Za vse, kar življenje prinese. 



Vsi vemo, da v življenju lahko naletimo na veliko preseneËenj. Številna so pozitivna, ne pa vsa. Zato potrebujejmo banko, zanesljivega partnerja, ki nam lahko pomaga sooËati se z vsem, kar življenje prinese. 
Ker je prav vsakdanje življenje navdih letošnjega letnega poroËila, tudi njegova grafiËna podoba ponazarja nekatere najbolj prijetne vidike Ëloveškega življenja ter tudi nekatere manj prijetne trenutke. Fotografije tako predstavljajo celo vrsto nasprotij, naša naslovnica pa ponuja kalejdoskop trenutkov, ki jih Ërpamo iz našega vsakdana. 
Takšno je paË življenje. Od vznemirljivega do obiËajnega, od priËakovanega do nepriËakovanega - življenje je vedno polno sprememb in neprestano prinaša nove izzive. 
UniCredit je tukaj, da ponudi roko v pomoË. 
Naš posel je veliko veË kot ponujanje banËnih produktov in upravljanje transakcij. Razumemo potrebe naših strank kot posameznikov, družin in podjetij. Naš cilj je ponujati rešitve za vsakodnevne težave, s katerimi se ljudje sooËajo. To pomeni ponujati jim konkretne odgovore - iz dneva v dan, za vsako stranko posebej, glede na njene individualne potrebe. 



Predstavitev Banke 
Nagovor predsednika nadzornega sveta Nagovor predsednika uprave Predstavitev UniCredit Banka Slovenija d.d. Organi upravljanja Banke Organizacijska shema Poslovna mreža Dosežki in dogodki v letu 2010 
Poslovno poroËilo 
Gospodarsko okolje v letu 2010 Poslanstvo, vizija in strategija FinanËni rezultati Poslovanje Banke na razliËnih segmentih 
Poslovanje s prebivalstvom in malimi podjetji Poslovanje s podjetji in investicijsko banËni.tvo Zaledno poslovanje Informacijska podpora poslovanju Organizacija in logistika BanËna operativa in storitve Izzivi leta 2011 
Obvladovanje poslovnih tveganj 
Upravljanje s tveganji 
Družbena odgovornost 
1 Introduction 118 
4 Preface by the Chairman of the Supervisory Board 120 6 Statement by the Chairman of the Management Board 122 10 About UniCredit Banka Slovenija d.d. 126 11 Governing Bodies 127 12 Organisational Structure 128 14 Branch Network 130 16 Achievements and Events in 2010 132 
21 Business Report 137 
21 Economic Environment in 2010 137 22 Mission, Vision and Strategy 138 24 Financial Results 140 29 Bank’s Segment Performance Review 145 
29 Retail and Small Business Banking 145 0 Corporate and Investment Banking 146 2 Global Banking Services 148  IT Support of Operations 149  Organisation and Logistics 149 4 Bank Operations and Services 150 5 Challenges of the Year 2011 151 
37 Managing Business Risks 153 
7 Risk Management 15 
38 Corporate Sustainability 154 
PoroËilo nadzornega sveta 48 Report from the Supervisory Board 164 
Izjava o odgovornosti 50 Statement of Responsibility 166 
PoroËilo neodvisnega revizorja 51 Report of Auditors 167 
RaËunovodski izkazi 52 Financial Statements 168 
BanËna tveganja 94 Risk Report 210 




v obdobju nedavnih skrbi v zvezi z vladnimi dolgovi razponi državnih obveznic držav regije SVE razširili precej manj kot tisti v zahodni Evropi. SVE je za nas izredno strateško pomembna regija, ki bo poganjala uspeh finanËne skupine UniCredit, mi pa bomo postopoma namenili veË kapitala za vlaganja v razvoj naše mreže na tem podroËju, saj tu vidimo našo prihodnost. VeË kot 70 % prihodkov Skupine v tej regiji namreË prihaja s petih trgov, za katere verjamemo, da kažejo najboljši potencial - TurËija, Rusija, Poljska, »eška in Hrvaška. Banka se pozicionira kot aktiven lokalni igralec v vseh izmed naštetih držav. Tudi v Sloveniji v letu 2011 naËrtujemo dodatno, 50 % poveËanje obstojeËega števila poslovnih enot z novimi enotami, s katerimi želimo priti še bližje našim strankam. Zavedamo se, da je pri finanËnem posredništvu prav osebni stik tisti, ki ga tehnologija, pa naj bo še tako napredna, nikoli ne bo zamenjala v celoti. Še veË. Naše stranke in potencialne stranke (pa tudi vse ostale deležnike) smo z novim poslanstvom, ki smo se mu zavezali preteklo leto, postavili še bolj v ospredje. Verjamemo, da je prav naša zavzetost naša najveËja prednost. Predvsem zaradi nje smo danes vodilna evropska banka z veË kot 10.000 poslovnimi enotami v 22 državah. Naša mednarodna prisotnost sega na 50 trgov, kjer svoje banËno znanje in nasvete deli veË kot 162.000 naših sodelavcev. Kljub krizi in še bolj skrbnemu ravnanju s stroški in naložbami ostajamo globoko zavezani izobraževanju sodelavcev, saj želimo tudi v prihodnje biti prvi in najbolj kredibilen finanËni svetovalec našim strankam. Prav tako še naprej posveËamo posebno skrb ugledu naše Banke, saj želimo upraviËiti zaupanje tistih, ki nam omogoËate, da vsak dan odloËno stopamo po poti uresniËevanja vaših in naših poslovnih želja in ciljev. 
BanËno poslovanje se spreminja, zato moramo biti sposobni istoËasnega prilagajanja novim potrebam podjetij in posameznikov, Ëe želimo še naprej ostati pred konkurenco. Zato trdimo, da za našim deklariranim ››realnim banËništvom« stojimo tudi z dejanji. Smo in želimo ostati vodilna evropska banka, s katero je preprosto poslovati, ki strankam podaja konkretne odgovore in storitve, ki omogoËajo sooËanje z vsakodnevnimi izzivi in priložnostmi. 
Do leta 2015 se želimo uvrstiti med vodilne tri banke, s katerimi so stranke najbolj zadovoljne, v vseh državah, v katerih poslujemo. Med najboljše tri želimo priti tudi po zavzetosti sodelavcev, ugledu, tržni kapitalizaciji in storitvah Ëezmejnega poslovanja. Tudi s pomoËjo UEFA Champions League, našega trenutno najbolj odmevnega sponzorstva, želimo postati ena od treh najbolj znanih evropskih banËnih blagovnih znamk, ki bo sinonim za svojevrsten poslovni model, odliËne produkte, neprimerljivo kakovost in strokovnost sodelavcev zaradi razumljivih in konkretnih odgovorov, ki jih ponujamo našim strankam pri njihovih vsakdanjih izzivih. 
Da smo pri uresniËitvi zastavljenih ciljev na dobri poti, nam omogoËajo naši poslovni partnerji, stranke in vlagatelji, ki so nam zaupali svoja sredstva. Veseli smo dejstva, da je teh vedno veË in da smo uspeli prepriËati mnoge nove kljub težjim oz. spremenjenim razmeram, v katerih trenutno poteka banËno poslovanje. Zahvala gre tudi našim dobaviteljem, ki nam znajo prisluhniti, ko nanje prenašamo želje naših strank, da bi jih skupaj oblikovali v produkte in storitve. Predvsem pa se želim za zavzetost zahvaliti našim sodelavkam in sodelavcem, ki zaupanje, ki nam ga izkazujejo stranke in poslovni partnerji, vsak dan upraviËujejo z dejanji. Še naprej se bomo trudili, da bomo posamezniku prijazen delodajalec in družini prijazno podjetje ter da bi sodelavcem lahko ponudili dovolj možnosti za uresniËitev potencialov, osebni razvoj in napredovanje. 
Federico Ghizzoni Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. 
Ljubljana, februar 2011 



Slednje je imelo za posledico rast domaËe industrijske proizvodnje in poslediËno tudi rast izvoza. Ugotovimo lahko torej, da je bila tekoËa dinamika BDP v Sloveniji že od prvega Ëetrtletja leta 2009 zelo podobna kot v evro obmoËju. NajveËja razlika, ki jo je bilo zaznati, je pri naložbah, ki so v evro obmoËju rasle, medtem ko so se pri nas, predvsem tiste v osnovna sredstva, celo realno znižale (za 9, %). Temeljne vzroke za negativna gibanja lahko išËemo v veË smereh: 
• 
Doživeli smo nadaljnji padec gradbenih naložb, ki so v preteklem letu dosegle najnižjo vrednost v Ëasu trajanja krize. Le naložbe v tehnologijo so zabeležile simboliËno rast. 

• 
Oviro novim naložbam je v številnih podjetjih predstavljalo dejstvo, da je razmerje med lastniškim in posojilnim kapitalom zelo neugodno. Bolj natanËno, kriza je vplivala na razvrednotenje premoženja, medtem ko je dolžniški kapital ostal nominalno nespremenjen. To pomeni, da je sedanja raven zadolžitve objektivna ovira za najemanje novih posojil, hkrati pa obstojeËi lastniki nimajo svežega kapitala, s pomoËjo katerega bi ob kombinaciji z dolžniškim omogoËili financiranje novih naložb. Ob tem naj dodamo, da je zaupanje do tujih lastnikov oziroma solastnikov v nekaterih okoljih še vedno dokaj nestabilno, podobne pa so tudi razmere do potencialnih domaËih lastnikov. Ugotoviti moramo, da iz tega zornega kota tudi država kot solastnik v pomembnih podjetjih ni pokazala ustreznega interesa oziroma ni bila vzgled za nova sopartnerstva in pozitiven razvoj dogodkov. 

• 
DomaËi banËni sektor ni odigral spodbujevalne vloge, ker se je sam sooËal z veliko kreditno izpostavljenostjo v velikih finanËnih skupinah, ki so zaradi krize zašle v težave. To je imelo za posledico dolžniško zamudo pri vraËanju kreditov, v številnih primerih pa so se banke sooËale celo z nesolventnostjo in nevraËanjem kreditov s strani dolžnikov, nekatera podjetja pa so celo konËala v steËaju. Podobnim dogodkom smo bili priËe tudi v gradbenem sektorju, kjer se je kriza celo poglobila. 


Nadalje lahko ugotovimo, da je v evro obmoËju hitreje rasla tudi potrošnja prebivalstva, vendar je bila razlika bistveno manjša (v Sloveniji je bila potrošnja gospodinjstev za 0,4 odstotka nižja kot v letu 2009). 
Pri rasti potrošnje države je bila razlika med evro obmoËjem in Slovenijo nepomembna, kar na splošno pomeni, da je bila zaradi proraËunskih omejitev in varËevalnega programa tudi investicijska aktivnost države bistveno zmanjšana oziroma le simboliËna. 
Na podlagi takih domaËih in tujih ››terms of trade« se je tudi domaËi banËni sistem sooËal z vrsto novih dejstev in težav, ki so se kazali predvsem v naslednjem: 
• DomaËi primarni viri, torej finanËna sredstva, ki jih bankam zaupajo prebivalstvo in podjetja, so zabeležili letno rast v višini približno 4 %. To je bistveno manj kot pred finanËno krizo, kar pa je razumljivo tako za prebivalstvo kot tudi za podjetja. Prebivalstvo se je namreË sooËalo z bistveno višjo stopnjo brezposelnosti in s tem z nižjimi dohodki, rezultati poslovanja v podjetjih pa so bili slabši kot v predhodnem obdobju. Nižja rast varËevanja ob hkratnem nezaupanju na denarnih trgih med finanËnimi posredniki in poslediËno manjše medbanËno financiranje sta imela za posledico rast pasivnih obrestnih mer. Rast slednjih je bila bistveno veËja kot v drugih državah evro obmoËja oziroma so bile tovrstne razlike v Sloveniji med 1,5 in 2,5 odstotne toËke. UpoštevajoË dejstvo, da je bila v Sloveniji do konca leta 2010 v veljavi državna garancija brez omejitve zneskov za tovrstne vloge, so tolikšne obrestne razlike še bolj nenavadne. Tako je bilo za varËevalce najpomembnejše vprašanje, kdo ponuja višjo nominalno obrestno mero, saj je tveganje vraËila depozita prevzela država. Odgovor lahko išËemo predvsem v tem, da je razmerje med krediti nebanËnemu sektorju in depoziti, zbranimi od tega sektorja, v Sloveniji zelo neugodno in je preseglo 140 odstotkov. Drugi del odgovora, ki pojasnjuje manjšo rast varËevanja pri bankah, pa se kaže v rasti vlog v vzajemne sklade, ki je bila 9 %. To je dokaz, da se zaupanje, povezano s priËakovanji po višjih donosih, poËasi vraËa med vlagatelje. Ko govorimo o primarnih virih, velja omeniti tudi dejstvo, da je raven finanËnih sredstev na vpogled v bankah v Sloveniji nekoliko višja kot v evro obmoËju. To pomeni, da je obrestna marža, ki jo na tem segmentu virov obraËuna banka, v najveËji meri v korist vseh tistih domaËih bank, ki imajo dolgoletno tradicijo v poslovanju s prebivalstvom ali pa so bile prevzete s strani tujih bank. Prav slednje dejstvo je potrebno omeniti predvsem zato, ker se nenehno ponavljajo zmotne ugotovitve, da banke v tuji lasti razpolagajo z bistveno cenejšimi viri. Ko govorimo 
o nebanËnih virih, ne smemo prezreti dejstva, da je država del finanËnih sredstev, ki jih je pridobila na podlagi izdanih obveznic na mednarodnih trgih, plasirala pretežno v obliki kratkoroËnih depozitov v domaËemu banËnem sistemu, bolj ali manj po kriteriju tržne udeležbe bank. 
• 
Med viri, s katerimi razpolagajo banke, so velikega pomena medbanËni viri oziroma t.i. ››funding«, ki so se v letu 2010 dodatno skrËili. Razlogi za krËenje so kratkoroËni aranžmaji, pa tudi želja bank, da se zmanjša tovrstna soodvisnost. Tu velja omeniti tudi, da so tri banke plasirale na mednarodnem trgu srednjeroËne oziroma dolgoroËne obveznice, vendar v kombinaciji z državno garancijo. 

• 
Med viri, ki so jih banke uporabljale, so bila tudi sredstva ECB, pridobljena predvsem s tremi letnimi tenderji in so med letom predstavljala nekaj manj kot desetino primarnih virov. 

• 
V okviru banËnega premoženja je bil pretežni del slednjega v obliki financiranja nebanËnega sektorja podjetij in prebivalstva. Financiranje podjetij je v neto znesku že drugo leto zapored zabeležilo rahel padec, medtem ko je bila pri segmentu prebivalstva dosežena približno 7 % rast, predvsem zaradi nakupa nepremiËnin v obliki hipotekarnih kreditov. Za kreditne terjatve bank sta bili v letu 2010 pomembni še dve dejstvi: da so kreditojemalci 



Nagovor predsednika uprave 

zaradi krize banke naprošali za konverzijo kratkoroËnih kreditov v srednje in dolgoroËne, kar je imelo za posledico, da se je delež kratkoroËnih kreditov skrËil za približno 10 %, še pomembnejše pa je bilo to, da je vrsta podjetij, predvsem finanËnih holdingov in skupin ter gradbenih podjetij, prišla v velike likvidnostne težave in težave s solventnostjo. To je povzroËilo dolžniške zamude, nezmožnost odplaËil obresti in glavnice, prestrukturiranje dolga in v številnih primerih tudi steËaj dolžnikov. Velik del banËne izpostavljenosti je povezan s financiranjem velikih privatizacijskih projektov, ki jim je kriza ››prekrižala raËune«, s tem pa tudi številnim bankam. Posledice takega razvoja dogodkov so najbolj vidne v rezultatih celotnega banËnega sektorja, ki se kažejo predvsem v naslednjih parametrih: 
-stagnacija rasti bilanËne vsote; 
-veË kot 60 % rast slabitev kreditnih terjatev in rezervacij; 
-dodatno krËenje dobiËka, ki je bil manjši za dve tretjini v primerjavi z letom 2009; 
-dodaten padec donosa na kapital, iz skromnih 2,9 % v letu 2009, na simboliËnih 0,9 %. 
IzhajajoË iz navedenih gospodarskih gibanj na domaËem in na tujih trgih kot tudi iz doseženih rezultatov v celotnem banËnem sektorju v Sloveniji lahko ugotovimo, da je bilo poslovanje UniCredit Banka Slovenija d.d. zelo uspešno. Dosegli in celo presegli smo namreË zastavljene cilje, kar se kaže predvsem v naslednjih konkretnih rezultatih: 
• 
Celotni prihodki Banke so dosegli 16, % rast, medtem ko je bila rast v banËnem sektorju le  %. 

• 
Operativni dobiËek Banke v višini 6,4 milijona evrov je zrasel za 5, %. 

• 
»isti dobiËek Banke pred obdavËitvijo je znašal 15,8 milijona evrov, kar pomeni, da je zrasel za 40,6 %. Kot smo že omenili, se je v banËnem sistemu zmanjšal za dve tretjini. 

• 
Slabitve in rezervacije Banke so znašale 20,2 milijona evrov in so zrasle za 19,0 %, pri Ëemer naj dodamo, da je le naša Banka med vsemi bankami v Sloveniji pridobila soglasje in potrditev Banke Slovenije, da z letom 2011 vstopa v model Basel II, t.i. naprednega pristopa pri obravnavanju tveganj. To je pomenilo, da je morala UniCredit Banka Slovenija d.d. oblikovati rezervacije tudi za kredite, ki se odplaËujejo skladno s sklenjenimi pogodbami, in sicer v višini 4 milijonov evrov. 

• 
V okviru tako ustvarjenega dobiËka imajo najveËji delež Ëiste obresti, ki so dosegle raven 5,0 milijonov evrov oziroma so zrasle za 5,8 %, medtem ko je bil znesek neobrestnih prihodkov 22,1 milijona evrov in je bil za 1,0 % nižji v primerjavi z letom poprej. 

• 
Celotni stroški poslovanja so dosegli raven 9,1 milijona evrov in so zabeležili 7,9 % rast, delno zaradi veËje amortizacije ter zaradi novih zaposlitev, povezanih s ponudbo dodatnih banËnih produktov. 


