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Gross loans Customer funds L/D ratio

Corporate loan

portfolio

Retail loan

portfolio

Other assets

Due from other

banks

Cash and

equivalents

Securities

23%

77%

78%

13

22 24 25 26 26

72 77 78 81 84

31 32 30 36 35 18 19 18

21 18

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Corporate deposits Retail deposits

Corporate accounts Retail accounts

Timing of loan book expansion lagged deposits’ growth

RUB bln

Loan book major growth came at the end of Q1… …while deposits were raised at the year-end

83 77 77 78 74

46 45 41 43 41

23 22 21 19

17

11 11 11 10

9

1 2

2 3 3

Q1 2013Q4 2012Q3 2012Q2 2012Q1 2012

SME Large corporates Mortgage Other retail Administrations

+5% +14,1%

RUB bln

+14,3%

-0,3%

32%

157 157 159

161 164

Nov Dec Jan Feb Mar

149

163 161 163 163

Nov Dec Jan Feb Mar

Monthly loan portfolio growth

(RAS)

Monthly customer funds

growth (RAS)

14

Segment Total credit exposure, RUB mln

Large business > 750

Medium-size and small businesses 30 - 750

Micro businesses 6 - 30

Food processing – factories manufacturing different types of

high-quality food and drinks.

Petrol stations networks – complex service of high-quality petrol,

minimarkets and café, car washes and technical services.

Pharmacies networks – still healthy demand both for beauty

products and medicines.

Food retailers– small chains of handy stores “Close-to-House”

style for daily shopping located in dormitory area with high

density of population.

Who are SMEs?

What is our SME Definitions

15

61,2 61,1 59,6 58,2 61,0

4,5 5,0 4,4 4,5 5,0

65,8 66,0 64,0 62,7 66,0

01.02.13 01.03.13 01.04.13 01.05.13 01.06.13

RUR FX

5.3%

32%

2%

14% 15%

3 3 2 2 1

74 78 77 77 83

41 43 41 45

46

118 124 120 124 131

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

+5.8%

13%

73%

0,00%

10,00%

20,00%

30,00%

40,00%

50,00%

60,00%

70,00%

80,00%

up to 30 mln 30-100 mln 100-750 mln more than 750 mln

RUB bln Large corporations SMEs Other * as of December 31, 2012

35%

64%

1%

Share of portfolio

Share of clients

43%

10%

7,6%

22 24 25 26 26

31 32 30

36 35

53 56 55

62 60

Q1'12 Q2'12 Q3'12 Q4'12 Q1'13

Term Deposits Current Accounts -2.4% RUB bln

57%

43%

* under RAS

Corporate business Corporate lending – focus remains on SMEs…

…with 70% of loans less than RUB 0,75 bln

issued to 98% of clients

Corporate funding... …mostly nominated in RUB

16

6,3%

14,8% 17,9%

31,0%

15,9% 14,2%

up to 30days

31-90days

91-180days

181 - 365days

1 - 2 years > 2 years

Corporate portfolio

3

54

29 25 20

4

109

57 50

13

Loan amount

Collateral value

112,5 114,1 116,6 115,2 115,9

14,1 14,1 14,9 14,5 14,8 11,1% 11,0% 11,3% 11,2% 11,3%

01.02.13 01.03.13 01.04.13 01.05.13 01.06.13

11.3%

RUB bln FX loans

RUB loans

Real

Estate Government

guarantees

Equipment

& Vehicle

Guarantees Other

collateral&

blank

RUB bln

70%

*Guarantees are not taken into account

*as of March 31, 2013

…maintaining industry diversification …in the same currency as SMEs revenues…

Conservative risk profile Credit policy sticks to reliable collateral… ….providing mostly working capital…

Average LTV:

58%*

29%

1%

22% 2% 7%

6%

4%

6%

23%

Construction

Manufacturing

Agriculture

Wholesale &

retail trade

Administrations

Other

Transport

Real estate RUB

164,208

mln

*as of April 30, 2013

*as of March 31, 2013

17

6,4 7,2 8,0 8,1 8,3 0,4 0,4 0,4 0,4 0,4 2,2 2,1 2,1 2,1 2,1

17,0 18,5

20,8 22,3 22,8

25,9 28,3

31,4 32,8

33,6

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Retail lending – promising segment

25,2 13,4 26,3 27,4 28,6

0,4 0,4 0,7 0,4

0,4 25,6 26,0 26,7 27,7 29,0

01.02.13 01.03.13 01.04.13 01.05.13 01.06.13

5

10

15

20

25

01.04.10 01.10.10 01.04.11 01.10.11 01.04.12 01.10.12 01.04.13

Consumer loans, RUB

Mortgages, RUB

Credit cards, RUB

1,9% 2,4%

13,6%

82,1%

up to 90 days 91-365 days 1 - 2 years > 2 years

Retail portfolio

1.3%

RUB bln Consumer loans Mortgages

Credit cards Car loans

RUB bln FX loans RUB loans

High-margin consumer loans to

customers with apparent cash-flow

–management of corporate clients

Primarily mortgages under state-related

agency JSC “AHML” standards

We plan to further expand retail portfolio, which was an

important growth driver in the recent years

Particular focus is on mortgages as the most perspective

segment

*as of March 31, 2013

Retail loans maturity Retail loan book changes (IFRS)

Rates for retail loans Currency breakdown (RAS)

