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45 GRI Index and Assurance statement Engaged citizen Fair partner Responsible banker Human Capacity Report Sustainability management Overview Foreword Responsible banker As a “responsible banker”, long-term added value is our primary objective. Our products, services and processes are aligned with it. We see our responsibility as following the three pillars of sustainability in the economic sphere, in society and with respect to the environment. The core business is the most effective lever for sustainable development. The RZB Group therefore believes that the granting of loans and investment of funds represent both our primary responsibility and the most important fields of action for creating sustainable success. In all business areas and products, the banking group strives to build long-term profitable business relationships while avoiding social and environmental risks and embracing opportunities to improve environmental protection and social standards. Furthermore, we strive to make the sustainability effect in our core business clearly traceable and measurable. Business strategy The business strategy of the RZB Group is oriented around sustainability and a long-term perspective. Against a background of changing conditions, however, this strategy requires constant critical scrutiny and must be verified to ensure it remains valid. The continuous changes and challenges in the business environment of financial institutions (in particular more stringent regulatory requirements, banking-specific taxes and politically motivated market interventions, the continued low-interest environment, new technological challenges and competitors) demand flexibility in the adjustment of structures and business models. The RBI Group responded to these developments with two important strategic measures: the first is the transformation program begun back in February 2015, and the second is the merger between RBI AG and RZB AG. The goal of the transformation program was to strengthen our capital base and to reduce our risk-weighted assets, which was accomplished at the end of 2016. The decision of the merger of RZB AG and RBI AG was made in October 2016 and successfully concluded on 18 March 2017, with retroactive effect on 30 June 2016. This led to a strengthening of the capital ratio, simplified decision-making structures and the elimination of redundancies (for details, see the 2016 RBI Annual Report, page 12). In 2016, RZB AG still operated as the central institute of the Raiffeisen Banking Group and holding company. RBI AG viewed and still views itself as a leading universal bank in the CEE region and in Austria. Its business activities include corporate business, financial services for private customers in CEE and its business with banks and other institutional customers. The business model of the RBI Group is based on the following core competences: • The RBI Group maintains and develops a strong and reliable brand, which serves as the basis for its business model. • The RBI Group offers comprehensive financial services to all private customer segments, utilizing in each case the preferred sales and communication channels of the customer. • The RBI Group is a reliable business partner to corporate and institutional clients and offers financial services in line with international standards and closely tailored to the target region. • The RBI Group is characterized by strong local ties, customer focus and long-term business relationships. • The RBI Group utilizes the strengths of country-specific business strategies combined with central business management strategies. Some 14 million private customers, private banking customers and small businesses, around 90,000 corporate clients (medium-sized businesses, large local companies and international corporations) as well as about 8,000 institutional clients (banks, insurance companies, asset managers, sovereigns and public sector organizations) are served by the RBI Group. The RBI Group sees itself as a “financial adviser” to its customers, always keeping the focus on their needs.


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