Za tako dosežene rezultate gre v prvi vrsti zahvala vsem našim partnerjem, ki so nam izkazali zaupanje, na podlagi katerega je Banka pridobila ustrezne finanËne vire. Kasneje jih je plasirala razliËnim fiziËnim in pravnim osebam, pretežno v obliki razliËnih kreditnih aranžmajev kot tudi v nekaterih drugih oblikah. Banka je kljub krizi ohranila dominantno mesto na trgu z razliËnimi izvedenimi finanËnimi instrumenti, hkrati pa je bila tudi na trgu kapitala med najpomembnejšimi igralci. 
Nadaljnja zahvala gre tudi našim lastnikom, ki že vrsto let z nespremenjeno politiko razpolaganja z dobiËkom slednjega v celoti vlagajo nazaj in s tem krepijo materialno bazo Banke ter formalno omogoËajo dodatno organsko rast, hkrati pa so temeljni steber za finanËno stabilnost in primerno kapitalsko ustreznost Banke. 
Zahvala gre vsem Ëlanom nadzornega sveta in Ëlanom kontrolnega odbora za razliËne analize in razprave, za nasvete pri iskanju rešitev, povezanih s konkretnimi poslovnimi problemi in s strateškimi vprašanji. Ob tej priložnosti se želim še posebej zahvaliti predsedniku nadzornega sveta, gospodu Federicu Ghizzoniju, ki je oktobra 2010 postal tudi predsednik uprave celotne skupine UniCredit, za njegovo osebno zavzemanje pri aktivnostih, ki jih je naša Banka izvajala na domaËem in na tujih trgih. 
Moja zahvala kot tudi zahvala celotne uprave Banke je še posebej namenjena vsem sodelavkam in sodelavcem, ki s svojim znanjem in izkušnjami predstavljajo najpomembnejši ››živi kapital Banke«. Prav oni ustvarjajo in soustvarjajo rezultate naše Banke in celotne finanËne skupine UniCredit ter predstavljajo temelj zaupanja, ki se iz leta v leto krepi tako z vidika vedno veËjega števila poslovnih partnerjev kot tudi z vidika doseganja rezultatov. Kakovost opravljenih storitev finanËnega posredništva, ki temelji na standardih visokih etiËnih naËel, tlakuje pot zaupanju, ki je pri denarju, kjerkoli v svetu, najpomembnejše. Brez zaupanja so še tako mamljive ponudbe le mrtva Ërka na papirju. Zato prav zaupanje ostaja naš adut tudi v prihodnje, saj bo le s tem zagotovljena tudi nadaljnja prosperiteta Banke. 
Dr. France Arhar Predsednik uprave UniCredit Banka Slovenija d.d. 
Ljubljana, februar 2011 


Sedež: Šmartinska 140 SI-1000 Ljubljana Slovenija 
Telefon: + 86 1 5876 600 BrezplaËna telefonska številka: 080 88 00 Faks: + 86 1 5876 684 
Spletna stran: www.unicreditbank.si Elektronska pošta: info@unicreditgroup.si Osnovna dejavnost: drugo denarno posredništvo Šifra dejavnosti: K/64.190 Leto ustanovitve: 1991 
Predsednik nadzornega sveta: Federico Ghizzoni Registrirana: pri Okrožnem sodišËu v Ljubljani št. reg. vl. 1/10521/00 
Osnovni kapital: 16.258.21,26 EUR MatiËna številka: 5446546 
Identifikacijska številka: SI59622806 Poravnalni raËun pri Banki Slovenije: 01000-0002900092 Swift: BACXSI22 

Nadzorni svet  
»lan  Funkcija  Datum nastopa  Datum prenehanja funkcije  
Federico Ghizzoni1  Predsednik nadzornega sveta  25. april 2007  n.a.  
Herbert Hangel  Namestnik predsednika nadzornega sveta  25. april 2007  29. april 2010  
Martin Klauzer2  »lan nadzornega sveta  24. april 2007  n.a.  
Wolfgang Edelmüller  »lan nadzornega sveta  24. april 2007  16. april 2010  
Franco Andreetta  »lan nadzornega sveta  9. februar 2009  n.a.  
Giuseppe Verrascina  »lan nadzornega sveta  9. februar 2009  n.a.  
Heinz Karl Tschiltsch  »lan nadzornega sveta  8. september 2010  n.a.  
Alessio Pomasan  »lan nadzornega sveta  29. april 2010  n.a.  
Uprava  
»lan  Funkcija  Datum nastopa  Datum prenehanja funkcije  
Dr. France Arhar  Predsednik uprave  1. junij 200  n.a.  
Janko Medja, MBA  »lan uprave  16. september 2008  n.a.  
Francesco Vercesi  »lan uprave  20. oktober 2009  n.a.  

1 Predsednik nadzornega svet a Federico Ghiz zoni je 18. 1. 2011 podal izjavo, da z  1. . 2011 odstopa s funkcije Predsednika nadzornega sveta Banke. 2 »lan nadzornega sveta Mar tin Klauzer je bil . 5. 2010 imenovan na funkcijo Namestnika predsednik a nadzornega svet a Banke. 
Predstavitev Banke 


Veljavno do 30. aprila 2010 

»lan Uprave  
©tabna sluaba  
D v z ja  
Oddelek  
Poslovna enota  
Poslovna enota/Poslovni del  
Skupina  

*preimenovanje Skupine za spremljavo obveznosti strank v Kontaktni center in interni prerazporeditvi zaposlenih dne 01.03.2010 
**preimenovanje štabne službe ‘’Pravna služba in compliance’’ v slovenskem jeziku v ‘’Pravna služba, skladnost poslovanja in izvršbe’‘ dne 01.03.2010 

Veljavno od 1. maja 2010 


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PE Ljubljana BTC  PE Maribor  
Šmartinska 140, SI - 1000 Ljubljana  Svetozarevska 6, SI - 2000 Maribor  
Tel.: 01 5876 707  Tel.: 02 2285 20  
PE Ljubljana Celovška  PE Murska Sobota  
Celovška 150, SI - 1000 Ljubljana  Trg zmage 5, SI - 9000 Murska Sobota  
Tel.: 01 5000 546  Tel.: 02 541 440  
PE Ljubljana Rudnik  PE Nova Gorica  
JurËkova cesta 21, SI - 1000 Ljubljana  Tolminskih puntarjev 2b, SI - 5000 Nova Gorica  
Tel.: 01 286 000  Tel.: 05 8 10  
PE Ljubljana Tržaška  PE Novo mesto  
Tržaška 19, SI - 1000 Ljubljana  Glavni trg 20, SI - 8000 Novo mesto  
Tel.: 01 2410 64  Tel.: 07 77 400  
PE Ljubljana Wolfova  PE Ptuj  
Wolfova 1, SI - 1000 Ljubljana  Ulica heroja Lacka 1, SI - 2250 Ptuj  
Tel.: 01 5876 472  Tel.: 02 7980 40  
PE Celje  PE Radovljica  
AškerËeva 14, SI - 000 Celje  Gorenjska cesta 24, SI - 4240 Radovljica  
Tel.: 0 4252 479  Tel.: 04 5971 60  
PE Kamnik  PE Sežana  
Ljubljanska cesta 4b, SI - 1240 Kamnik  Partizanska 7a, SI - 6210 Sežana  
Tel.: 01 896 500  Tel.: 05 714 589  
PE Koper  PE Slovenska Bistrica  
Pristaniška 12, SI - 6000 Koper  Trg svobode 21, SI - 210 Slovenska Bistrica  
Tel.: 05 6101 010  Tel.: 02 8051 972  
PE Kranj  PE Trbovlje  
Na skali 1, SI - 4000 Kranj  Ulica 1. junija 2, SI - 1420 Trbovlje  
Tel.: 04 2018 180  Tel.: 0 5612 561  
PE Logatec  PE Velenje  
Tržaška cesta 2, SI - 170 Logatec  Šaleška 20a, SI - 20 Velenje  
Tel.: 01 7591 940  Tel.: 0 8987 00  



JANUAR 

Nova strategija in izvrstno delo se obrestujeta 
FinanËna skupina UniCredit je v državah srednje in vzhodne Evrope prejela tri prestižne nagrade ugledne revije Global Finance, in sicer za najboljšo banko za storitve plaËilnega prometa in depozite, za najboljšo banko za upravljanje z likvidnimi sredstvi ter za najboljšo banko za upravljanje z denarnimi sredstvi. 

››Medijski Champions League« 
V znamenju odliËnega sodelovanja v letu 2009 ter kot povabilo k uËinkoviti komunikaciji tudi v letu 2010 je UniCredit Banka Slovenija d.d. za novinarje priredila sreËanje, ki se je tematsko povezovalo s sponzorstvom finanËne skupine UniCredit - “medijski Champions League”. Na že skoraj tradicionalno druženje banËnikov s predstavniki medijev so prišli tudi nogometaši Zveze namiznega nogometa Slovenije, ki so novinarjem pred tekmo pokazali nekaj trikov. Otroci Zveze prijateljev mladine, ki smo jim namenili novoletno donacijo, so predstavnikom medijev narisali slike z nogometnimi motivi. Novinarji so slike razobesili v svojih uredništvih. 
FEBRUAR 
Dva slovenska otroka na igrišËe pospremila nogometaše UEFA Champions League 
UniCredit Banka Slovenija d.d. je organizirala nagradno igro, v okviru katere sta bila izbrana dva deËka, ki sta pospremila na igrišËe nogometaše nogometnega kluba Internazionale Milano. Za mesto spremljevalcev se je potegovalo skoraj 00 otrok iz vse Slovenije. 

S svojimi mnenji pomagali pri izboljšanju organizacijske klime 
Sodelavcem smo ponudili možnost, da z izpolnjevanjem ankete 
o zadovoljstvu - People Survey 2010 - izrazijo svoje mnenje in sodelujejo pri izboljšanju poslovanja Banke. Na podlagi rezultatov smo pripravili akcijski naËrt in ga tekom leta 2010 uresniËevali. Raziskava že veË let poteka v vseh 22 državah, v katerih je finanËna skupina UniCredit prisotna. 

Zbirali za žrtve potresa na Haitiju 
Klicu na pomoË žrtvam katastrofalnega potresa na Haitiju sta se odzvali tudi finanËna skupina UniCredit in fundacija Unidea. K solidarnostni akciji smo povabili tudi sodelavce v lokalni Banki. 
MAREC 
Eno leto brezplaËne uporabe izbranih banËnih storitev 
V sodelovanju s filmom “Prestopno leto” smo pripravili istoimensko prodajno akcijo, s katero smo povabili vse nove stranke, da pristopijo k partnerju, s katerim bodo zanesljivo zadovoljne. UniCredit Banka Slovenija d.d. je vsem potencialnim strankam v sklopu akcijske ponudbe omogoËila eno leto brezplaËne uporabe izbranih banËnih storitev. 

Kombinirani depozit: varna in donosna naložba 
Ponudbo naših banËnih produktov smo razširili z novostjo, ki smo jo poimenovali Kombinirani depozit in je sestavljen iz dveh depozitov z razliËnima roËnostima. Nova naložbena priložnost je bila primerna za vlagatelje, ki išËejo privlaËen in inovativen naËin plemenitenja sredstev, saj omogoËa izplaËilo glavnice v dveh delih, s tem pa dostop do dela vplaËanih sredstev že med obdobjem vezave. Prva polovica vplaËanega zneska, za katero vlagatelj prejme 5-odstotno letno obrestno mero, se povrne po enem letu, skupaj z obrestmi, nateËenimi v tem obdobju. Druga polovica zneska bo za obdobje petih let obrestovana po variabilni -vnaprej neznani -obrestni meri, vezani na gibanje borznega indeksa delnic najveËjih evropskih podjetij (DJ Euro Stoxx 50). Vlagateljem po preteku 5-letnega obdobja zagotavljamo najmanj izplaËilo 100 odstotkov druge polovice vloženega zneska. Vpisno obdobje se je zakljuËilo 6. maja 2010. 

Javnosti predstavili naše poslovne rezultate v letu 2009 
V letu 2009 smo na veË podroËjih presegli zastavljene cilje. Marca 2010 smo naše poslovne rezultate predstavili javnosti in ob tej priložnosti novinarje povabil na tiskovno konferenco. Naša bilanËna vsota je zrasla za 1 % in dosegla raven ,2 milijarde evrov, kar je Banko uvrstilo na Ëetrto mesto v Sloveniji. 

Iskali nove talente za magistrske programe v banËništvu 
Zbirali smo prijave za tretjo generacijo mednarodnega MBA študija za podroËje banËništva za prebivalstvo in magistrski program New Europe Master za podroËji banËništva in podjetništva. Mladim talentom, ki želijo graditi mednarodno kariero v banËnem sektorju, smo s tem ponudili priložnost za poglobljeno izobraževanje v enem izmed dveh magistrskih programov, ki jih je lansirala finanËna skupina UniCredit v sodelovanju z izkušenimi partnerji. Štipendije so segale do višine 25.000 EUR. 

Otroci sodelavcev spoznali Petro MajdiË 
Otroke naših sodelavcev smo povabili na obisk v Banko. V poslovni enoti BTC smo jim med drugim pokazali, kako deluje bankomat, skupaj z njimi smo šteli kovance. Posebno preseneËenje je bil prihod ››skrivnega gosta«, Petre MajdiË, ki jo UniCredit Banka Slovenija d.d. že nekaj let podpira s sponzorskimi sredstvi. Risbe otrok o obisku v Banki smo kasneje razstavili na vidnem mestu. 

Predstavili novo poslanstvo 
S sodelavci smo delili informacije o novi organizacijski shemi in našem novem poslanstvu, ki v ospredje našega razmišljanja in delovanja postavlja stranke. 
APRIL 
SkupšËina delniËarjev UniCredit Banka Slovenija d.d. 
Na skupšËini delniËarjev Banke sta bila sprejeta poslovna politika in naËrt razvoja za leto 2010, podeljena je bila razrešnica Ëlanom uprave in nadzornega sveta za leto 2009, bilanËni dobiËek pa je bil v celoti prerazporejen v druge rezerve iz dobiËka. 

Omejena serija MasterCard kartic z UEFA Champions League dizajnom 
Ponudbo plaËilnih kartic smo razširili z ekskluzivno kartico MasterCard z UEFA Champions League dizajnom, s katero so stranke med drugim lahko pridobile tudi ugodnejši potrošniški kredit. Prvih 100 imetnikov kartice smo nagradili, istoËasno pa je potekala tudi nagradna igra za plazma televizor. 

Našli nadomestne babice in dedke 

V UniCredit Banka Slovenija d.d. smo z novoletno donacijo Zvezi prijateljev mladine Slovenije omogoËili organizacijo letovanja ››Sožitje generacij«, kjer so poËitnice aktivno preživljali socialno prikrajšani otroci iz vse Slovenije in prostovoljci - upokojeni strokovnjaki (uËitelji, socialni delavci in psihologi). Po enotedenskih poËitnicah si je vsak izmed otrok izbral svojega nadomestnega dedka ali babico, ki je z otrokom ohranil stik tudi v nadaljevanju in ga bo bodril na njegovi poti k boljšemu jutri. Med sodelavci, strankami, poslovnimi partnerji in širšo javnostjo smo iskali upokojene uËitelje, socialne delavce, psihologe, ki so bili kot prostovoljci pripravljeni aktivno sodelovati tudi na prihodnjih letovanjih otrok. 

Zbirali še uporabne športne pripomoËke 

Da bi nekaterim socialno prikrajšanim otrokom priËarali delËek neobremenjenega in aktivnega poËitniškega vzdušja, smo se sodelavci UniCredit Banka Slovenija d.d. ponovno povezali z Zvezo prijateljev mladine Slovenije pri zbiranju uporabnih športnih pripomoËkov, družabnih iger in didaktiËnih igraË. Vse to smo zbirali v naših poslovnih enotah po vsej državi. 

Zajtrkovali na finanËnem trgu 
Naše stranke in ostalo zainteresirano javnost smo povabili na dogodek z naslovom Zajtrk finanËnih trgov, kjer so jim strokovnjaki finanËne skupine UniCredit postregli z idejami s podroËja zakladništva in predstavili vpliv ekonomske krize na zunanjetrgovinsko poslovanje. 


S poslovnimi partnerji iskali nove priložnosti za sodelovanje 
Poglobili smo dobre odnose z našimi poslovnimi partnerji, zaËrtali smo nove smernice, izmenjavali najboljše prakse ter odkrivali nove priložnosti za sodelovanje. SreËanje je s svojim znanjem obogatil dr. Franz-Christopher Zeitler, podpredsednik Deutsche Bundesbank. S pomoËjo udeležencev smo sreËanju dali tudi humanitarno noto, saj smo za vsakega udeleženca Fundaciji za pomoË otrokom nakazali znesek v višini 20 evrov. 
MAJ 


Našli UniCredit šampione 

Zaposlene v finanËni skupini UniCredit smo vkljuËili v sponzorstvo UEFA hampions League. Pod naslovom ››Being UniCredit Champion« je potekalo tekmovanje o poznavanju finanËne skupine UniCredit. V petih krogih so bili izbrani finalisti iz vsake države, ki so si ogledali finalni nogometni spektakel v Madridu. 
JUNIJ 
Strankam omogoËili prevzem odgovornosti z novim zavarovalnim produktom 

V ponudbo smo dodali paket življenjskega zavarovanja kreditojemalcev pod imenom ››Moja odgovornost« z enostavnim postopkom sklenitve v vseh poslovnih enotah Banke. S produktom smo strankam ponudili zašËito za družinske Ëlane v Ëasu odplaËevanja kredita, zavarovanje za primer naravne in nezgodne smrti ter možnost prikljuËitve nezgodnega zavarovanja za primer trajne invalidnosti s plaËilom enkratne ugodne premije. 

Prenovili ponudbo depozitov 

Strankam smo z novim depozitnim produktom ponudili brezskrben odhod na poËitnice, medtem ko se njihov denar plemeniti. OmogoËili smo jim -odstotno fiksno letno obrestno mero za 6-meseËni depozit in hiter dostop do gotovine na potovanju z ekskluzivno kartico MasterCard z UEFA Champion League dizajnom. Še vedno strankam omogoËamo tudi brezplaËne dvige z BA Maestro v Sloveniji in v državah Evropske monetarna unije (EMU) ter na vseh bankomatih Ëlanic finanËne skupine UniCredit tudi izven EMU. 

Javno smo pozvali k zbiranju ponudb za nakup delnic NLB 
ZaËeli smo s postopkom javnega zbiranja ponudb za nakup delnic družbe Nova Ljubljanska banka d.d., Ljubljana, zaradi izvrševanja zavarovanja iz doloËenega banËnega posla. Javni poziv se je navezoval na nakup paketa 15.461 rednih imenskih kosovnih delnic NLB, ki je predstavljal 1,72 % delnic NLB. 

Prejeli nagrado za dosežke na podroËju skrbništva nad vrednostnimi papirji 
Revija Global Finance je finanËni skupini UniCredit podelila nagrado za izjemne dosežke na podroËju skrbništva nad vrednostnimi papirji v srednji in vzhodni Evropi. Ameriška finanËna revija je izbrala finanËno skupino UniCredit za ››Best Sub-Custodian 2010«. 

Navijali so z UniCredit Bank 

Obiskovalcem tekem v .tevilnih lokalih po Sloveniji smo omogoËili ogled spektakularnih tekem v .tevilnih lokalih. Z ogrevanjem so lahko priËeli še pred finalom UEFA Champions League tako, da so se pomerili v roËnem nogometu. 

Timski duh obrodil sadove tudi na športnem podroËju 

Z osvojitvijo skupnega drugega mesta smo ponovno dosegli dober rezultat na letnih športnih igrah slovenskih banËnikov. Ponovno so se odliËno odrezale naše sodelavke, saj so bile skupno prve, moški pa so osvojili skupno tretje mesto. VeË kot 140 sodelavcev, ki so se v letu 2010 udeležili letnih iger, kot športniki ali pa kot neutrudni 



Dosežki in dogodki v letu 2010 

navijaËi, je ponovno dokazalo, da smo med slovenskimi bankami v samem vrhu tudi na športnem podroËju. 
Tradicionalnega olimpijskega teka v Logatcu se je udeležila tudi Petra MajdiË 
500 tekaËev je preteklo  km, najbolj vztrajni pa 10 km. Petra MajdiË je imela na dogodku polne roke dela, saj so jo otroci in družine zasuli z željami po podpisu. Organizirano je bilo tudi fotografiranje pred panojem UniCredit Banka Slovenija d.d., promotorke so delile letake in obiskovalce vabile, da se pomerijo v roËnem nogometu. Sodelavci so obenem poskrbeli za predstavitev poslovne enote v Logatcu. 