18

Card business – reliable source of non-interest income

Q2 2012 Q3 2012 Q4 2012 Q1 2013

Payrolls 12,800 13,500 14,000 14,200

Debit cards 1,341,684 1,360,845 1,381,959 1,360,308

Credit

cards 45,671 45,471 46,646 48,297

ATMs 811 812 819 838

Corporate

clients

Retail

clients

- Payrolls

- Acquiring

- Self-service

transactions

- Credit cards

70% 18%

82%

Interest

Fees &

commissions

- Payrolls is the main tool for client base growth with

strong potential – 61,400 of existing corporate clients and

17,000 installed “client-bank” systems

- Offering cards only to existing corporate clients: credit

cards for owners, top and mid-level managers and

specialists, debit cards for personnel

- Pushing cross-sales between retail and corporate

32%

22%

19%

15%

12%

1

acquiring

self-service

cash operations

Visa and Mastercard

payrolls

Key points …developing key card product - payrolls

…Generates strong fee income Business strategy…

19

Risk management

20

Risk management

11,8% 11,6% 12,1% 12,3% 11,9%

13,4% 13,2% 14,2%

14,8% 14,9%

11,9%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 01.06.2013

Tier 1 Tier 1 + Tier 2

CAR (N1) under CBR rules

11%

MIN

Capital position enhanced by subordination

FX structure

Balance sheet structure

Interest rate risk

0

10

20

30

40

50

60

70

80

Demand and lessthan 1 month

From 1 to 6months

From 6 to 12months

More than 1 year

Assets

Liabilities

RUB bln

0

10

20

30

40

50

60

70

Demand and lessthan 1 month

From 1 to 6months

From 6 to 12months

More than 1 year

Interest-earning assets

Interest-bearing liabilities

RUB bln RUB bln

80%

15%

5%

Assets

Roubles

US Dollars

Other

81%

13%

6%

Liabilities

21

3 400 3 400 5 445 5 445 8 098

8,9% 10,1%

12,2%

11,9% 13,3%

8,3% 8,0%

13,2% 12,2%

17,6%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Large corporates

NPLs, RUB mln Provisions, % of total portfolio NPLs, % of total portfolio

8 263 8 120 7 841 7 765 7 772

11,1% 10,4% 10,5% 10,5%

9,8% 10,8%

10,0% 9,9%

9,8% 9,2%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

SMEs

827 777 965 892 1 009

4,3%

3,6% 3,5% 3,5% 3,6%

3,2% 2,7%

3,1% 2,7% 3,0%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Retail

Credit quality management

15

* NPL includes the whole principal of loans at least one day overdue either on

principal or interest as well as not overdue loans with signs of impairment

2,46%

1,17%

2,86%

2,24%

1,02%

2,46% 1,83% 2,06%

1,65%

1,02%

Q1 2013Q4 2012Q3 2012 Q2 2012Q1 2012

Charges to provisions to avggross loans, QoQ

Charges to provisions to avggross loans, YtD

+ Rub 329 mln new NPLs

- Rub 322 mln recoveries + Rub 171 mln new NPLs

- Rub 55 mln recoveries

12 490 12 297 14 251 14 102 16 879

9,25% 9,09% 9,52% 9,40%

9,54%

8,68% 8,08%

9,41% 9,02%

10,28%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

NPLs, RUB mln

Provisions, % of total portfolio

NPLs, % of total portfolio

*

+ Rub 2,654 mln new NPLs

- Rub 1 mln recoveries

NPLs categorization: improvement in core SMEs

Annualized cost of risk NPLs dynamics

22

Credit quality

as of 31.03.2013 Large

corporates SMEs Mortgages Other

retail Total

Gross loans, including 46,060 84,581 22,819 10,748 164,208

Current loans 82.4% 90.8% 98.1% 94.7% 89.7%

Past-due but not impaired, of them - 0.2% 1.3% 1.2% 0.4%

Less than 90 days - 0.2% 0.4% 1.1% 0.2%

Over 90 days - - 0.9% 0.1% 0.1%

Impaired, of them 17.6% 9.0% 0.6% 4.1% 9.9%

Less than 90 days 5.8% 0.1% - 0.3% 1.7%

Over 90 days 11.8% 8.9% 0.6% 3.8% 8.2%

Total NPLs 17.6% 9.2% 1.9% 5.3% 10.3%

Provisions -13.3% -9.8% -2.8% -5.3% -9.5%

Net Loans 39,951 76,253 22,169 10,177 148,550

Provisions

to NPLs

Ratio

NPL -

93%

Rescheduled

Loans

5.3%

the whole amount of loans with principal overdue for more than 1 day as

well as loans with any delay in interest payments.

Provisions

to 90

days+ NPLs

114%

RUB mln

23

Recent IFRS results

24

Financial highlights

Q1’13 Q4’12 Q1’12 Y-o-Y Q-o-Q

Net interest income 2,180 2,394 2,149 1.4% -8.9%

Net fee and commission income 1,107 1,324 1,126 -1.7% -16.4%

Total operating income b.p. 3,490 3,743 3,402 2.6% -6.8%

Operating expenses (2,091) (2,421) (2,042) 2.4% -13.6%

Charges to provisions including (964) (584) (671) 43.6% 65.0%

- provisions for loan impairment (985) (451) (258)

- provisions for impairment of other

assets 21 (133) (313)

Net profit 333 544 526 -36.7% -38.8%

RUB mln

25

3 061 2 999

1 194 1 195

163 122 43 135

-420 -482

-1 275 -1 325

-142 -142 -220 -284

Q4 2012 Q1 2013

Corporate business Retail business Securities Interbank*

Revenues from core businesses

Fee income Interest income

-71 -79 -85 -100 -93 -21 -17 -19

-50 -22

175 191 203 192 174

331 384 397 415

317

316

373 375 376

304

280

314 326 355

322

116

125 123

136

105

1 126 1 291 1 320 1 324 1 107

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Payrolls

Cards

Cashtransactions

Settlements

Other rev.

RUB mln RUB mln

Net interest income was affected by higher interest

expenses on corporate and retail deposits

Low-cost fee generating products deliver 32% of total

operating income adding stability to revenue base

Cards

Other exp.