Priredili prvo možgansko nevihto 
Vsi sodelavci finanËne skupine UniCredit v 22 državah so prejeli elektronsko vabilo za sodelovanje na Online platformi Skupine. Spletna možganska nevihta je nov virtualni projekt, namenjen izmenjavi mnenj in idej v razliËnih tematskih forumih. 

Ustanovili UCTAM upravljanje d.o.o. 
Novoustanovljena družba je specializirana za pridobivanje, prodajo in/ali upravljanje sredstev (nepremiËnin, deležev v družbah, itd.), ki izvirajo iz zapadlih izpostavljenosti UniCredit Banka Slovenija 
d.d. Direktorja družbe sta postala Miloš VignjeviE in Friedrich Buza, podjetje pa je del skupine UniCredit Turn-Around Management GmbH (UCTAM) s sedežem na Dunaju. Družba je bila ustanovljena kot posledica finanËne krize, saj so se temeljni ekonomski pogoji bistveno spremenili. Ocene tržnih vrednosti, ki so bile narejene v Ëasu odloËitev o naložbah, torej pred izbruhom krize, v nekaterih primerih ne držijo veË, zato so s pomoËjo novoustanovljenega podjetja zaËasno prevzeli lastništvo nad nepremiËninami in deleži v družbah, ki kažejo dobre možnosti za preobrat. 

Zbirali stare knjige za otroke 
V vseh poslovnih enotah v Sloveniji smo v duhu slogana ››Stara knjiga za nov nasmeh« zbirali še uporabne knjige in uËne pripomoËke. Knjige smo otrokom z manj priložnostmi podarili na Ëetrtem Luninem festivalu. 

Izobraževali smo o fotovoltaiki 
FinanËna skupina UniCredit ima na podroËju izvedbe in financiranja projektov s podroËja fotovoltaike v EU dolgoletne izkušnje. Ker je v prihodnje priËakovati razcvet tovrstnih projektov, smo za potencialne vlagatelje organizirali sreËanje s strokovnjaki s tega podroËja. 
JULIJ 

Javno objavljeni rezultati stres testa 
Testiranje, v katerega je bila vkljuËena tudi finanËna skupina UniCredit, je vodil Odbor evropskih banËnih nadzornikov v sodelovanju z Evropsko centralno banko in Banko Italije. Skupina je podprla javno objavo rezultatov z besedami, da je to pomemben korak k odpravljanju dvomov v evropski banËni sistem. FinanËna skupina UniCredit je bila z rezultati, ki jih je na testu dosegla, zadovoljna, saj so potrdili kakovost postopkov upravljanja s tveganji, ki jim sledi. Stres test sicer le dopolnjuje postopke upravljanja tveganja in programe rednega testiranja, ki so vzpostavljeni v finanËni skupini UniCredit. 

Novinarje pozvali k prijavi za nagrado “Pisanje za SVE” 
V okviru akcije finanËne skupine UniCredit smo tudi slovenske novinarje pozvali k oddaji prispevkov za nateËaj ››Pisanje za SVE«. Nagrada za novinarsko odliËnost za poroËanje o dogodkih na podroËju srednje in vzhodne Evrope je znašala 5.000 evrov. Zaželeni so bili predvsem prispevki, ki so se osredotoËali na razliËne meje in predsodke v Evropi in so pripomogli k njihovem preseganju. 
AVGUST 

Raztegnili poletje 
S poletnim potrošniškim kreditom smo strankam omogoËili takojšnje razpolaganje s sredstvi, s tem pa brezskrbno poletje z dvomeseËnim odlogom odplaËevanja. Kredit je bil namenjen tistim, ki so potrebovali dodatna sredstva na raËunu za “last minute” poËitnice, novo pohištvo, avto, šolnino in podobno. 
SEPTEMBER 

Alessandro Profumo ponudil odstop z mesta glavnega izvršnega direktorja 
Upravni odbor finanËne skupine UniCredit in Alessandro Profumo so se na podlagi smernic, ki jih je izrazil odbor, strinjali, da je po 15 letih Ëas za menjavo vodstva. Alessandro Profumo je zato ponudil svoj odstop z mesta glavnega izvršnega direktorja Skupine, ki ga je Svet sprejel in se mu obenem zahvalil za odliËne rezultate, ki jih je dosegel. Poudarili so, da se je pod vodstvom Profuma družba razvila iz lokalnega igralca v eno izmed najveËjih evropskih banËnih skupin. Tržna kapitalizacija se je v tem Ëasu poveËala iz 1,5 na približno 7 milijard evrov. Celo v Ëasu globalne finanËne krize je finanËna skupina UniCredit ostala dobiËkonosna v vseh kvartalih. S temi dosežki so bili postavljeni dobri temelji za trajnostno prihodnost Skupine. 

Pomagali sodelavcem, prizadetim v poplavah 
Tudi med nami so bili posamezniki in družine, ki so jim poplave povzroËile velike skrbi in stroške. Sodelavci so tako dali pobudo, da bi prispevali poljubne zneske in jim finanËno pomagali pri sanaciji povzroËene škode. Znotraj Banke so potekale tudi druge aktivnosti za pomoË kolegom v stiski. 

200 UniCreditovcev prenavljalo otroški poËitniški dom v Kranjski Gori 
Vsako leto, od preimenovanja Banke dalje, se sodelavci konec poletja zberemo na praznovanju rojstnega dne. Tako smo tokrat zabavno združili s koristnim in odšli prenavljat dom, v katerem letujejo otroci z manj priložnostmi. Vsi Ëlani uprave so se na dogodku pomerili v kreativnem izzivu postavljanja igralnih hišk za otroke. Sodelavci Banke so po otvoritvi vsake od njih z referendumom izbrali najboljšo. To je bila le še ena od aktivnosti, s katerimi smo dokazali, da zapisano družbeno odgovornost, živimo tudi v praksi. Prenovitvena dela so potekala pod vodstvom enega najboljših slovenskih športnih plezalcev, Klemena BeËana, kasneje pa se je udeležencem pridružil tudi pokojni Jure RobiË, ki je nekaj navdušenih kolesarjev (vsako leto namreË veliko število sodelavcev pride na dogodek s kolesom) pospremil na pot na VršiË. 

Ponudili še eno dobro priložnost 
Ponudbo naložbenih produktov smo razširili z naložbenim življenjskim zavarovanjem “Moja priložnost”. Strankam smo ponudili 100 % izplaËilo vplaËanih sredstev, udeležbo na donosnosti indeksa S&P BRIC 40 z do 125 % izplaËilom doseženega donosa, možnost 10 % bonusa na vplaËilo v primeru pozitivnih trendov ter 110 % izplaËilo zavarovalnega kritja za primer smrti zavarovanca. Minimalno enkratno vplaËilo premije v višini 4.000 evrov so stranke lahko vpisale do konca novembra 2010. 

Nove naložbene strategije 
Predstavili smo nove naložbene strategije investicijskih skladov družbe za upravljanje Pioneer Investments, prilagojene naložbenim ciljem posameznega tipa vlagatelja-dinamiËnega, harmoniËnega ali preudarnega. Strankam z njimi omogoËamo optimalno razpršitev premoženja, izbiro obroËnega in/ali enkratnega vplaËila sredstev, brezplaËen prehod med skladi ter izredna vplaËila. 
OKTOBER 
Imenovan nov glavni izvršni direktor finanËne skupine UniCredit 
Federico Ghizzoni, sicer predsednik nadzornega sveta UniCredit Banka Slovenija d.d. in odgovoren za poslovanje Skupine v državah srednje in vzhodne Evrope, je postal nov glavni izvršni direktor finanËne skupine UniCredit. 

Bonus depozit za varno plemenitenje sredstev 
Strankam smo ponudili dvojni bonus depozit - varno naložbo, namenjeno vsem, ki so želeli varno oplemenititi denarna sredstva in obenem poskrbeti za svojo in varnost svojih najbližjih. Med lastnostmi produkta so stranke lahko našle fiksno letno obrestno mero, ne glede na nihanja finanËnih trgov, depozit so lahko sklenile za krajše obdobje 6 oziroma 12 mesecev ali za 2 leti, s sklenitvijo dvojnega bonus depozita pa hkrati poskrbele za varnost z brezplaËnim zavarovanjem pred nepredvidljivimi dogodki. 
NOVEMBER 
BrezplaËno obiskali muzeje 
Sodelavce, njihove partnerje in družinske Ëlane smo ob Dnevu umetnosti finanËne skupine UniCredit povabili na dve zanimivi lokaciji; v Narodni muzej in Moderno galerijo na ogled aktualnih razstav. Obenem so vsi sodelavci finanËne skupine UniCredit in njihove družine lahko na ta dan brezplaËno obiskali številne galerije in muzeje tudi v sosednjih državah. Na Dan umetnosti želimo spodbujati izražanje inovativnost in odprtosti ter sodelavcem ponuditi priložnost za užitek in osebno rast. 

PrazniËna ponudba potrošniških kreditov 
Predstavili smo svežo ponudbo potrošniških kreditov, med katerimi so lahko potrošniki izbrali ugodnost po svoji meri - kredit, ki je po trajanju in višini obroka najbolj ustrezal njihovim potrebam. Krediti so bili namenskega ali nenamenskega znaËaja; za oddih v toplih krajih, zimske poËitnice, novoletna darila, nakup avtomobila, nakup drugih dobrin višje vrednosti in podobno. 

Prejeli nagrado za družbeno odgovornost 
Inštitut za razvoj družbene odgovornosti in Slovensko društvo za odnose z javnostmi sta pod Ëastnim pokroviteljstvom predsednika Republike Slovenije dr. Danila Türka in v partnerskem sodelovanju s številnimi strokovno-interesnimi organizacijami razglasila prejemnike Slovenske nagrade za družbeno odgovornost - Horus 2010. Zmagovalka razpisa Horus 2010 je v kategoriji velikih podjetij postala UniCredit Banka Slovenija d.d. Poslanstvo Slovenske nagrade za družbeno odgovornost je spodbujati celovitost v razmišljanju, inovativnost v delovanju in odgovornost pri poslovanju slovenskih podjetij. Z razpisom za nagrado so želeli poiskati in nagraditi najbolj celovite pristope podjetij k družbeni odgovornosti. 

Postali eden od vodilnih desetih izobraževalcev 
Družba Planet GV je v sodelovanju z Inštitutom za izobraževalni management Sofos na konferenci Izobraževalni management 2010 podelila priznanja desetim slovenskim podjetjem oziroma organizacijam, ki sistematiËno vlagajo v izobraževanje in usposabljanje zaposlenih, med katerimi je bila izbrana tudi naša Banka. Namen priznanj je predstavitev najboljših slovenskih podjetij, ki sistematiËno vlagajo v znanje, hkrati pa spodbuda za še hitrejši razvoj izobraževalne prakse in izboljšanje ugleda izobraževalne funkcije. 

Zajtrkovali na finanËnem trgu 
Naše stranke in ostalo zainteresirano javnost smo povabili na zajtrk finanËnih trgov, kjer so jim strokovnjaki finanËne skupine UniCredit in predstavnik Ministrstva za finance postregli z informacijami o dogajanju na lokalnem in mednarodnih trgih, trendih gibanja teËajev, obrestnih merah in informacijami o blagovnih instrumentih za lažje sprejemanje odloËitev pri vsakdanjem poslovanju. 


Poslovne partnerje povabili na delovno kosilo 
Podjetnike, ki se ukvarjajo z zunanjetrgovinskim poslovanjem in se sooËajo z novimi izzivi in priložnostmi, smo povabili na kosilo. Strokovnjaki finanËne skupine UniCredit so jim predstavili makroekonomsko situacijo in vizijo zunanjetrgovinskega 



Dosežki in dogodki v letu 2010 

poslovanja. Tudi tokrat smo v naše vrste povabili gosta iz tujine. Tako je svoje izkušnje z gosti delil Lutz Diederichs, Ëlan uprave za podroËje poslovanja s podjetji in investicijskega banËništva iz HypoVereinsbank. 
DECEMBER 
Javno naznanili širitev poslovne mreže 
V UniCredit Banka Slovenija d.d. se na otvoritve novih enot v letu 2011 že intenzivno pripravljamo, prav tako že poteka tudi izbor in uvajanje sodelavcev za delo v novih poslovnih enotah. 
Banka Slovenije potrdila pripravljenost za uporabo naprednega pristopa za izraËun kapitalske zahteve za kreditno tveganje 
Banka Slovenije je izvedla pregled pripravljenosti Banke na uvedbo naprednega pristopa za izraËun kapitalske zahteve za kreditno tveganje na podlagi notranjih bonitetnih sistemov (t.i. IRB pristop) in pripravljenost Banke na nov pristop tudi potrdila. UniCredit Banka Slovenija d.d. je s tem postala prva banka v Sloveniji, ki bo v letu 2011 priËela z uporabo IRB pristopa. 

Nova metodologija alokacije kapitalske zahteve za operativno tveganje po naprednem pristopu 
Banka Slovenije je na podlagi pregleda v mesecu septembru in oktobru izdala pozitivno mnenje glede uporabe nove metodologije alokacije kapitalske zahteve za operativno tveganje na ravni finanËne skupine UniCredit, ki je bolj obËutljivo na dejanski profil tveganosti posamezne enote. Banka Slovenije je ocenila, da je UniCredit Banka Slovenija d.d. primerno vkljuËena v proces uvedbe nove metodologije porazdelitve, saj na osnovi porazdelitev in politik finanËne skupine UniCredit zadovoljivo izpolnjuje zahtevane kvalifikacijske kriterije za uporabo naprednega pristopa na posamiËni podlagi. 

Pridobili certifikat Družini prijazno podjetje 
Skupina podjetij, med njimi tudi UniCredit Banka Slovenija d.d., ki se je odloËila izboljšati usklajevanje poklicnega in zasebnega življenja svojih sodelavcev, je prejela certifikat Družini prijazno podjetje. Doslej smo v Banki uvedli že veliko novosti, ki sodelavcem pomagajo usklajevati poklicno in zasebno življenje. Nekateri izmed njih so denimo delovni Ëas z izbiro prihoda in odhoda, otroški Ëasovni bonus in druge, ki so jih sodelavke in sodelavci v raziskavi navedli kot najpomembnejše. S projekti, ki jih nameravamo uvesti v prihodnosti, želimo omogoËiti, da bi bilo usklajevanje službenega in družinskega življenja Ëim lažje in Ëim bolj prilagojeno željam sodelavcev. 

Potrdili partnerstvo s Slovensko filharmonijo 
UniCredit Banka Slovenija d.d. je že deveto leto zapored pomagala orkestru Slovenske filharmonije pri nakupu novih koncertnih instrumentov. Konec leta 2010 smo z donacijo pomagali pri nakupu dveh koncertnih viol. V vseh letih sodelovanja pa je zven orkestra Slovenske filharmonije bogatejši za koncertni klavir, violonËela, nekaj izjemnih koncertnih violin ter violi. 

Razstava umetniških slik pomurskih likovnih umetnikov v poslovni enoti Murska Sobota 
Pomurskim umetnikom smo ponudili priložnost za predstavitev njihovih del. Umetniške slike pomurskih likovnih umetnikov iz zasebne zbirke Robina Kozarja smo razstavili v naši poslovni enoti v Murski Soboti. 

Slovenskim podjetjem omogoËili dostop do najsodobnejših rešitev na podroËju upravljanja z likvidnostjo skupine 
Uvedli smo razširjeno paleto storitev s podroËja mednarodnega upravljanja z denarnimi sredstvi za slovenska podjetja s hËerinskimi družbami v tujini. Rešitve združevanja denarnih sredstev smo podprli s tehniËno rešitvijo, ki obljublja preboj na podroËju upravljanja z mednarodno likvidnostjo podjetij. Po novem sta tako za skupine podjetij, prisotne v veË državah, na voljo dve razliËici mednarodnega združevanja denarnih sredstev, ki omogoËata prilagojeno mednarodno upravljanje z likvidnostjo povezanih podjetij. Pri tem upoštevamo specifiËne želje matiËnega podjetja in potrebe podjetij v tujini po dodatnih sredstvih. Podjetje lahko storitev uporablja tudi, Ëe partnerska banka, s katero v tujini sodeluje, ni Ëlanica finanËne skupine UniCredit. 

Karierne možnosti predstavili na zaposlitvenem sejmu 
V zaËetku decembra smo možnosti razvoja kariere predstavili na zaposlitvenem sejmu Moje delo. Kandidatom in sodelavcem lahko ponudimo profesionalen razvoj v Sloveniji, prav tako pa lahko izkoristijo tudi možnosti, ki jih ponuja finanËna skupina UniCredit za tiste, ki želijo graditi mednarodno kariero. 

Financirali priklop prve sonËne elektrarne 
Prispevali smo k Ëistejšemu okolju, saj je bila decembra na elektriËno omrežje priklopljena prva sonËna elektrarna, ki jo je financirala Banka. Elektrarna nazivne moËi 408 kWp je postavljena na strehi Embalažno-grafiËnega podjetja EGP v Škofji Loki. SonËna elektrarna lahko proizvede 410.000 kWh elektriËne energije na letni ravni, kar zadostuje za oskrbo 115 gospodinjstev. 

Že peto leto namesto novoletnih daril dobra dejanja 
Z novoletno donacijo smo namesto nakupa novoletnih daril za poslovne partnerje omogoËili organizacijo medijskega tabora otrok v poËitniškem domu v Kranjski Gori in brezskrbno letovanje otrok na Debelem rtiËu. Temeljni cilj projektov je opremiti otroke s pozitivnimi življenjskimi vrednotami, spoštovanjem do drugega, razvojem empatije, Ëlovekoljubja in pripravljenostjo na delitev znanj. Obenem smo v vseh enotah Banke v Sloveniji ponovno zbirali igraËe, knjige in pripomoËke za ustvarjanje, da bi z njimi ob prehodu v novo leto prinesli nasmeh otrokom z manj priložnostmi. 

Poslovno poroËilo 


Slovensko gospodarstvo je v letu 2010 ponovno zaËelo rasti po  Ljubljanska borza je v letu 2010 še naprej beležila izredno nizek  
moËnem krËenju v letu pred tem. Žal je bilo okrevanje zelo poËasno  promet in še nižje cene delnic v kotaciji. Promet na borzi se je glede  
in nekateri sektorji še naprej stagnirajo oziroma se krËijo. Število  na leto 2009 sicer poveËal za ,7 %, vendar je to še vedno izjemno  
brezposelnih je decembra 2010 preseglo 110.000. Industrijska  nizko glede na leta pred krizo. Indeks SBI TOP je na letni ravni  
proizvodnja je v prvi polovici leta 2010 hitro rasla, a se je trend  upadel za kar 1,47 % in je kazal povsem obraten trend glede na  
obËutno umiril v drugi polovici leta. Medletna rast proizvodnje je  glavne svetovne indekse (DAX: +16,06 %; DOW: +11,02 %; FTSE:  
bila primerljiva s povpreËjem 27 držav Ëlanic EU (EU27), a bistveno  +9,00 %). Delež nerezidentov v tržni kapitalizaciji delnic Ljubljanske  
nižja od gonilne sile gospodarskega okrevanja Evrope - NemËije.  borze se je v letu 2010 dvignil na 9,8 % glede na leto 2009,  
Sektor, kjer se krËenje še kar nadaljuje, je gradbeništvo, kjer upada  ko je znašal 7,4 % vendar je to bolj posledica padca domaËega  
število zaposlenih kot tudi število in vrednost projektov. Recesija  povpraševanja kot pa poveËanega interesa tujih vlagateljev.  
gradbenega sektorja v Sloveniji v letu 2010 je bila tudi ena višjih  
med Ëlanicami EU27.  
Slabšanje kakovosti banËne aktive je preseglo vsa priËakovanja, kar  
je povzroËilo izjemen porast rezervacij in oslabitev. Nizka boniteta  
slovenskega banËnega sistema je istoËasno omejevala mednarodne  
vire financiranja, kar je skupaj botrovalo nizki rasti kreditne aktivnosti.  
Medletna stopnja rasti posojil nebanËnemu sektorju je do novembra  
dosegala le 2,1 %; od tega so rasla posojila gospodinjstvom in  
državi, medtem ko se je obseg posojil nefinanËnim družbam  
zmanjševal, in sicer do novembra za 0,8 %. V dvanajstih mesecih  
leta 2010 so slovenske banke oblikovale za 757 milijonov evrov  
dodatnih oslabitev in rezervacij, kar je skoraj dve tretjini veË kot leto  
prej. DobiËek banËnega sektorja je predvsem zato do novembra  
2010 dosegal le petino dobiËka prejšnjega leta.  


Predpostavke UMAR in napovedi izbranih ustanov za gospodarsko rast v letih 2010 in 2011 

EMU 1,4 1,7 1,7 
1, 1,5 1,4 NemËija 
2,5 , ,5 1,7 2,0 2,5 
ZDA 2,9 2,6 2,9 2,8 2, ,0 
Velika Britanija 1, 1,7 1,8 
2,0 2,0 1,9 Rusija 
4,0 4,0 ,4 4,2 4, 4, 
Vir: UMAR, Jesenska napoved 2010; IMF, World Economic Outlook, oktober 2010; UniCredit, Friday Notes Opomba: IMF - Mednarodni denarni sklad 
Izbrani makroekonomski kazalci za Slovenijo za obdobje od 2005 do 2012 

Vir: StatistiËni urad RS, UMAR, Jesenska napoved 2010 


Naša zavzetost je naša prednost 
V finanËni skupini UniCredit je naše najmoËnejše orodje prav trdna in neomajna zavzetost - za naše stranke, za naše zaposlene, za naše vlagatelje, za lokalne skupnosti, v katerih delujemo, pa tudi zavzetost za spoštovanje naših temeljnih vrednot, spoštovanje kulture, doseganje visoke kakovosti v vsem, kar poËnemo, in zavzetost za trajnosten uspeh našega podjetja. 
V okviru finanËne skupine UniCredit to zavzetost uresniËujemo vsakodnevno, skozi prizadevanja in znanje naših 162.000 sodelavcev v 22 državah, ki skupaj tvorijo najveËjo banËno mrežo v srednji in jugovzhodni Evropi. 
Predano vlagamo v graditev novih odnosov s strankami in prevzemamo aktivno vlogo v lokalnih skupnostih. Ob zasledovanju poti trajnostne rasti je Banka v zadnjih nekaj letih nenehno zaposlovala nove ljudi in tako postajala zanesljiv in privlaËen delodajalec za lokalno okolje. 

Poslanstvo in vizija 
V letu 2010 smo se zavezali uresniËevanju novega poslanstva. 
Sodelavci finanËne skupine UniCredit se zavzemamo za ustvarjanje vrednosti za naše stranke. Kot vodilna evropska banka si prizadevamo za razvoj skupnosti, v katerih živimo, za svoje sodelavce pa želimo ustvariti prijazno delovno okolje. Stremimo k odliËnosti in si nenehno prizadevamo, da bi bilo poslovanje z nami enostavno. Te zaveze nam omogoËajo oblikovanje trajnostne vrednosti za naše deležnike. 
Naša vizija je osredotoËati se na ljudi kot posameznike, kar bomo dosegli s prizadevanjem, da poveËamo njihov potencial ter jim pomagali uresniËiti njihove naËrte in ideje. 
Trdno verjamemo, da ima vsak posameznik pravico in odgovornost oblikovati svojo lastno prihodnost. FinanËna znanja zaposlenih v Banki lahko pomagajo posameznikom in podjetjem pri oblikovanju njihove prihodnosti kot tudi pri doseganju polnega potenciala. Banka si prizadeva dosegati dobiËkonosno in trajnostno rast na naËin, ki prinaša koristi družbi kot tudi vsem našim deležnikom. 

Vrednote 
Skupek vrednot, ki si jih delimo vsi zaposleni v finanËni skupini UniCredit, temelji na poštenosti kot pogoju trajnosti, kar omogoËa, da dobiËek preoblikujemo v vrednoto za vse naše deležnike. Znotraj finanËne skupine UniCredit delujemo po naslednjih vrednotah, ki izhajajo iz naše Listine o vrednotah: 
• Poštenost - imamo enoten visok standard za vse, kar poËnemo; 
le-ta se uporablja za vse enako in brez diskriminacije. 
• 
Zaupanje - ljudje si delimo skupen kodeks vrednot, ki je podlaga vsemu, kar poËnemo. Le-ta je trden temelj našega ugleda in gradi zaupanje v podjetje, ki je kljuËnega pomena za dobiËkonosno, trajnostno rast. 

• 
Spoštovanje - nenehno si prizadevamo pridobiti spoštovanje, po drugi strani pa ga z veseljem izražamo tistim, ki si ga zaslužijo. 

• 
Preglednost - trudimo se, da je vse, kar poËnemo, vedno pošteno, relevantno in odkrito. 

• 
Vzajemnost - aktivno si prizadevamo pomagati posameznikom okoli sebe, pri Ëemer verjamemo, da bomo tudi sami deležni enake pomoËi. 

• 
Svoboda delovanja - gojimo kulturo odprtosti, ki našim ljudem omogoËa uresniËevanje njihovega potenciala ter jih spodbuja k doseganju višjih ciljev za naše stranke in deležnike. 


Privrženost tem vrednotam razumemo kot predpogoj za ohranjanje zaupanja do Banke ter njenega ugleda. 

Upravljanje na osnovi vrednot ter preglednost rezultatov 
Celotno upravljanje in delovanje Banke temelji na upoštevanju naštetih vrednot. V skladu z usmeritvijo finanËne skupine UniCredit je Banka vzpostavila sistem ekonomske dodane vrednosti (EVA- Economic value added) kot glavno merilo uspešnosti poslovanja. EVA meri prispevek dobiËka nad stroški kapitala in se ne uporablja le na ravni celotne Banke paË pa tudi pri posameznih odloËitvah o kreditih. EVA je danes standardno merilo uspešnosti poslovanja, ki združuje tako rast na podlagi razvoja sredstev uteženih s tveganjem in potrebne razporeditve kapitala kot tudi izboljšanja dobiËkonosnosti kot gonilne sile vrednosti. 
Banka si zato prizadeva vlagati kapital v tiste poslovne segmente, produkte in storitve, kjer je mogoËe doseËi najvišjo dodano vrednost. Preglednost oblikovanja vrednosti in/ali upadanja vrednosti je kljuËnega pomena za trajnostne rezultate. 

Divizijski poslovni model 
Poslovni model finanËne skupine UniCredit temelji na specializaciji za doloËene segmente strank. Za poslovne dejavnosti, kot so investicijsko banËništvo, trgovanje, mednarodno poslovanje s podjetji ali upravljanje sredstev, je oËitno, da so potrebe strank, storitveni modeli ali tržni segmenti medsebojno bolj podobni izven meja države kot pa znotraj domaËe tržne aktivnosti. Kljub temu verjamemo, da enako velja tudi za poslovanje s prebivalstvom v okolju industrializiranega banËništva, vendar ob hkratnem upoštevanju lokalnih tržnih posebnosti. 
V skladu z našim poslanstvom je glavni cilj Banke zadovoljiti potrebe vsake posamezne stranke v skladu z idejo, da je celotno poslovanje lokalno, skozi neomejene ali standardizirane produkte. Pri oblikovanju in razvoju produktov skušamo s Ëlanstvom v Skupini doseËi ekonomijo obsega na strani prihodkov kot tudi na stroškovni strani in pri dobiËku. PoslediËno tudi organiziranost Banke sledi standardom Skupine in omogoËa prenos znanj in dobrih praks. Naša konkurenËna prednost je tudi v tem, da lahko servisiramo stranke s pomoËjo razvejane mreže bank, ki so vodilne na lokalnih trgih. Sposobni smo podpreti mednarodne stranke Skupine, ki so prisotne na slovenskem trgu, kot tudi slovenske stranke pri njihovih prizadevanjih za širitev poslovanja v tujini. Na podroËju trgovanja in investicijskega banËništva so naša konkurenËna prednost kompetence in povezovanje z oddelkom trgovanja in investicijskega banËništva znotraj finanËne skupine UniCredit. 
Pri upravljanju s sredstvi si pomagamo z znanjem podjetja Pioneer Investments, ki je eden vodilnih igralcev v globalnem merilu. 
Globalna divizija banËnih storitev v okviru finanËne skupine UniCredit nam zagotavlja podporo pri ohranjanju stroškovne uËinkovitosti in pri odkrivanju sinergij skozi harmonizacijo informacijske tehnologije, nabavo na ravni Skupine in naËrtovanje procesov. 

Trajnostni uspeh 
V UniCredit Banka Slovenija d.d. smo prepriËani, da je mogoËe finanËne cilje doseËi le s trajnostnim razvojem ob upoštevanju naslednjih naËel: 
• 
Prizadevamo si graditi dolgoroËne odnose s strankami in v našem sistemu nagrajevanja upoštevati zadovoljstvo strank. 

• 
Raznolikost: želimo uporabiti najrazliËnejše talente naših zaposlenih, ne glede na njihovo starost, spol, versko opredelitev, zdravje ali spolno usmeritev. 

• 
Družbena odgovornost: želimo biti predan in koristen Ëlan lokalnih skupnosti, kar uresniËujemo tudi z našimi sponzorskimi dejavnostmi. 

• 
Ekološka trajnost: pri poslovanju dajemo velik pomen ekološki trajnosti. Spodbujamo in podpiramo zavedanje o medsebojni odvisnosti okoljevarstvenih tematik in banËništva. 

• 
Izobraževanja, spodbude in sistem nagrajevanja so namenjeni temu, da naši zaposleni uberejo podjetniško pot in pri tem ustvarjajo ravnotežje med delom in prostim Ëasom 




Splošen pregled poslovanja 
POUDARKI 
Leto 2010 je zaznamovalo poËasno okrevanje po finanËni krizi, kar je v glavnem vplivalo na kreiranje višjega operativnega dobiËka, po drugi strani pa na dodatno oblikovanje rezervacij za slabše kredite. Slednje je bilo potrebno, saj slovensko gospodarstvo potrebuje še nekaj Ëasa za popolno okrevanje. Vzporedno s tem so bili administrativni stroški nenehno pod strogim nadzorom. 
BanËni sektor je še vedno pod vplivom nizke likvidnosti, kar je prispevalo k visokim likvidnostnim stroškom in omejitvam financiranja. Kar zadeva nove aktivnosti kreditiranja, je slovenski banËni sektor zaradi previdnosti in omejitev resursov zavzel previden pristop pri alociranju svojega kapitala. To je poslediËno povzroËilo zmanjšanje pripravljenosti na prevzemanje novih tveganj in na financiranje gospodarstva. 
Ne glede na takšno makroekonomsko okolje in nadaljevanje težav, s katerimi se je sooËala banËna industrija v letu 2010, se je UniCredit Banka Slovenija d.d. uspešno kosala z izzivi in poslediËno izboljšala svojo dobiËkonosnost. 
Leta 2010 je bil operativni prihodek za 16, % višji kot leto prej in je dosegel 75 milijonov evrov. Banka je dosegla dobre rezultate na vseh poslovnih podroËjih. Skladno s priËakovanji se je dobro razvijala donosnost osnovne dejavnosti poslovanja s strankami. 
Skladno s konceptom kreiranja vrednosti se je Banka osredotoËila na strukturno izboljšanje rezultatov. Tako kot tudi že v prejšnjih letih se je Banka osredotoËila na posle, za katere ni potrebno zagotavljati veliko kapitala, kot so denimo banËne storitve in poslovanje s strankami. Pri odobravanju novih kreditov je Banka poskušala doseËi minimalno maržo, ki krije vse stroškovne dejavnike in hkrati zagotovi zahtevani donos na kapital. Kreiranje vrednosti se meri po ekonomski dodani vrednosti (EVA), ki poleg tradicionalnih meril dobiËkonosnosti upošteva tudi strošek kapitala. Ta koncept zagotavlja optimalno alokacijo kapitala znotraj poslovnih podroËij. 
Izkaz poslovnega izida za leto 2010 
»isti obrestni prihodki in dividende so se v primerjavi s preteklim letom poveËali s 40,67 milijona evrov na 55,29 milijona evrov, kar pomeni 6 % rast. Od tega je prihodek od dividend v letu 2010 znašal 2,29 milijona evrov, v letu 2009 pa 1,64 milijona evrov. V letu 2010 so bili glavni razlog za višje obrestne prihodke predvsem veËji obseg kreditov strankam in nižje obrestne mere na trgu, ki so, zahvaljujoË strukturi bilance stanja, imeli pozitiven uËinek na obrestne prihodke in odhodke. Banka se je prav tako prilagodila spremenjenim tržnim pogojem z izboljšanjem strategije pridobivanja sredstev. Slednje je bil glavni razlog za upad obrestnih odhodkov v letu 2010, ki pozitivno vplivajo na višje Ëiste obresti. 
Kljub dejstvu, da so bile marže pri kreditih pod velikim cenovnim konkurenËnim pritiskom in v znamenju poveËanih stroškov likvidnosti, je Banka poveËala prihodek od marž pri kreditih zaradi spremenjenih pogojev poslovanja. Marže na kreditih podjetjem so v letu 2010 še naprej rasle in so prevzele poveËane stroške likvidnosti, ki jih je Banka plaËevala. 
»iste provizije so v letu 2010 zrasle za 10,1 % in dosegle 18,74 milijona evrov (leta 2009, ki je bilo rekordno leto, so znašale 17,02 milijona evrov). Razlog za takšno zvišanje so rešitve ››po meri« ter osredotoËanje Banke na stranke, kar je poslediËno prineslo privlaËne produkte in konkurenËne storitve. Provizije iz naslova poslov z vrednostnimi papirji in skrbniških poslov so se kljub gospodarski krizi poveËale za 42,4 % in so tako znašale 5,0 milijona evrov. 
Provizije od kreditnih poslov so se znižale s 6,28 milijona evrov v letu 2009 na 5,46 milijona evrov v letu 2010. Na podroËju poslovanja s podjetji Banka pripoznava približek koncepta efektivnega donosa z razmejevanjem provizij na postavki obrestnih prihodkov. To pa ne velja za poslovanje s prebivalstvom. 
V skladu s priËakovanju Banke so bile provizije od plaËilnega prometa v državi in s tujino na podobni ravni kot leto poprej. Tako je ta kategorija v letu 2010 znašala 5,29 milijona evrov v primerjavi s 5,11 milijona evrov v letu 2009. 
OPERATIVNI PRIHODEK OPERATIVNI DOBI»EK DOBI»EK PRED KREDITI STRANKAM VLOGE STRANK 
+ 16 % + 5 % OBDAV»ITVIJO + 10 % - 5 % 
+ 41 % 












2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 
V letu 2010 so realizirani dobiËki in izgube iz finanËnih sredstev 

OPERATIVNI PRIHODKI in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz 

1 
poslovnega izida, znašali 0,65 milijona evrov, kar v primerjavi z 
1 
visokim rezultatom iz leta 2009 pomeni zmanjšanje za 0,72 milijona evrov. Znotraj te pozicije Banka izkazuje rezultat prodaje kapitalskih naložb in obveznic, razpoložljivih za prodajo, kot tudi odpise vrednosti kreditov, pripoznanih po metodi veljavnih obresti in o njihovih poplaËilih. 
19 
Trgovalni rezultat, ki vkljuËuje tako trgovalne dejavnosti za raËun 


Banke kot tudi dobiËke, ustvarjene iz poslovanja z izvedenimi finanËnimi instrumenti za stranke, je v letu 2010 upadel in dosegel 
1 
6  
17  
41  


0,80 milijona evrov dobiËka (2009: 5,75 milijona evrov). Od tega so izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju, znašale ,77 milijona evrov, kar predstavlja padec v višini 4,61 milijona evrov. Strm padec je posledica poveËevanja kreditnih premij na obvezniškem trgu. DobiËki in izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida, so se znižali z 0,14 milijona evrov na 0,01 milijona evrov, medtem ko je Ëisti prihodek iz teËajnih razlik znašal 4,59 milijona evrov in je torej ostal ne enaki, visoki ravni iz leta 2009, ko je znašal 4,77 milijona evrov. 
Banka je poroËala o izgubi v višini 0,6 milijona evrov (2009: izguba v višini 0,7 milijona evrov) iz odprave pripoznanja sredstev brez kratkoroËnih sredstev v posesti za prodajo. Znotraj te pozicije Banka poroËa o dobiËkih in izgubah iz odprave pripoznanja nepremiËnin, opreme in neopredmetenih sredstev. 
Zaradi poveËanega obsega poslovanja, dodatnih zaposlenih in inflacije so se v letu 2010 administrativni stroški Banke in amortizacija poveËali za 2,88 milijona evrov oziroma za 8 %. Banka nenehno poveËuje svojo produktivnost in uËinkovitost ter tako ohranja potrebo po novih zaposlenih na nizki ravni. Poleg tega se je Banka v letu 2010 osredotoËila na marketinške dejavnosti, ki so podprle širitev mreže poslovalnic in poveËevale prepoznavnost blagovne znamke UniCredit. Banka je ob tem svoje administrativne stroške upravljala skrbno in previdno. 
Stroški zaposlenih so se poveËali z 18,74 milijona evrov v letu 2009 na 20,5 milijona evrov v letu 2010. Glavni razlogi za poveËanje so dodatni zaposleni, prilagoditev plaË glede na inflacijo ter poveËan delež stroškov zaposlenih, ki se veže na variabilno plaËilo in nagrajevanje z bonusi zaradi izboljšane dobiËkonosnosti Banke. Ob 
Zneski v mio EUR 
2009 2010 

OSTALI NETO REALIZIRANI DOBI»KI 

IZ FINAN»NIH SREDSTEV, KI NISO MERJENA PO POŠTENI VREDNOSTI SKOZI IPI TRGOVALNI REZULTAT »ISTE OPRAVNINE »ISTE OBRESTI IN DIVIDENDE 
koncu leta 2010 je Banka imela 521, zaposlena za polni delovni Ëas (2009: 504,8), povpreËno pa je v tem letu za Banko delalo 517,7 zaposlenih za polni delovni Ëas (2009: 500,6). Banka je zvišala tudi stroške izobraževanja za 12 % na raven 74 tisoË evrov v letu 2010 (2009: 5 tisoË evrov). 
Ostali administrativni stroški so se v letu 2010 poveËali za 1,1 milijona evrov na 14,1 milijona evrov, kar je 8,7-odstotno 