*Interbank expenses include interest on AHML financing under securization deal

and interest on subordinated loans

26

6,3% 7,2% 7,6%

6,7% 7,4%

5,3% 5,8% 6,1% 6,4% 6,4%

0,1% 0,1% 0,1% 0,1% 0,4%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Corporate term depositsRetail term depositsCurrent accounts

NIM contraction due to seasonal effects and base growth Loan yields contracted due to lagging credit growth… …while deposit costs added up on year-end inflows

NIM decomposition Spread dynamics

10,3% 10,8% 10,9% 11,3% 10,6%

14,8% 14,9% 14,9% 15,4% 14,9%

5,6% 6,4% 5,5% 6,8%

5,2%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Yields on corporate loans

Yields on retail loans

Yields on securities

6,9% 6,7% 6,7% 7,1% 6,3%

10,8% 11,2% 11,4% 11,7% 11,2%

4,0% 4,4% 4,7% 4,6% 4,9%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Interest SpreadYield on earning assets (net)Cost of funds -0,10%

-0,22% -0,08%

-0,18%

Loans Deposits Other Base effect

4,7% 4,8% 4,6% 4,7%

4,2%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

27

Net profit affected by elevated provisioning

-0,4 -0,8 -1,1

-0,5 -1,0

1,4 1,6 1,8

1,3 1,4

Operating profit before provisions and taxes

Provisions

Q1 2013 Q4 2012 Q1 2012 Q2 2012

+5.8%

Q3 2012

29,0%

33,9% 36,6%

25,8% 26,7%

11,2% 14,0%

11,7% 10,6%

6,3%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Operating profit before provisions and taxation/Average equity

ROE

3,0%

3,5% 3,8%

2,6% 2,7%

1,1% 1,4%

1,2% 1,1% 0,6%

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013

Operating profit before provisions and taxation / Assets

ROA

Operating efficiency Positive operating performance

ROA, % ROE, %

48,7%

72,5%

64,8% 58,5% 59,9%

2009 2010 2011 2012 1Q 2013

Rub 500 mln of investments planned under operating

model optimization project in 2013

RUB mln Cost-to-Income ratio, %

28

Capital structure

29

32% 30%

38%

SHAREHOLDER STAKE IN EQUITY

Dmitry L. Orlov (Chairman of the Board of Directors) 32.03%

Otar L. Margania (Member of the Board of Directors) 19.67%

JPM International Consumer Holding Inc. 9.88%

Total 61.58%

As per MICEX data

H1 2010 H2 2010 H1 2011 H2 2011 H1 2012 H2 2012

MICEX 762,594 744,081 551,544 892,502 1,966,722 535,131

RTS 220,714 186,333 65,303 82,098 50,437 30,230

German stock

exchanges (ADR) 33,358 24,054 13,444 3,255 3,685 7,300

Sub-total (stock

exchanges) 1,016,666 954,468 630,291 977,855 2,020,844 572,661

OTC 903,256 1,109,859 1,080,856 2,141,597 873,225 1,421,277

Total 1,919,922 2,064,327 1,711,147 3,119,452 2,894,069 1,993,938

Chairman Others

Structure as of 11.05.2012

More than 8,000

individuals and 1,000

companies are among

our shareholders with

professional investors

owning more than

38%

*Volume growth associated with strategic deals

Capital structure

Share price on MICEX Shareholding structure

Volumes of trading (shares) Major shareholders

0

200

400

600

800

1

10

100

1000

10000

01.06.2012 01.09.2012 01.12.2012 01.03.2013 01.06.2013

Roubles Shares

Volume Last price

30

V.Bank was

awarded as

the Bank of the

Year in Russia

in 2010

Andrey

Shalimov

was

awarded for

the Best IR

in 2012

CHAIRMAN OF THE

MANAGEMENT BOARD*

Mr. Alexander Dolgopolov

GENERAL

MEETING OF

SHAREHOLDERS

BOARD OF DIRECTORS

12 members

10 are non-executive

6 independent

System of control

- Timely information provision to investors

- Full disclosure on web-site

- Quarterly IFRS financial reporting with web-cast

presentations

- Financial reports under IFRS audited from 1991

- Solid and professional team

The most

shareholder

transparent bank

in Russia – 2006,

2007, 2008

Dmitry Orlov is included

in top10 of the best bank’s

managers 2009

HR and

Compensation

Committee

Continuing excellent reputation recognition:

AUDITOR PricewaterhouseCoopers

Audit commission

Audit committee

Internal Control

and Audit Service Risk Management

MANAGEMENT STRUCTURE

MANAGEMENT BOARD

13 members

5 Deputy Chairmen The arrows represent the authorities to appoint

or elect the relevant Bank’s bodies and the

External Auditor

High level of corporate governance

V.Bank has

the Best

Corporate

Governance in

Russia, 2013

* As per the decision of the annual general shareholders meeting of 2012 Chairman of the Management Board is appointed by the Board f Directors

31

More than 20 years in Top-30 Russian banks amid

changing competition landscape

Successfully passed through recent crises (1993-

94,1998, 2004, 2008)

Business model generating solid fees & commissions

(40% of revenue)

Organic growth in core regions and client segments

Focus on operating efficiency

One of the most transparent FI in Russia – Best

Corporate Governance by World Finance in 2013,

leaders of Information Transparency to Shareholders

by S&P in 2008, 2007, 2006

Management Board (13 members) with long-term

banking experience, the Board of Directors headed by

Chairman with 40 years in Soviet and Russian

banking systems

Positive track-record of communication with investors

Loyal clientele due to strong relationships with the

customers

60% of client base is concentrated in fast growing

Moscow Oblast

Corporate business focused on high-profitable

SME, retail one – on mortgages

Broad product line based on advanced IT-solutions

S O U N D S T R A T E G Y B U S I N E S S S T R E N G T H S

C U R R E N T C H A L L E N G E S H I G H S T A N D A R D S

Ongoing pressure on lending rates driven by state banks

Limited demand from key client sector – SME

Still high potential credit risk

Financial markets turbulence

Threat of global economy slowdown

Still high potential credit risk

Investment Summary

32

+7 495 620 90 71

[email protected]

http://www.vbank.ru/en/investors

Follow us on Twitter:

www.twitter.com/vbank_IR

Investor Relations contacts

Yulia Vinogradova, Advisor to the Chairman

[email protected]

Elena Mironova, Deputy head of IR

[email protected]

Maria Gorbunova, IR specialist

[email protected]

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33

Some of the information in this presentation may contain projections or other forward-looking statements regarding future events or the future financial

performance of Bank Vozrozhdenie (the Bank). Such forward-looking statements are based on numerous assumptions regarding the Bank’s present and

future business strategies and the environment in which the Bank will operate in the future.

The Bank cautions you that these statements are not guarantees of future performance and involve risks, uncertainties and other important factors that we

cannot predict with certainty. Accordingly, our actual outcomes and results may differ materially from what we have expressed or forecasted in the

forward-looking statements. These forward-looking statements speak only as at the date of this presentation and are subject to change without notice. We

do not intend to update these statements to make them conform with actual results.

The Bank is not responsible for statements and forward-looking statements including the following information:

- assessment of the Bank’s future operating and financial results as well as forecasts of the present value of future cash flows and related factors;

- economic outlook and industry trends;

- the Bank’s anticipated capital expenditures and plans relating to expansion of the Bank’s network and development of the new services;

- the Bank’s expectations as to its position on the financial market and plans on development of the market segments within which the Bank operates;

- the Bank’s expectations as to regulatory changes and assessment of impact of regulatory initiatives on the Bank’s activity.

Such forward-looking statements are subject to risks, uncertainties and other factors, which could cause actual results to differ materially from those

expressed or implied by these forward-looking statements. These risks, uncertainties and other factors include:

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- risks related to Russian legislation, regulation and taxation;

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Many of these factors are beyond the Bank’s ability to control and predict. Given these and other uncertainties the Bank cautions not to place undue

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The Bank does not undertake any obligations to release publicly any revisions to these forward-looking statements to reflect events or circumstances after

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