FinanËni rezultati 

ODHODKI 
3 
5 

2 4 
14  
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20  


13  
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Zneski v mio EUR 
2009 2010 

poveËanje, medtem ko se je amortizacija poveËala s 4,44 milijona evrov v letu 2009 na 4,59 milijona evrov v letu 2010, kar predstavlja ,-odstotno poveËanje. 
UniCredit Banka Slovenija d.d. optimizira izgube zaradi oslabitev finanËnih sredstev z najsodobnejšimi metodami za obvladovanje tveganj in z osredotoËanjem na stranke z visoko kreditno sposobnostjo. V letu 2010 so dodatne slabitve sredstev, vkljuËno z rezervacijami, znašale 20,19 milijona evrov (2009: 16,97 milijona evrov), kar pomeni poveËanje v višini ,2 milijona evrov in je posledica prilagajanja tržnim razmeram in oblikovanja 6,20 milijona evrov dodatnih IBNR rezervacij za stranke, ki v roku poravnavajo svoje obveznosti (2009: 1,90 milijona evrov). 
Operativni dobiËek (dobiËek pred oslabitvami, rezervacijami in obdavËitvijo) je znašal 6,5 milijona evrov in je zrasel za 9,49 milijona evrov (5, %) v primerjavi z letom 2009. 
V letu 2010 je Banka dosegla dobiËek pred obdavËitvijo v višini 15,81 milijona evrov v primerjavi z 11,25 milijona evrov v letu 2009, kar pomeni poveËanje v višini 4,56 milijona evrov oziroma za 40,6 %. 
V okviru odhodkov za davke v višini 2,67 milijona evrov (2009: 2,45 milijona evrov) Banka beleži tekoËe davke v višini 2,56 milijona evrov (2009: 1,94 milijona evrov) in dobiËek iz naslova odloženih davkov v višini 0,10 milijona evrov (2009: 0,51 milijona evrov izgube). 
»isti dobiËek poslovnega leta znaša 1,15 milijona evrov v primerjavi z 8,80 milijona evrov v letu 2009, kar predstavlja poveËanje v višini 4,5 milijona evrov oziroma 49,4 %. 
Bilanca stanja za leto 2010 
V skladu s svojo strategijo je UniCredit Banka Slovenija d.d. zavezana k dobiËkonosni rasti. PoslediËno Banka ne verjame, da je rast bilanËne vsote sama po sebi dobro merilo poslovanja. Leta 2010 se je bilanËna vsota Banke zmanjšala za 271,88 milijona evrov ali za 8, % na 2.996,49 milijona evrov. Glavni razlog za zmanjšanje je dejstvo, da je likvidnostna situacija na trgu bolj stabilna ter da se je 
OSLABITVE IN REZERVACIJE STROŠKI DELA OSTALI ADMINISTRATIVNI STROŠKI AMORTIZACIJA DAV»NI ODHODKI 
Banka odloËila, da ne bo ohranjala veË sredstev pri centralni banki niti pri Bank Austria AG, ki je likvidnostno središËe finanËne skupine UniCredit za Slovenijo. Namen teh ukrepov je bil zagotoviti zadostno koliËino denarnih sredstev v kateremkoli trenutku. Vloge bank so se zmanjšale za 55,48 milijona evrov. 
Po drugi strani pa je Banka nadaljevala z aktivnim financiranjem strank, ki niso banke. Tako so se tovrstni krediti iz 2.099,10 milijona evrov v letu 2009 poveËali na 2.09,16 milijona evrov v letu 2010. 


FINAN»NA SREDSTVA 

15 

574  
2105  
353  
91  
78  


30 

10 
30 

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Zneski v mio EUR 
2009 2010 
DENAR IN STANJE NA RA»UNIH CB SREDSTVA NAMENJENA TRGOVANJU IN IZVEDENI FIN. INSTR. RAZPOLOŽLJIVA ZA PRODAJO KREDITI STRANKAM KREDITI BANKAM V POSESTI DO ZAPADLOSTI DRUGA SREDSTVA 
* Postavka ››Krediti strankam« vkljuËuje tako kredite, merjene po odplaËni vrednosti, kot tiste, merjene po pošteni vrednosti skozi izkaz poslovnega izida. 
PoveËanje je rezultat višjega povpraševanja po kreditih in splošnega izboljšanja gospodarskih pogojev. Kreditiranje nebanËnega sektorja predstavlja 77 % skupne bilanËne vsote (2009: 64 %). 
Postavka ››Denar v blagajni in stanje na raËunih pri centralni banki« se je v letu 2010 poveËala za 6,29 milijona evrov na 84,2 milijona evrov. 
Za prodajo razpoložljiva finanËna sredstva so se v letu 2010 poveËala s 52,61 milijona evrov na 90,75 milijona evrov. Pozicija je sestavljena iz kapitalskih naložb Banke, likvidnega portfelja, pozicij kreditnih premij pri obveznicah podjetij in bank ter delnic v podjetjih. Slednje ima Banka namen prodati, saj jih je pridobila kot rezultat unovËenja zavarovanj kreditov. 
Posojila in terjatve do bank so se znižali s 57,67 milijona evrov v letu 2009 na 25,64 milijona evrov. NajveËji del te razlike izhaja iz kratkoroËnih pozicij, kar je posledica stabilizacije likvidnostnih razmer na trgu ter namere Banke, da bo ohranjala manj razpoložljivih likvidnih sredstev. 
FinanËne naložbe v posesti do zapadlosti, kjer ima UniCredit Banka Slovenija d.d. obveznice lokalne banke, so znašale 29,89 milijona evrov in so primerljive z letom 2009, ko so znašale 29,77 milijona evrov. 
PoveËanje opredmetenih osnovnih sredstev in neopredmetenih sredstev z 22,15 milijona evrov na 24,0 milijona evrov odraža naložbe Banke v poslovno infrastrukturo. 
Zmanjšanje s 14,8 milijona evrov na 9,89 milijona evrov pri drugih sredstvih in davËnih terjatvah je v glavnem posledica terjatev v obraËunu iz naslova prodaje vrednostnih papirjev. 
V letu 2010 ni bilo finanËnih obveznosti do centralne banke v primerjavi z letom 2009, ko je ta postavka znašala 120,6 milijona evrov. Slednje je odražalo znesek repo transakcij, ki jih je Banka sklenila s centralno banko iz razlogov financiranja. 
FinanËne obveznosti, namenjene trgovanju, so se v letu 2010 poveËale za 68,59 milijona evrov in so dosegle vrednost 164,88 milijona evrov. Pozicija je sestavljena izkljuËno iz negativne tržne vrednosti izvedenih finanËnih instrumentov, s katerimi Banka trguje s strankami. 
Zmanjšanje na strani sredstev je bilo veËinoma financirano s finanËnimi obveznostmi, merjenimi po odplaËni vrednosti, ki so se zmanjšale z 2.86,58 milijona evrov v letu 2009 na 2.608,92 milijona evrov do konca leta 2010. 
Vloge strank so se rahlo znižale, in sicer za 7,9 milijona evrov na raven 782,8 milijona evrov. 



FinanËni rezultati 

FINAN»NE OBVEZNOSTI 191 

20 121 



Zneski v mio EUR 
Da bi ohranila dovolj kapitala in spoštovala uredbe Banke Slovenije glede kapitalske ustreznosti, Banka ohranja 0,15 milijona evrov podrejenih obveznosti (2009: 0,1 milijona evrov). 
Delniški kapital se je v letu 2010 na eni strani poveËal za preneseni 197 dobiËek iz leta 2009 in na drugi stani zmanjšal zaradi nižjega presežka za prevrednotenje. Zaradi financiranja prihodnje rasti in 24 tudi zato, da bo delovala skladno s predpisi Banke Slovenije, ki se 


nanašajo na kapitalsko ustreznost, bo Banka zadržala celotni dobiËek leta 2010 in ne bo izplaËala dividend. Delniški kapital znaša 197,05 milijona evrov (2009: 191,22 milijona evrov). 
2009 2010 
SKUPAJ KAPITAL DRUGE OBVEZNOSTI DO CENTRALNE BANKE KREDITI BANK (vkljuËene podrejene obveznosti) VLOGE STRANK VLOGE BANK IZVEDENI FINAN»NI INSTRUMENTI 
Poslovno poroËilo 



Poslovanje s prebivalstvom in malimi podjetji 


SPLOŠEN PREGLED 
Na podroËju poslovanja s prebivalstvom in malimi podjetji je bilo leto 2010 za UniCredit Banka Slovenija d.d. zopet zelo uspešno, saj smo kljub težkim makroekonomskim pogojem uspeli doseËi veËino zastavljenih ciljev. Skupno število strank se je poveËalo na veË kot 92.500, še posebej pa smo bili uspešni v segmentu malih podjetij, kjer smo naËrtovane prihodke presegli za 15 %. Na podroËju stanovanjskih kreditov smo svoj tržni delež poveËali na 1 %, medtem ko so depoziti gospodinjstev narasli za skoraj 20 %. 
Tako kot v prejšnjih letih je zadovoljstvo strank tudi v letu 2010 ostalo na najvišji ravni. V okviru metodologije zadovoljstva strank v finanËni skupini UniCredit že vrsto let poteka poglobljena raziskava zadovoljstva strank z našo Banko in s konkurenËnimi bankami na slovenskem trgu. Ta raziskava nam je tudi letos potrdila, da smo banka, s katero so stranke na slovenskem trgu najbolj zadovoljne. Tudi v prihodnje nameravamo prisluhniti našim strankam in neprestano vlagati v kakovost storitev ter tako zadostiti priËakovanjem in željam strank z zagotavljanjem optimalnih rešitev za njihove individualne potrebe. 
Zaradi ekonomskih pogojev smo se nenazadnje tudi moËno osredotoËili na upravljanje s tveganji. Brezposelnost pri prebivalstvu ter finanËne težave pri malih podjetjih so bili razlogi, zaradi katerih se je podobno kot leto poprej tudi v letu 2010 poveËalo število strank, ki so s težavo odplaËevale svoje kreditne obveznosti. Zato smo z namenom polnega upoštevanja regulativnih zahtev IBNR poveËali rezervacije iz naslova kreditnega tveganja za 15 %. V skladu z našimi standardi družbene odgovornosti podjetij smo z razumevanjem prisluhnili strankam ter jim s strokovnim nasvetom in z razliËnimi vrstami prestrukturiranj finanËnih obveznosti pomagali prebroditi težave. 

SEGMENTI IN PRODUKTI 
Ker želimo kar najbolje razumeti potrebe posameznih segmentov strank in jim ponuditi zanje ustrezne produkte in storitve, smo v letu 2010 reorganizirali podroËje marketinga v tri segmente: segment družinskega banËništva, segment osebnega banËništva in segment malih podjetij. V okviru oddelka Marketing in segmenti smo poleg tega oblikovali tudi posebno skupino, ki se ukvarja z razvojem sodobnih tržnih kanalov in drugo, ki je odgovorna za tržno komuniciranje. 
Segmenta družinskega in osebnega banËništva 
V letu 2010 smo oblikovali novo storitev - osebno banËništvo, ki je namenjena zahtevnejšim strankam, zlasti tistim, ki poleg klasiËnih banËnih storitev potrebujejo tudi nasvet, kako in kam naložiti svoja sredstva glede na svojo veËjo zmožnost varËevanja. Pri tem smo posebno pozornost namenili izboru in izobraževanju osebnih banËnikov, ki izpolnjujejo najvišje lokalne standarde. Posebej za stranke osebnega banËništva smo oblikovali tudi nov Elitni paket, ki strankam prinaša vrsto prednosti kot so Ërna BA Maestro kartica z višjim osnovnim limitom, neomejeno število transakcij preko izbranega banËnega kanala, posebne ugodnosti pri najemanju kreditov in pri naložbenih produktih ter dodatne ugodnosti naših poslovnih partnerjev. Z razvojem nove storitve priËakujemo, da bomo v prihodnje postali prva izbira za zahtevnejše stranke, ki od banke in od osebnega banËnika priËakujejo veË. 
V letu 2010 smo bili zelo aktivni tudi na podroËju depozitov in naložbenih produktov, saj smo skupaj z našimi mednarodnimi in priznanimi parterji bistveno razširili ponudbo naložbenih možnosti za stranke. S privlaËno in konkurenËno ponudbo depozitov smo uspeli poveËati skupen obseg depozitov glede na leto prej za skoraj 20 %. Poleg zanimivih kombinacij produktov kot je naložbeni dvojËek, pri katerem stranka del sredstev naloži v klasiËni depozit, del pa v druge naložbene produkte, smo v sodelovanju z zavarovalnico Generali d.d. kot prva banka v Sloveniji razvili bonus depozit, ki je kombinacija vezanega depozita in nezgodnega zavarovanja. Produkt je namenjen predvsem tistim strankam, ki želijo poleg vezave klasiËnega depozita svoji družini v primeru nepredvidenih dogodkov zagotoviti še dodatno varnost. 
Leto 2010 je bilo zelo pozitivno leto na podroËju življenjskih zavarovanj, kjer UniCredit Banka Slovenija d.d. sodeluje z zavarovalnico Ergo, institucionalnim panevropskim partnerjem finanËne skupine UniCredit. V letu 2010 smo prodali 1.600 zavarovalnih polic, kar je skoraj enkrat veË kot v letu poprej. Za stranke, ki išËejo naložbe z možnostjo višjih donosov, vendar po drugi strani ne želijo prevzeti tveganja izgube dela naloženih sredstev, smo med drugim razvili produkt Moja priložnost z omejenim vpisnim obdobjem. 
V sodelovanju z družbo za upravljanje Pioneer Investments smo pripravili tri razliËne naložbene strategije, ki so prilagojene naložbenim ciljem in nagnjenosti do tveganja posameznega vlagatelja: dinamiËni, harmoniËni, preudarni. Ti profili se uporabljajo kot referenca, kadar naše stranke izkoristijo prednosti vzajemnih skladov kot obliko naložbe v okviru svoje osebne porazdelitve sredstev. 
Tako kot v preteklih letih, ko smo postali znani kot banka s konkurenËno ponudbo kreditnih produktov, smo tudi v letu 2010 na tem podroËju zabeležili dobre rezultate. Skupen obseg kreditov smo v primerjavi s preteklim letom uspeli poveËati za veË kot 20 %, pri Ëemer smo bili posebej uspešni na podroËju stanovanjskih kreditov, kjer smo naš tržni delež poveËali na 12,9 %. Na podroËju potrošniškega kreditiranja smo zaznali rahel upad povpraševanja, ki ga delno povezujemo z nadaljevanjem negativnih makroekonomskih izgledov. 




Poslovanje Banke na razliËnih segmentih 

Da bi zagotovili varnost za tiste kreditojemalce, ki želijo sebe in svojce zavarovati pred kreditnimi obveznostmi v primeru nepredvidenega dogodka, smo v sodelovanju z zavarovalnico Ergo razvili življenjsko zavarovanje kreditojemalca Moja odgovornost, ki se je izkazalo kot ponudba pomembne vrednosti za naše kreditojemalce, tako pri stanovanjskih kot tudi pri potrošniških kreditih. 
Na podroËju kartiËnih produktov smo strankam ponudili novo MasterCard kartico z UEFA Champions League dizajnom ter nadgradili in poenostavili Visa plaËilno-kreditno kartico, ki jo stranke zdaj lahko uporabljajo bodisi kot plaËilno bodisi kot kreditno kartico. Zaradi naših prizadevanj na tem podroËju smo zabeležili 16-odstotno rast števila kartic glede na leto poprej. 
Privatno banËništvo 
Privatno banËništvo ponuja storitve najvišjemu segmentu strank, ki imajo na razpolago vsaj 400.000 evrov premoženja za naložbe. V letu 2010 smo segment privatnega banËništva reorganizirali po navodilih in standardih celotne finanËne skupine UniCredit. Da bi našim strankam posredovali kakovostne informacije o finanËnih trgih, smo oddelek Upravljanje premoženja preimenovali v Globalna naložbena strategija in ga organizacijsko približali poslovni mreži. 
Glavna lastnost naših storitev je celovito osebno svetovanje, ki zahteva Ëas za temeljito analizo potreb strank ter optimalno ponudbo individualnih finanËnih rešitev. FinanËno naËrtovanje, upravljanje premoženja, aktivno naložbeno svetovanje, reden pregled portfeljev in informacije o finanËnih trgih predstavljajo glavne storitve tega segmenta. 
Tudi za segment Privatno banËništvo trdno verjamemo, da smo banka odliËnosti predvsem zaradi lokalnega znanja in virov finanËne skupine UniCredit, ki je na voljo našim strankam. 
FinanËna skupina UniCredit je eden veËjih upravljavcev premoženja v Evropi in vodilni igralec v regiji SVE, saj upravlja z veË kot 12 milijardami evrov sredstev. Dostop do globalnih finanËnih trgov ter znanja, ki jih ponuja finanËna skupina UniCredit, predstavljajo jasne prednosti za naše stranke. 

Segment malih podjetij 
Segment malih podjetij (pravnih oseb, katerih promet ne presega 1,5 milijona evrov) je leto 2010 zakljuËil zelo uspešno, saj smo naËrtovane prihodke presegli za 15 %. Skupno število strank se je poveËalo na skoraj 6.000, kar pomeni 18-odstotno poveËanje števila strank glede na leto 2009. Svoje znanje smo dopolnjevali s sodelovanjem s podjetji in Slovenskim podjetniškim skladom ter Evropsko investicijsko banko, s Ëimer smo strankam v letu 2010 ponudili ugodne vire dolgoroËnega financiranja. 
Aktivni smo bili tudi pri podpori lokalnih skupnosti, saj smo v sodelovanju s Slovensko obrtno-podjetniško zbornico pripravili izobraževalne dogodke za mala in srednje velika podjetja, in sicer v Kranju, Kopru, Celju, Novem mestu in Mariboru. Dogodki so bili zelo dobro obiskani in so naleteli na zelo pozitiven odziv udeležencev. 

OBETI 

Leto 2011 zaËenjamo z zelo ambicioznimi naËrti. Uspešno poslovanje poslovnih enot, ki smo jih odprli v preteklih treh letih, nam daje dodatno zaupanje v strategijo širjenja poslovne mreže. V letu 2011 naËrtujemo odprtje desetih novih poslovnih enot, prav tako pa bomo posebno pozornost posvetili nadaljnjemu razvoju sodobnih tržnih poti. 
Z ohranjanjem visoke kakovosti naših storitev in najvišjega zadovoljstva strank, z nadaljnjim nenehnim izboljševanjem ponudbe ter širjenjem poslovne mreže trdno verjamemo, da bomo postali prva izbira za stranke v Sloveniji ne glede na njihove banËne potrebe: od dnevnega poslovanja, varËevanja in naložb do pomoËi pri financiranju. 
Poslovanje s podjetji in investicijsko banËništvo 


SPLOŠEN PREGLED 
Leto 2010 so zaznamovali znaki poËasnega okrevanja slovenskega gospodarstva, ki so jih še naprej spremljali zahtevne razmere na trgu, težave nekaterih panog in podjetij, predvsem pa negotovost glede prihodnosti. Tudi razmere v banËnem sektorju so še naprej ostale zahtevne, saj so se banke sooËale s poveËanim deležem slabih terjatev in omejenim obsegom kreditno sposobnih povpraševanj. BanËni sektor je poostril kreditne standarde, kar je dodatno vplivalo na zniževanje rasti bilanËne vsote in odobrenih posojil. Skupen obseg kreditov slovenskega banËnega sektorja je do konca 2010 dosegel 9.14 milijonov evrov, kar pomeni 1,2 % medletni upad. Obseg kreditov podjetjem se je glede na 2009 zmanjšal za 2,6 % in dosegel 19.649 milijonov evrov. Banke so politiko obrestnih marž prilagodile poslabšanju bonitete strank, ob tem pa se je delež prihodkov iz naslova obrestnih prihodkov glede na neobrestne prihodke še poveËal. Zaradi povišanega kreditnega tveganja so se bistveno poveËevale tudi rezervacije v banËnem sektorju, ki po eni strani natanËneje odražajo sprejeta tveganja, deloma pa tudi popravljajo v preteklosti premalo konzervativno oblikovane rezervacije. 
Po drugi strani so finanËni trgi pozdravili napore držav in naddržavnih organizacij za umirjanje napetosti na gospodarskem in fiskalnem podroËju, hkrati pa so obvezniški in z obveznicami povezani trgi kaznovali poveËano kreditno tveganje (nekaterih) držav. Zviševanje zahtevane donosnosti nekaterih državnih obveznic je zato v letu 2010 doseglo rekordne ravni, ki so imele pomemben vpliv na številne obvezniške portfelje. 
SpecifiËne tržne razmere so krojile tudi poslovanje UniCredit Banka Slovenija d.d. V letu 2010 je Banka v okviru reorganizacije poslovanja združila segmenta poslovanja s podjetji in investicijskega banËništva v divizijo Poslovanje s podjetji in investicijsko banËništvo, s Ëimer sta se povezali prej loËeni, a vsebinsko izjemno povezani enoti, ki s svojimi produkti in storitvami skrbita za segment podjetij in institucij. Divizija Poslovanje s podjetji in investicijsko banËništvo je zahtevnim razmeram navkljub v letu 2010 dosegla dobre rezultate. Prihodki tega segmenta so presegli lanske za 6,6 %. Hkrati se je poveËal tudi obseg kreditov podjetjem, ki je konec leta 2010 dosegel 1.60 milijonov evrov. 


SEGMENTI IN PRODUKTI 
Divizijo Poslovanje s podjetji in investicijsko banËništvo od leta 2010 naprej vsebinsko sestavljajo tri zaokrožene, a med seboj smiselno povezane celote, ki s svojimi produkti in storitvami skrbijo za potrebe podjetij. V okviru Podjetniškega svetovanja in storitev Banka podjetjem nudi financiranje in druge klasiËne banËne produkte. Globalno transakcijsko banËništvo ponuja storitve s podroËja upravljanja z denarnimi sredstvi in zunanje-trgovinskega financiranja ter skrbniške storitve, v okviru Produktov in finanËnih trgov pa Banka nudi storitve za finanËne institucije, borzno posredovanje, zakladniške produkte in trguje za raËun Banke. 
Podjetniško svetovanje in storitve 
Na podroËju podjetniškega svetovanja in storitev je bilo tudi sicer zahtevno leto 2010 uspešno, saj je Banka dosegla dobre rezultate in z vidika ustvarjenih prihodkov ponovno presegla zastavljene naËrte. Na tem podroËju so bili prihodki Banke kar 22 odstotkov nad rezultatom iz leta 2009. Poudariti velja predvsem izjemno rast prihodkov na podroËju poslovanja s srednje velikimi slovenskimi podjetji, ki je v letu 2010 dosegla kar 45 odstotkov. Banka je torej na podroËju podjetniškega svetovanja in storitev zadržala svoj tržni položaj glede na ostale banke, kar v obstojeËih razmerah in ob bolj konzervativni politiki na podroËju kreditnega tveganja predstavlja pomemben uspeh. 
Dosledno upoštevanje bonitete podjetij, zadostnega denarnega toka za poplaËilo obveznosti in kakovosti ponujenih zavarovanj je temeljno vodilo Banke pri odloËanju o vstopu v nove posle. Zaradi bolj konzervativnega pristopa k širitvi portfelja in želje po ohranitvi kakovostnega portfelja Banke se je tržni delež UniCredit Banka Slovenija d.d. na podroËju podjetniškega svetovanja in storitev glede na predhodno leto nekoliko zmanjšal. Pri tem pa je pomembno, da je Banka tudi v letu 2010, ko je celotni slovenski banËni sektor na podroËju financiranja podjetij zastal, poveËala obseg kreditov do podjetij za 2 % glede na leto 2009. Tudi v prihodnje strategija Banke ostaja enaka: Banka bo še naprej vstopala le v posle, ki so kakovostni in zagotavljajo zadosten denarni tok za poplaËilo obveznosti, hkrati pa nudijo ustrezno razmerje med donosom in sprejetimi tveganji. Seveda pa se bomo še naprej trudili izpolniti priËakovanja podjetij. 
Da smo pri izpolnjevanju priËakovanj podjetij, ki so že naše stranke, uspešni, potrjujejo tudi rezultati ankete o zadovoljstvu strank, ki so vsako leto bolj spodbudni. Iz njih lahko ugotovimo, da UniCredit Banka Slovenija d.d. na podroËju poslovanja s podjetji uspešno zadovoljuje potrebe strank, tako s širokim naborom produktov za razliËne potrebe svojih strank kot tudi s strankam prilagojenimi rešitvami in odliËnim, partnerskim odnosom do strank. Z uspehi želimo nadaljevati tudi v prihodnje, zato bomo še naprej skrbeli za razvoj produktov in storitev, ki bodo zadovoljevali potrebe podjetij, kakor tudi za dobre odnose s strankami. 
Obseg kreditov do podjetij se je v letu 2010, kljub zahtevnim pogojem na trgu in konzervativnemu pristopu k odobravanju financiranja, poveËal za 27,4 milijona evrov. Rast je izhajala iz poveËevanja financiranja v segmentu srednje velikih podjetij, ki je obseg kreditov poveËal kar za 22 %. Na drugi strani so viri sredstev do podjetij ostali na približno enaki ravni kot v letu 2009. Banka je imela konec leta 2010 za 28,7 milijona evrov depozitov podjetij. 


Globalno transakcijsko banËništvo 
PodroËje globalnega transakcijskega banËništva predstavlja enega izmed tistih stebrov, v okviru katerega Banka stalno razvija nove produkte po meri strank. To podroËje sestavljajo naslednji enakopravni stebri poslovanja s strankami: Upravljanje z denarnimi sredstvi, Trgovinsko in izvozno financiranje ter dokumentarni posli in Skrbniške storitve. Glede na prejšnje leto so se prihodki na tem podroËju poveËali za 75 % in s tem moËno presegli zastavljene cilje. 
K odliËnim rezultatom so prispevali vsi trije stebri globalnega transakcijskega banËništva, predvsem pa izjemni rezultati s podroËja skrbniških storitev, ki je bilo zelo uspešno kljub krizi na kapitalskih trgih. Tako so se sredstva strank pod skrbništvom poveËala za 50 % in so konec decembra 2010 presegla 4,6 milijarde evrov. Ustvarjeni neto prihodki iz naslova skrbniških storitev so bili v letu 2010 za 67 % vi.ji kot v letu 2009. Glavni razlog za porast sredstev v skrbništvu je poveËanje naložb tujih vlagateljev v obveznice Republike Slovenije. K poveËanju sredstev pa so pripomogle tudi poveËane aktivnosti nekaterih globalnih skrbnikov na slovenskem trgu. Banka je bila tudi v letu 2010 vodilna banka v Sloveniji na podroËju skrbniških storitev za tuje vlagatelje. 
Na podroËju upravljanja z denarnimi sredstvi smo v letu 2010 uvedli novo storitev zbiranja denarnih sredstev (t.i. cashpooling) za slovenska podjetja s hËerinskimi družbami v tujini. Storitev je zaradi svoje tehniËne naprednosti prva takšne vrste v Sloveniji. Med prvimi v Sloveniji svojim poslovnim strankam ponujamo tudi storitev izmenjave e-raËunov, ki bo v prihodnjih letih korenito spremenila naËin poslovanja vseh podjetij. Na podroËju trgovinskega in izvoznega financiranja pa smo v letu 2010 obstojeËim storitvam financiranja izvoza v sodelovanju s SID, odkupom terjatev in dokumentarnim poslom dodali še storitev financiranja dobaviteljev 
(t.i. supply chain finance, service). 




Poslovanje Banke na razliËnih segmentih 

Produkti in finanËni trgi 
V segmentu produktov in finanËnih trgov je Banka beležila slabše rezultate od lanskih. Razlog za poslabšanje je predvsem v zaostrenih okolišËinah na finanËnih trgih. UniCredit Banka Slovenija d.d. namreË svoj portfelj sestavlja konzervativno, veËinoma iz obveznic in na obrestne mere vezanih produktov, ki pa so v preteklem letu utrpeli rekorden upad vrednosti, še posebej zato, ker smo bili prviË od vzpostavitve EMU sooËeni s krizo na ravni posameznih držav Ëlanic (GrËija, Irska, Španija). SpriËo takšnega stanja na trgu je vpliv rezultata iz trgovanja negativen in bistveno vpliva na nedoseganje zastavljenih ciljev, ki ga niso mogli odpraviti niti dobri rezultati iz drugih delov podroËja. Rezultat iz trgovanja je vplival tudi na rezultat Banke na podroËju neobrestnih prihodkov. Ti so se v celotni diviziji zaradi negativnega rezultata iz trgovanja glede na leto 2009 znižali, a so podatki kot takšni nekoliko zavajajoËi, saj so se klasiËni neobrestni prihodki (provizije) glede na leto 2009 dejansko poveËali za 2,9 milijona evrov. Ob izloËitvi vpliva rezultata iz trgovanja je rast neobrestnih prihodkov Banke v segmentu poslovanja s podjetji in investicijskega banËništva glede na leto 2009 dosegla 25,6 %. 
Na delniških trgih in trgih izvedenih finanËnih instrumentov je bilo leto 2010 še vedno obdobje visoke nestanovitnosti in odvisnosti trgov od dnevnih novic o uspešnosti ukrepov za umirjanje krize in znakov okrevanja. Glavni svetovni delniški indeksi so se dvignili iz nizkih ravni prejšnjega leta, hkrati pa je bilo zaradi zahtevnih gospodarskih razmer in poslediËno slabše bonitete manj strank primernih za uporabo nekaterih bolj tveganih finanËnih produktov. Poslovanje Ljubljanske borze je zaznamoval bistven upad prometa (ta se je glede na predhodno leto skoraj prepolovil), ne glede na to pa je UniCredit Banka Slovenija d.d. tudi v letu 2010 vodila na podroËju navadnih poslov borznega posredovanja. Banka je pri navadnih poslih posredovala v skoraj petini (17,5 %) prometa Ljubljanske borze, v skupnem prometu (ki upošteva tudi posle s svežnji) pa je Banka dosegla še vedno vodilni 14,4-odstotni delež. 
V letu 2010 je bila Banka zelo uspešna z vidika odnosov s strankami na podroËju finanËnih trgov in produktov. Banka je uspe.no izvedla dva mandata za izdajo obveznic strank v skupni vrednosti 850 milijonov evrov. 

OBETI 
V letu 2011 je priËakovati nadaljnje okrevanje globalnega gospodarstva, oživitev naložb in potrošnje. Tudi v Sloveniji se bo po napovedih gospodarska rast moËneje obudila in se dvignila na 2,5 odstotka. PoslediËno je moË priËakovati, da bo kreditni krË popustil, Ëeprav bodo banke še naprej vztrajale pri stroajih kreditnih standardih in s tem poskušale znižati vpliv potencialnih rezervacij na svoje dobiËke. Za banke bo zato še toliko bolj pomembna uspešnost pri odkrivanju dobrih novih poslov in tudi zagotavljanju ustrezne strukture financiranja. Ker je osnovno vodilo za Banko vstopanje v posle, ki so kakovostni, zagotavljajo zadosten denarni tok za poplaËilo obveznosti in hkrati nudijo ustrezna razmerja med donosom in tveganji, tudi v prihodnje priËakujemo zmerno rast kreditnega obsega Banke, ki bo še naprej temeljila na kakovosti. 
Na podroËju globalnega transakcijskega banËništva bomo tudi v prihodnje razvijali produkte in storitve, ki kar najbolj ustrezajo trenutnim potrebam strank in tako zagotavljali najboljši nabor storitev za podjetja. Celovita rešitev za stranke bo še naprej ostala kljuËno vodilo Banke, poudarek pa bo na nadaljevanju razvoja elektronskih poti poslovanja ter podpora Banke podjetjem v celotni dobaviteljski verigi. Na podroËju skrbniških storitev se bomo potrudili, da bomo s ponudbo novih storitev in dvigom kakovosti obstojeËih storitev zadržali vodilno vlogo pri skrbniških storitvah tujim finanËnim ustanovam. 
Na podroËju finanËnih trgov bo po napovedih tudi leto 2011 polno nestanovitnosti in negotovosti, ki pa se bo ob podpori boljših gospodarskih obetov umirjala. PoslediËno priËakujemo tudi postopno izboljšanje rezultatov na podroËju produktov in finanËnih trgov, ki bo podkrepljeno z nadaljnjim razvojem po potrebah strank krojenih storitev, poglobljenega znanja in odliËnih odnosov. 
UniCredit Banka Slovenija d.d. bo tudi v prihodnje sledila ambicioznim ciljem na podroËju poslovanja s podjetji in investicijskega banËništva, in sicer: 
• 
z nadaljnjo rastjo prihodkov, donosnosti in izboljšanjem razmerja med prihodki in povpreËno tehtano tvegano aktivo; 

• 
s ciljnim pridobivanjem novih strank; 

• 
z ohranjanjem strank v središËu naših naporov in pozornosti; 

• 
z nadaljnjim poveËevanjem zadovoljstva strank v primerjavi z drugimi bankami in glede na preteklo obdobje; 

• 
z ohranitvijo oziroma doseganjem vodilnega mesta na podroËju nekaterih produktov kot so upravljanje z denarnimi sredstvi, instrumenti za zmanjševanje tveganj, instrumenti kapitalskih trgov, projektno financiranje in drugih; 

• 
z doslednim upoštevanjem regulatornih zahtev; 

• 
z izboljšanjem notranjih procesov v smislu poveËanja uËinkovitosti poslovanja in še višje kakovosti storitev za stranke, z razvijanjem znanj, izkušenj in zadovoljstva ekipe, kar je pogoj za dolgoroËno uspešnost. 


Zaledno poslovanje 
V okviru reorganizacije Banke je bila maja 2010 izpeljana integracija podpornih aktivnosti v novonastali diviziji Globalne banËne storitve (GBS - Global Banking Services). Reorganizacija UniCredit Banka Slovenija d.d. je potekala skladno s smernicami matiËne banke. Sprememba banËne organiziranosti iz produktne v procesno zagotavlja usmeritev vsakega organizacijskega dela Banke v polno servisiranje strank ob visoki stroškovni uËinkovitosti. Uskladitev organizacijskega modela omogoËa Banki izrabo prednosti velike banËne skupine in zagotavlja enotne procese znotraj Banke. 
Znotraj divizije so se oblikovali trije oddelki, in sicer: Informacijsko­komunikacijska tehnologija (ICT), Organizacija in logistika ter BanËna operativa in storitve. V oddelku Informacijsko-komunikacijska tehnologija so centralizirane vse aktivnosti, ki se nanašajo na razvoj in podporo informacijskih rešitev ter komunikacijske infrastrukture. V oddelku Organizacija in logistika so centralizirane dejavnosti, ki so povezane z organiziranostjo Banke, z upravljanjem projektnega in procesnega portfelja, z upravljanjem s prostori Banke, splošnim servisom in nabavo. V oddelku BanËna operativa in storitve so centralizirane aktivnosti plaËilnega prometa, podpora upravljanju s podatki strank, raËuni in gotovino, podpora kreditnemu poslovanju ter podpora borznemu posredovanju, zakladništvu in upravljanju z loro/nostro raËuni. 

Informacijska podpora poslovanju 

Na podroËju informacijske podpore poslovanju je bilo leto 2010 za UniCredit Banka Slovenija d.d. v znamenju nadaljevanja aktivnosti na avtomatizaciji poslovnih procesov, nadgradnje orodij za upravljanje z dokumenti, uvajanja informacijske podpore IRB baselskim standardom ter razvoja dodatnih storitev pri kartiËnem, plaËilnem in e-banËnem poslovanju. 
Dvigovanje ravni storitev in odzivnosti ter zviševanje produktivnosti kompleksnih poslovnih procesov z njihovo informatizacijo (uvajanje 
t.i. ››workflow« orodij), ki je bilo sproženo v letu 2008, se je v letu 2010 intenzivno nadaljevalo in razširilo na nova podroËja. ZakljuËena je bila implementacija podpore za proces odobravanja hipotekarnih kreditov za prebivalstvo ter proces za upravljanje komitentov. Projekt informatizacije procesa odobravanja potrošniških kreditov je v zakljuËni fazi s predvidenim prehodom v redno uporabo marca 2011. Vsi procesi so v osnovi povezani z dokumentnim sistemom Banke. 
Podpora Basel II standardom ocene kapitalske ustreznosti, ki so sinhronizirani na ravni celotne Skupine, je bila ena najpomembnejših prednostnih nalog IT razvoja tudi v letu 2010. Uvedena je bila vrsta razširitev informacijskega sistema (vrednotenje in spremljanje tveganosti strank, nadzor nad zavarovanji kreditnih poslov, nadzor nad poplaËili slabih terjatev), za celovito zbiranje in nadzor podatkov pa smo nadgrajevali centralno skladišËe podatkov, ki je trenutno predvsem namenjeno obdelavi Basel II povezanih informacij. Del tega je tudi vzpostavitev sistema za nadzor in obvladovanje kakovosti podatkov. 
Pri uveljavitvi enotnega obmoËja plaËil v evrih (SEPA) je Banka v SEPA shemo aprila 2010 prenesla vse trajne naloge, julija 2010 smo podprli uporabo Ëezmejnih SEPA direktnih bremenitev ter novembra 2010 implementirali nov univerzalni plaËilni nalog. 
Razvoj novih storitev s podroËja kartiËnega poslovanja je stalnica Banke. V letu 2010 smo pri Maestro karticah zaËeli uporabljati nove DDA Ëipe (višja stopnja varnosti in znižanje tveganj). Banka je tudi zakljuËila ››D secure issuing« razvoj, ki je namenjen veËji varnosti ob uporabi plaËevanja s kartico preko spleta. 
Na podroËju elektronskega banËništva je UniCredit Banka Slovenija 
d.d. v letu 2010 uvedla uporabo e-raËunov v E-bank sistemu. V Online b@nki so bile razvite storitve za podpro poslovanja srednjih in velikih podjetij (elektronski izpiski, uvoz nalogov, distribuirano podpisovanje), vzpostavljena pa je bila tudi podpora oglaševanju (dodan oglasni prostor na vhodni strani, omogoËeno pošiljanje oblikovanih sporoËil doloËenim skupinam uporabnikov). 
V letu 2010 smo z novo aplikacijo optimizirali delo na podroËju izvršb, nadgrajen je bil sistem za pošiljanje poroËil Banki Slovenije ter izpeljan prenos telefonije iz analogne na IP tehnologijo. 
V letu 2011 bo Banka nadaljevala s projekti informacijske podpore poslovnim in zalednim procesom ter z aktivnostmi pri podpori Basel II standardom. Ena od kljuËnih usmeritev pa bo tudi razvoj novih tehnologij ali spremenjena uporaba obstojeËih zaradi dviga stroškovne uËinkovitosti. 


Organizacija in logistika 
V letu 2010 je Banka vzporedno upravljala s 25 veËjimi projekti, ki so bili predvsem usmerjeni na uvajanje novih storitev za stranke ter implementacijo zahtev regulatorjev. Delež projektov, ki jih je morala Banka sprožiti zaradi zahtev regulatorjev, se je v zadnjih dveh letih poveËal in znaša že okrog 60 %. 
Optimizacija procesov je stalnica, ki ji je Banka sledila tudi v letu 2010. V ospredju so bili procesi povezani s podporo IRB baselskim standardom in podporo nekaterim produktom (izvedeni finanËni instrumenti in skrbništva). V letu 2010 je tudi finanËna skupina UniCredit naredila korak naprej k poenotenju procesov in pripravila nov koncept upravljanja s procesi ter novo procesno matriko. Oba koraka sta pomembna za poenotenje vseh procesov znotraj Ëlanic Skupine. 
V letu 2010 sta bili uspešno izpeljani prenovi poslovnih enot Nova Gorica in Trbovlje. V Novem mestu sta bili urejeni dodatni pisarni za poslovanje z malimi podjetji. V veËjem številu poslovnih enot Banke so bila preurejena svetovalna mesta, ki po novem omogoËajo veË zasebnosti pri poslovanju s komitenti. Glede na naËrte o širitvi poslovne mreže Banke v letu 2011 smo v letu 2010 sprožili intenzivno iskanje ustreznih lokacij za nove poslovalnice ter izvedli razpis za izvajalce njihove izgradnje. 
Da bi poveËali varnost poslovanja in zmanjšali operativna tveganja, je bilo izpeljano sidranje vseh dnevno-noËnih trezorjev Banke. Nekateri dnevno-noËni trezorji so bili nadomešËeni z novimi. 




Poslovanje Banke na razliËnih segmentih 

BanËna operativa in storitve 
V letu 2010 smo nadaljevali z integracijo zalednih aktivnosti ter se usmerjali v avtomatizacijo procesov za dosego veËje uËinkovitosti in bolj kakovostne podpore za naše stranke. 
Integrirali smo upravljanje z gotovinskim poslovanjem (podpora odvodov in dotacij iz poslovnih enot do centralnega trezorja) in centralizirali podporo depozitnemu poslovanju za fiziËne osebe. V sklopu avtomatizacije procesov smo v zakljuËni fazi implementacije nove sistemske podpore za odpiranje strank, njihovih transakcijskih raËunov, priklopov e-banËnih rešitev in naroËanja plaËilnih, debetnih in kreditnih kartic. Ta sistemska rešitev omogoËa veËjo uËinkovitost in kakovost ter zagotavlja skladnost z zahtevami zakonodaje tako na podroËju podatkov kot dokumentov. 
Na podroËju podpore zakladništvu in borznemu posredovanju se je zaradi veËje uËinkovitosti in kakovosti razvilo veË sistemskih in procesnih kontrol. Ob koncu leta 2010 je bila implementirana sistemska povezanost analitiËne in knjigovodske aplikacije za avtomatizacijo knjiženja sredstev strank, ki jih ima Banka v upravljanju. Prav tako je v teku implementacija sistemske podpore za avtomatizacijo knjiženja zakladniških poslov denarnega trga. 
Na podroËju podpore kreditnemu poslovanju je bilo izvedenih veË sistemskih rešitev za izboljšanje kakovosti podatkov o zavarovanjih. 
INDEKS RASTI ŠTEVILA TRANSAKCIJ V DOMA»EM IN TUJEM PLA»ILNEM PROMETU (v %) 
145,80 
2009 2010


DomaËi plaËilni promet Tuji plaËilni promet 


OBSEG KARTI»NIH TRANSAKCIJ (v %) 
143 


Maestro kartice MasterCard kartice VISA kartice 

RAST OBSEGA KARTIC (v %) 149 

2008 2009 2010 
Maestro kartice MasterCard kartice VISA kartice 


ELEKTRONSKO BAN»NIŠTVO - PRIRASTEK PO SISTEMIH IN UPORABNIKIH (v %) 158
156 


Online b@nka za fiziËne osebe - uporabniki 
E-bank in MultiCash za pravne osebe - namestitve 

Nadgrajen je bil postopek opominjanja ter izvedene potrebne procesne prilagoditve s ciljem pridobitve soglasja Banke Slovenije za uporabo Basel II IRB pristopa. Uvedena je bila sistemska povezanost analitiËne in knjigovodske aplikacije za avtomatizirano knjiženje stanovanjskih kreditov zavarovanih s hipoteko. 
PlaËilni promet so v letu 2010 ponovno zaznamovale zakonske spremembe. Tako je bila v okviru uvedbe enotnega obmoËja plaËil v evrih (SEPA) izvedena uporaba UPN obrazca in vzpostavitev ter izvrševanje pasivne udeležbe v Ëezmejnih SEPA direktnih bremenitvah. 

Rast števila transakcij se je v letu 2010 nadaljevala tako v domaËem kot tudi v Ëezmejnem in mednarodnem plaËilnem prometu. Pri tem se je delež elektronsko posredovanih plaËilnih nalogov poveËal v vseh segmentih. 
Razvoj novih storitev na podroËju kartiËnega poslovanja se je nadaljeval tudi v letu 2010. Uporabnikom plaËilnih kartic MasterCard smo omogoËali varnejše spletno nakupovanje z uporabo -D Secure. PodroËje varnosti je še dopolnil prehod na novo generacijo kartiËnega Ëipa s podporo DDA. Trend rasti transakcij, opravljenih s karticami izdanimi s strani banke, se je nadaljeval tudi v letu 2010. 
Na podroËju elektronskega banËništva je UniCredit Banka Slovenija 
d.d. v letu 2010 nadaljevala razvoj predvsem na podroËju novih storitev in produktov v obstojeËih sistemih. Elektronsko banko za pravne osebe smo prilagodili novim SEPA zahtevam in vpeljali nov produkt - e-raËun. Še naprej se uspešno nadaljuje trend poveËevanja deleža uporabnikov elektronskega banËništva. 



Izzivi leta 2011 
V letu 2010 se je banËno posredništvo v Sloveniji sooËalo z vrsto težav, ki so bile posledica gospodarske in finanËne krize in so se odražale predvsem v naslednjih posledicah: 
• 
krËenje bilanËne vsote, 

• 
zmanjšano financiranje nebanËnega sektorja, 

• 
hitro rastoË delež slabih kreditov, 

• 
rastoËe obrestne marže, 

• 
majhna rast celotnih prihodkov in 

• 
dodaten padec banËnega dobiËka. 

»eprav je UniCredit Banka Slovenija d.d. v razliËnih segmentih poslovanja dosegla bistveno boljše rezultate od vrste tekmecev in od celotne banËne skupnosti, ima trden namen rezultate v prihodnjem letu še izboljšati, predvsem na naslednje naËine: 

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Glede na bistven padec kreditiranja nebanËnega sektorja v zadnjih dveh letih si bo Banka prizadevala s selektivnim in skrbnim pristopom, z razliËnimi krediti, zadovoljiti potrebe po finanËnih virih posameznikov, malih in srednjih podjetij kot tudi veËjih skupin. Pri tem bo temeljno vodilo Banke analiza vseh vrst tveganj in dolgoroËna vzdržnost pri konkurenËnem nastopu na trgu. Hkrati s tem bo Banka skupaj z obstojeËimi pogodbenimi partnerji iskala optimalne možnosti glede na dane razmere na trgu, v zvezi z modifikacijo veljavnih pogodb, da bi ublažili vplive krize in prispevali k doseganju boljših rezultatov. 

• 
Odprtost slovenskega gospodarstva oziroma mednarodna menjava ostaja tudi v prihodnje eden temeljnih kamnov za nadaljnjo prosperiteto države. Zato si bo Banka prizadevala na temelju sinergije in sodelovanja znotraj celotne finanËne skupine UniCredit v še veËji meri podpreti tovrstne aranžmaje, tako s klasiËnim ››trgovskim financiranjem« kot tudi z drugimi produkti, ki jih je razvila Skupina in postajajo vse pomembnejši temelj rasti prihodkov, tako pri pogodbenih partnerjih kot tudi pri Banki sami. 

• 
Da bi se Banka še bolj približala fiziËnim kot tudi vsem vrstam pravnih subjektov, bo nadaljevala z razvojem poslovne mreže, ki je bil zaradi krize konec leta 2008 zaËasno ustavljen. Kriza je dodatno pokazala, kako pomembna je tesna povezava med dvema poslovnima partnerjema. Zato je motiv za dejansko prisotnost na razliËnih novih lokacijah še toliko veËji. Banka se zaveda pomena in podpore informacijske tehnologije, hkrati pa tudi dejstva, da je osebni stik s partnerji še vedno najpomembnejši, saj se temeljno 





Poslovanje Banke na razliËnih segmentih 

zaupanje ustvarja in ostaja med ljudmi. Ne glede na slednje si bo Banka prizadevala z dodatnimi vlaganji v informacijsko tehnologijo še izboljšati banËno ponudbo, tako z vidika informacijske podpore kot tudi z vidika kakovosti in hitrosti opravljanja posameznih transakcij. 
• 
Banka bo dodatno skrb posvetila razvoju privatnega banËništva, ki v zadnjem Ëasu - tudi ob spoznanjih finanËne krize - postaja še pomembnejše. FinanËna skupina UniCredit, ki ima na tem podroËju bogate izkušnje in ugled, bo s svojim znanjem in obstojeËo mrežo še dodatna osnova za veËjo izbiro produktov in hkrati za veËjo varnost. Prav varnost pa postaja po spremembi predpisov v Sloveniji glede varovanja depozitov še pomembnejši element pri razliËnih naložbenih odloËitvah posameznikov. 

• 
Konsolidacija javnih financ zahteva od države še boljše upravljane z obstojeËim dolgom, hkrati pa tudi dodaten angažma na mednarodnih trgih pri pridobivanju optimalnih finanËnih virov. Banka si bo prizadevala na podlagi dosedanjega uspešnega sodelovanja z državo na tem podroËju tudi v prihodnje, skupaj s celotno finanËno skupino UniCredit, za primerno informiranje trga zaradi Ëim bolj uspešnega plasiranja obveznic oziroma organiziranja banËnega sindikata. Podoben namen bo Banka imela tudi pri finanËni podpori posameznim veËjim projektom, ki jih država namerava realizirati na podroËju infrastrukture. 

• 
Nestanovitni kapitalski in devizni trgi so prinesli med tržne udeležence marsikatera nova spoznanja, vËasih tudi grenka in nepriËakovana. Zato si bomo prizadevali s pomoËjo izvedenih finanËnih instrumentov tovrstna tržna tveganja Ëimbolj omejiti, predvsem pri dolgoroËnih poslih, da bi bil konËni rezultat za obe pogodbeni stranki Ëim boljši. 

• 
Namen Banke bo tudi dodatno vlagati v znanje zaposlenih, saj so tovrstne naložbe med najpomembnejšimi, tako z vidika Banke kot tudi z vidika banËnega partnerstva, ki potrebuje profesionalno in kakovostno storitev oziroma nasvet. Banka se zaveda, da je odliËnost poslovanja, ki temelji na najvišjih etiËnih standardih in odgovornosti, najboljše povabilo tudi vsem tistim, s katerimi Banka v tem trenutku še ne posluje, ima pa namen tudi z njimi zaËeti poslovno sodelovanje. 

• 
Družbena odgovornost za blaginjo vseh deležnikov in lokalnih skupnosti bo tudi v prihodnje pomembna skrb vseh zaposlenih v Banki. Zavedamo se namreË, da zaupanje tlakuje pot skupnemu in širšemu, zato si bomo prizadevali, da se krepi in pripelje do še boljših rezultatov, ki bodo v zadovoljstvo obeh partnerjev. 


premagovati, da bi bili skupni rezultati na ravni celotne države ponovno vedno boljši. Le z boljšimi rezultati bomo uspešneje nastopali na domaËem kot tudi na tujih trgih in s tem postali še bolj privlaËni za dodatne lastninske naložbe, podprte z razliËnimi oblikami financiranja. Zavezana tem ciljem si bo Banka v letu 2011 prizadevala doseËi najboljše rezultate. 
Zavedamo se, da so spremenjeni ››terms of trade« - kot rezultat svetovne krize in dodatno lokalnih posebnosti - bistveno vplivali na rezultate vseh tržnih udeležencev. Zato nam morajo biti spoznanja zadnjih dveh let dodatna vzpodbuda in napotek, kako ovire najbolje 
Poslovno poroËilo 




Upravljanje s tveganji 

V letu 2010 se je potrdilo dejstvo, da upravljanje s tveganji ostaja med temelji banËnega poslovanja. Kljub nenehnemu razvoju in izpopolnjevanju pristopa k upravljanju s tveganji kot tudi k upravljanju s kapitalom banke ni moË vedno z gotovostjo predvideti vseh bodoËih tržnih dogodkov. To še posebej velja za dogodke izredne narave. Za upravljanje s tveganji v UniCredit Banka Slovenija 
d.d. skrbi divizija Upravljanje s tveganji. 

Skladno s priËakovanji je bilo leto 2010 z vidika kreditnih tveganj izzivov polno leto. Preventivni in korektivni ukrepi, ki jih je Banka izvedla ob zaËetku finanËne in ekonomske krize v letih 2008 in 2009, so v povezavi s preudarno kreditno politiko Banko obranili pred pomembnejšo izpostavljenostjo v odnosu do gradbenega sektorja kot tudi do finanËnih holdingov v težavah. Ne glede na to pa se je v letu 2010 pomembno poveËal obseg problematiËnih izpostavljenosti tako v poslovanju s podjetji kot v banËništvu s prebivalstvom. 
Banka je na poslabšano splošno kreditno sposobnost v okolju odgovorila s prenovo poroËanja o kreditnih tveganjih, s Ëimer naj bi pridobila popolnejše in bolj pravoËasne informacije, ki omogoËajo hitrejše odzivanje na opozorilne signale. Banka je implementirala avtomatsko orodje za spremljanje zgodnjih opozorilnih signalov. Okrepila je enoto za prestrukturiranje naložb in izterjavo. Banka je prav tako loËila procesa prestrukturiranja in izterjave z namenom poveËati osredotoËenost in izplen iz posamezne aktivnosti. 
Junija 2010 je Banka uvedla nov model ocenjevanja IBNR slabitev za neproblematiËni del portfelja z namenom odgovoriti na spremembe v kreditni sposobnosti okolja. 
V letu 2010 je Banka oblikovala za 20,54 milijona evrov dodatnih neto oslabitev, kar predstavlja veË kot 1,5-kratnik v primerjavi z naËrtom in 5 milijonov evrov veË kot v predhodnem letu. PoveËanje je posledica splošnega poslabšanja gospodarskega okolja. Skoraj tretjina novo ustvarjenih oslabitev izhaja iz oblikovanja IBNR1 slabitev. Dobra tretjina pa je posledica oblikovanja slabitev na treh najveËjih problematiËnih naložbah. Skladno s splošno poveËanimi stroški tveganj je UniCredit Banka Slovenija d.d. pravoËasno pristopila h korekciji cene za prevzemanje kreditnih tveganj. 
V letu 2010 je UniCredit Banka Slovenija d.d. nadaljevala z uporabo standardiziranega pristopa k izraËunu zahtevanega kapitala za kreditna tveganja. Konec leta 2010 pa je Banka Slovenije potrdila pripravljenost UniCredit Banka Slovenija d.d. za priËetek uporabe naprednejšega F-IRB2 pristopa s 1. januarjem 2011. UniCredit Banka Slovenija d.d. bo tako prva banka v Sloveniji, ki bo priËela z uporabo 
1   IBNR je kratica z a angleški izra z Incurred But Not Repor ted, ki oznaËuje skupinske slabit ve za delujoË por tfelj. 
2    F-IRB je anglešk a k ratic a z a Foundation Internal Rating Based pristop. 
IRB pristopa. Banka je trdno prepriËana, da slednje s strateškega vidika pomeni pomembno primerjalno prednost pri aktivnem oblikovanju kakovosti kreditnega portfelja Banke. 
Trenutno stanje v gospodarskem okolju in še posebej kratkoroËne napovedi so še vedno izpostavljene pomembnim negotovostim. Razlike v trenutni in priËakovani gospodarski rasti med posameznimi segmenti slovenskega gospodarstva so oËitne. »e je leto 2010 predstavljalo pomemben preizkus v primerjavi s preteklimi leti, bo leto 2011 po priËakovanjih Banke polno novih izzivov, s katerimi se bo potrebno spoprijeti, predvsem zaradi vpliva težav pri velikih podjetjih in skupinah na mala in srednje velika podjetja. 
Zato se bo Banka še naprej osredotoËala na ustrezna prestrukturiranja problematiËnih izpostavljenosti, obenem pa bo nadaljevala z izboljševanjem svojih kreditnih procesov kot tudi z aktivnostmi spremljanja kreditnega portfelja. Na podroËju tržnih in operativnih tveganj se bo Banka še naprej osredotoËala na ohranjanje visoke ravni spremljanja tveganj v skladu z veljavno zakonodajo in predpisi kot tudi razvojem znotraj finanËne skupine UniCredit. 
Strategija prevzemanja tveganj v letu 2011 bo temeljila na previdnem poveËevanju izpostavljenosti z namenom generiranja zadostnih prihodkov za ohranjanje in poveËevanje sposobnosti Banke za pokrivanje priËakovanih in nepriËakovanih izgub. 


UniCredit Banka Slovenija d.d. si kot del finanËne skupine UniCredit1, vodilne evropske banke, prizadeva biti samoiniciativna in aktivna na podroËju družbene odgovornosti tudi in še posebej v Ëasu nestanovitnih razmer na trgu. Zdaj je pravi Ëas za vzpostavitev in dodatno graditev zaupanja in dokaz, da Banka strankam stoji ob strani tudi v težjih Ëasih. Naša prednost je zavzetost pri iskanju najboljših rešitev za vse deležnike. Enakopravnost, preglednost, spoštovanje, vzajemnost in svoboda delovanja pa so tiste vrednote, ki jim pri svojem družbeno odgovornem delovanju še posebej vestno sledimo. 
Za Banko je kljuËno, da si v javnosti - tako lokalno kot tudi znotraj Skupine - ustvarja zaupanje, ga s svojimi dejanji utrjuje in tudi na primeren naËin komunicira. Še toliko bolj je slednje pomembno v Ëasih, ko so razmere na trgih izredno spremenljive in ko poslovni partnerji išËejo najbolj varne in stabilne rešitve ter sogovornike. 
Gradimo dobro klimo v podjetju, saj želimo najboljšim sodelavcem ponuditi dovolj izzivov in udobno delovno okolje. Naše delovanje nadgrajujemo v skladu z vrednotami, ki smo jih zapisali v Listini o vrednotah, ki je skupna vsem Ëlanicam finanËne skupine UniCredit. 

Odnos do sodelavcev 
V UniCredit Banka Slovenija d.d. se zavedamo, da so zaposleni vir moËi, energije in znanja, ki prispevajo k doseganju dolgoroËnih ciljev Banke ter zadovoljstvu strank in sodelavcev. Zato njihovemu razvoju posveËamo veliko pozornost. 
KOMUNICIRANJE S SODELAVCI 
Naši sodelavci delovanje Banke odsevajo navzven in so kljuËen dejavnik graditve ugleda v oËeh ostalih deležnikov. Z aktivnostmi, ki smo jih izvajali tudi v letu 2010, smo jim želeli pokazati, da je njihov prispevek pomemben, dobrodošel in cenjen. 
S komunikacijo smo poudarjali povezanost prodajnih in neprodajnih enot ter skupno zavezanost k istemu cilju - uresniËevanju ciljev Banke. Z aktivno komunikacijo in izvedbo projektov kot so Dan Listine o vrednotah, Dan kulture, z zbiranjem donacij s strani zaposlenih pod okriljem fundacije Unidea, s programom izobraževanja perspektivnih kadrov UniQuest, z obvešËanjem o možnostih izobraževanja in zaposlitve v Skupini ter z drugimi projekti (od teh jih je kar nekaj potekalo v vseh državah, kjer je Skupina prisotna), smo tkali povezave tudi s finanËno skupino UniCredit. 
1   Skupina UniCredit ae od leta 2000 pripravlja poroËilo o svoji druabeni odgovornosti. UniCredit Banka Slovenija d.d. se v poroËilu s podatki pojavlja od leta 2007 dalje v sklopu draav srednje in v zhodne Evrope (http:// w w w.unicreditgroup.eu/en /Sustainability/ Sustainabilit y _ repor t.htm?sParam=2008&sParam1). PoroËilo o druabeni odgovornosti Skupine za leto 2008 je bilo v skladu z zahtevami GRI in s stopnjo ustreznosti na nivoju B+. V podrobnostih ra zkriva ak tivnosti, ki jih iz vaja Skupina in prika ae povezave med strategijami z a druabeno odgovornost in odnosi z deleaniki. Deveto poroËilo po vrsti vkljuËuje naslednje draave: It alija, NemËija, Avstrija, Poljska, Bolgarija, Hr va.ka, »e.ka, Romunija, Rusija, Srbija, Slova.ka, Slovenija in Madaarska, kjer je v Ëlanicah Skupine pribliano 114.000 z aposlenih. 
O aktualnih temah smo zaposlene obvešËali s pismi uprave, osebnimi pismi, elektronsko pošto, s prenovo intranetne strani Banke ter osebno, na sreËanjih z zaposlenimi. Aktivno smo se vkljuËevali tudi v pripravo spletnega meseËnika, ki je zaËel izhajati v vseh državah regije srednje in vzhodne Evrope znotraj Skupine, Ëetrtletno pa smo izdajali lokalne interne novice z imenom KomUNIkacija. 
S sodelavci in skupaj z družbama UniCredit Leasing d.o.o. in UniCredit CAIB Slovenija d.o.o., drugima dvema Ëlanicama Skupine v Sloveniji, smo se sreËali v Kranjski Gori na praznovanju tretje obletnice našega novega imena. V duhu kombinacije zabave in družbeno koristnega dela smo se lotili prenove doma, v katerem letujejo otroci z manj priložnostmi. Vsi Ëlani uprave so se na dogodku pomerili v kreativnem izzivu postavljanja igralnih hišk za otroke. Sodelavci Banke so po otvoritvi vsake od hišk z referendumom izbrali najboljšo. To je bila le še ena od aktivnosti, s katerimi smo dokazali, da družbeno odgovornost, ki jo imamo zapisano, živimo tudi v praksi. Prenovitvena dela so potekala pod vodstvom enega najboljših slovenskih športnih plezalcev, Klemena BeËana, kasneje pa se je udeležencem pridružil tudi pokojni Jure RobiË in nekaj navdušenih kolesarjev (vsako leto namreË veliko število sodelavcev pride na dogodek s kolesom) pospremil na pot na VršiË. 
Ob uspešno zakljuËenih posebnih projektih, ki so zahtevali tudi veliko osebnega prizadevanja, se je vodstvo Banke kljuËnim sodelavcem osebno zahvalilo. S tem smo poudarili njihovo vlogo pri projektih ter nagradili njihova prizadevanja. 
Pri komunikaciji s sodelavci so moËi in znanje združili štabni službi Korporativna identiteta in komunikacije ter Služba za upravljanje s Ëloveškimi viri in oddelek Marketing. Z izpeljanimi aktivnostmi smo prispevali k poveËanju vpetosti sodelavcev v življenje Banke, k veËji pripadnosti in motivaciji za uspešno nadaljnje delo. 

RAST ŠTEVILA ZAPOSLENIH IN ZAPOSLOVANJE 
UniCredit Banka Slovenija d.d. zagotavlja kandidatom za zaposlitev enake možnosti zaposlovanja ne glede na spol ali drugo osebno okolišËino. V zadnjih petih letih (od leta 2006 do 2010) se je število zaposlenih v UniCredit Banka Slovenija d.d. neto poveËalo za 296 sodelavcev. NajveËjo rast smo zabeležili v letu 2008, ko smo kljub razburkanim razmeram na trgu izvedli enega najveËjih naložbenih projektov in odprli 6 novih poslovalnic (››Branch expansion« projekt). V letu 2011 pa glede na naËrte, pripravljene v drugi polovici leta 2010 za naslednje 5-letno obdobje, zopet predvidevamo nadaljevanje organske rasti z novimi poslovnimi enotami. 
Število zaposlenih je od zaËetka leta 2009 stabilnejše kot v preteklih obdobjih. UniCredit Banka Slovenija d.d. je na zaËetku leta 2010 zaposlovala 541, konec leta pa 566 sodelavcev. MeseËno smo v povpreËju dodatno angažirali še 5 študentov. Prirast zaposlenih v zadnjem letu znaša torej 4,4 %. 
RAST ŠTEVILA ZAPOSLENIH 
566 

2002 2003 2004 2005 2006 2007 2008 2009 2010 

PovpreËna starost zaposlenih v Banki je 6 let. Strukturo zaposlenih po spolu sestavlja 62,5 % žensk in 7,5 % moških, pri Ëemer razmerje glede na leto 2009 ostaja približno enako. Skrbimo tudi za raznolikost med zaposlenimi, kar se kaže med drugim v mešani strukturi zaposlenih (med zaposlenimi so namreË  tujci ali 0,5 %, kar je posledica programov razvoja zaposlenih znotraj Skupine) in strukturi vodij po spolu, saj je v vodstvenih strukturah na vseh ravneh 51,5 % žensk in 48,5 % moških. Po kolektivni pogodbi je skupaj zaposlenih 97,7 % zaposlenih. 
V letu 2010 se nam je pridružilo 56 novih sodelavcev, 1 pa jih je Banko zapustilo (od tega 1 upokojitev). Z novimi zaposlenimi smo sklenili 29 pogodb za doloËen Ëas, 9 pogodb za pripravništvo, ostale zaposlitve pa so bile za nedoloËen Ëas. PovpreËno je imela Banka meseËno preko leta 78 zaposlenih za doloËen Ëas in 7 zaposlenih pripravnikov, kar je skupaj 15 % zaposlenih za doloËen Ëas. Odstotek zaposlenih za doloËen Ëas se je v primerjavi s koncem leta 2009 poveËal za 2,4 odstotni toËki. V Banki so  zaposleni skupaj veË kot 10 let in  veË kot 20 let, ter ena delavka veË kot 0 let. V letu 2010 je bilo na porodniškem dopustu povpreËno tekom celega leta 6 porodnic (6, % celotne populacije zaposlenih), skupaj pa se je našim sodelavcem in sodelavkam rodilo 40 otrok. 17 oËkov je koristilo tudi oËetovski dopust. 
Glede na odloËitev Banke, da bo v letu 2011 odpirala nove enote, naËrtujemo poveËano zaposlovanje predvsem razliËnih profilov svetovalcev za delo s strankami. 


IZOBRAZBENA STRUKTURA 

Veliko pozornost Banka in njeni zaposleni posveËajo znanju in izobrazbi, kar potrjuje podatek, da je v Banki 6 % zaposlenih z doktoratom oziroma magisterijem (povišanje za 1 odstotno toËko glede na leto 2009), 50,9 % zaposlenih z višjo, visoko strokovno oziroma univerzitetno izobrazbo (povišanje za 0, odstotne toËke), 4,1 % zaposlenih pa ima srednjo izobrazbo (znižanje za 1, odstotne toËke v primerjavi z letom 2009). Trend kaže na zviševanje izobrazbene strukture v prid visoke strokovne oziroma univerzitetne stopnje. 

USPOSABLJANJE IN IZOBRAŽEVANJE 
V letu 2010 je Banka za izobraževanje namenila 0,4 % sredstev od skupnih prihodkov, znesek, porabljen v izobraževalne namene, pa je ostal na ravni predhodnega leta. Ne glede na precej omejena sredstva je Banka uspela zadostiti najpomembnejšim izobraževalnim potrebam, za kar je bila nagrajena tudi z uvrstitvijo med izbrance ››TOP 10 izobraževalni management 2010«. To priznanje, ki ga vsako leto prejme deset organizacij v Sloveniji, ki sistematiËno vlagajo v znanje, podeljuje družba Planet GV v sodelovanju z Inštitutom za izobraževalni management Sofos. V letu 2010 se je Banka tudi prviË odloËila, da bo finanËno pomagala zaposlenim, ki študirajo ob delu, v primeru, Ëe izpolnjujejo pogoje za subvencije. Iz tega naslova je Banka namenila 8.450 evrov, finanËno pa je s tem priskoËila na pomoË petim zaposlenim, od katerih trije študirajo na Fakulteti za komercialne in poslovne vede (dva na dodiplomskem in eden na podiplomskem programu), dva sodelavca pa sta vpisala doktorski študij, eden prava in drugi matematike. 
Skupaj je bilo v letu 2010 izvedenih preko 17.100 ur izobraževanja. V povpreËju se je vsak zaposleni izobraževal  pedagoških ur, pri Ëemer je bil povpreËni strošek za izobraževanje na zaposlenega 418 
IZOBRAZBENA STRUKTURA ZAPOSLENIH 
Dr., Mag. 




6,0 % 
V. stopnja 


4,1 % 




Družbena odgovornost 

IZOBRAŽEVANJE 
31.000 


2005 2006 2007 2008 2009 2010 
evrov. Vsebine, ki so jih pokrivala izobraževanja, so tako banËno strokovna kot izobraževanja na podroËju prodajnih tehnik, vešËin vodenja ter izpopolnjevanja jezikovnih znanj. V letu 2010 smo izvedli dva nova modula Akademije vodenja, ki sta obravnavala tematiki Ëustvene inteligence pri vodenju ter vodstvenega komuniciranja, za nove vodje pa smo ponovili tri že izvedene module in sicer ››Komuniciranje vizije, strategije in poslovnih ciljev«, ››Sprejemanje in posredovanje feedbacka« in ››Stili vodenja«. 
Delež internih izobraževanj je znašal 42 % (0-odstotno zvišanje glede na leto 2009), pri Ëemer so bile pokrite naslednje vsebine: produktna in procesna izobraževanja (skupaj približno 68 % vseh internih izobraževanj), uvajalni seminar za novozaposlene ››Dobrodošli med najboljšimi« (skupaj 11 % vseh internih izobraževanj), prodajne in komunikacijske vešËine (skupaj 11 % vseh internih izobraževanj) ter prepreËevanje pranja denarja in financiranja terorizma (skupaj 10 % vseh internih izobraževanj). 
Uvajalni seminar ››Dobrodošli med najboljšimi«, katerega namen je hitrejša in lažja vkljuËitev novo zaposlenih sodelavcev ter spoznavanje vizije in strategije glavnih organizacijskih enot ter njihovih vlog v podjetju, poteka v Banki že od leta 2004. Seminar je bil od svojega zaËetka izveden že 29-krat, v letu 2010 pa se ga je v treh ponovitvah udeležilo 4 sodelavcev. Temu seminarju je bilo namenjenih 4,5 % pedagoških ur vsega izobraževanja. 

DELEA INTERNEGA IN EKSTERNEGA IZOBRAAEVANJA V LETU 2010 
Interno izobraaevanje 

Eksterno 
izobraaevanje 


Tudi v letu 2010 smo izvajali program upravljanja s talenti, katerega je 15 mladih perspektivnih sodelavcev zakljuËilo s pripravo treh aktualnih projektov: ››Collateral management«, ››Easy to deal with« in ››E-novice«. V okviru programa razvoja talentov je bila poleti izvedena 2-dnevna delavnica, namenjena graditvi in razvoju timskega dela (t.i. teambuilding) na temo ››Vloga vodje v timu«. Jeseni nas je v Sloveniji obiskal trener Kerr Wells, ki za potrebe bank v Skupini izvaja treninge vodenja in je za naše talente pripravil -dnevno delavnico ››Leadership 4 Results«, za vodje pa ››Giving and Receiving Feedback«, oboje v angleškem jeziku. Svetovalci in analitiki s podroËja poslovanja s podjetji pa so sodelovali v zanimivi -dnevni simulacijski poslovni igri ››Decision Base«, ki sta jo vodila trenerja iz UniCredit Banke na Dunaju. 
Na podroËju licenc je v preteklem letu 17 sodelavcev opravilo izpit za prodajo investicijskih skladov, 16 sodelavcev pa je uspešno opravilo preizkus strokovnih znanj, potrebnih za opravljanje poslov zavarovalnega posredovanja. Skupno je imelo ob koncu leta 2010 v Banki dovoljenje za trženje vzajemnih skladov 99 sodelavcev, za zavarovalno posredovanje 5 sodelavcev, borzno licenco pa ima 11 sodelavcev. 
V skupni kvoti izobraževalnih ur je bilo 7 % ur namenjenih banËnim strokovnim izobraževanjem, 15 % ur pa je bil delež usposabljanja za uporabo vodstvenih vešËin in sposobnosti, 4 % ur pokriva izpopolnjevanje na podroËju prodajnih in komunikacijskih spretnosti, 

VSEBINA IZOBRAŽEVANJ 

VešËine vodenja 
Tuji jeziki 15 % Prodajne in 8 % komunikacijske ve.Ëine 


za izobraževanje s podroËja tujih jezikov pa je bilo namenjenih 8 % od skupne kvote izobraževalnih ur. 
RAZVOJ ZAPOSLENIH IN NAGRAJEVANJE 

Banka že nekaj let sistematiËno skrbi za razvoj kljuËnih kadrov (s pomoËjo programa Executive Development Plan - EDP) in perspektivnih kadrov (Talent Management Review - TMR), kar vodimo na ravni celotne Skupine ter skozi program razvoja talentov, ki smo ga do leta 2010 izvajali na lokalni ravni. Za leto 2011 pa smo lokalni program razvoja talentov in TMR združili v skupni program razvoja talentov. 
Tako kot v letu 2009 smo tudi v letu 2010 identificirali skupino potencialnih mladih strokovnjakov in jih usposabljali za vodstvene vloge v prihodnosti. Program je zakljuËilo 14 strokovnjakov in potencialnih mladih vodij. Program razvoja talentov je tako v 2 letih zakljuËilo dobrih 5 % zaposlenih. V program razvoja kljuËnih kadrov je vkljuËenih dobrih 8 % zaposlenih, in sicer celotna vodstvena struktura, vkljuËno z verjetnimi nasledniki za posamezno funkcijo. 
Bistvo vseh programov je skrb za kontinuiteto razvoja zaposlenih, njihovih sposobnosti in znanj ter skrb za zagotavljanje novih generacij sposobnih vodij in strokovnjakov, ki bodo zagotavljali dolgoroËno stabilnost in rast poslovanja Banke. 
Znotraj Skupine obstaja izredno veliko možnosti za dodatno usposabljanje in izobraževanje v mednarodnih ekipah in mednarodnem okolju. V letu 2011 potekajo razliËni podiplomski in magistrski programi, ki ponujajo dodatna znanja na podroËju investicijskega in podjetniškega banËništva in poslovanja s prebivalstvom. Skupina izvaja tudi program Uniquest, v katerega se lahko prijavi vsak zaposleni in po prestanem postopku izbora v enem letu skupaj s kolegi in kolegicami iz Skupine eno leto deluje na realnih poslovnih projektih Skupine. Iz naše Banke se je vsako leto v ta program uspelo uvrstiti enemu zaposlenemu, tako da imamo v svojih vrstah štiri ››uniquesterje«, ki so po uspešno zakljuËenem programu vedno obvezni Ëlani skupine naslednje generacije talentov. 
Za razvoj zaposlenih skrbimo sistematiËno tudi s pomoËjo sistema ciljnega vodenja, katerega kljuËne znaËilnosti so skupno postavljanje ciljev (vodja - zaposleni) z vsakim zaposlenim ter medletno ocenjevanje ter posredovanje povratne informacije o uspešnosti pri delu. 
Letni razvojni pogovor kot del ciljnega vodenja predstavlja osnovo za razvoj zaposlenih in ga opredeljujemo kot konkurenËno prednost, saj je osnova za tak pogovor ocena kvantitativnih in kvalitativnih ciljev ter vedenj oziroma kompetenc. Rezultat vodenja s pomoËjo ciljev je veËja seznanjenost s cilji in strategijo Banke ter posameznimi organizacijskimi enotami in s tem veËje zadovoljstvo. Hkrati je sistem nagrajevanja vezan na doseganje ciljev posameznika. 
V letu 2010 je na podlagi razvojnih programov, ciljnega vodenja, letnih razvojnih programov in potreb Banke skupaj napredovalo dobrih 20 % zaposlenih, od tega skoraj 7 % vertikalno, ostali pa horizontalno. 
RAZISKAVA O ZADOVOLJSTVU ZAPOSLENIH 
Od leta 2006 v okviru finanËne skupine UniCredit izvajamo raziskavo 
o zadovoljstvu zaposlenih, ki predstavlja kljuËen element našega modela upravljanja z zaposlenimi in njihovimi sposobnostmi in znanji. Anketo izvajamo vsako leto in tako leto za letom merimo napredek pri naših prizadevanjih za ohranitev in poveËanje uspešnosti poslovanja ter za ustvarjanje prijetnega delovnega okolja, v katerem zaposleni lahko polno izražajo svoje potenciale, povratne informacije pa nam pomagajo izboljšati tudi kakovost odnosov in zadovoljstvo naših sodelavcev. 
V letu 2010 je v raziskavi sodelovalo veË kot 14.000 zaposlenih iz celotne Skupine in z nami delilo svoje obËutke in misli v zvezi s profesionalnim življenjem v Skupini. V UniCredit Banka Slovenija 
d.d. je bil odstotek udeležbe 81 %, kar je odraz visoke zavzetosti naših zaposlenih, ki predstavlja eno izmed naših glavnih prednosti. 
Rezultati raziskave, ki je potekala v januarju 2010, so pokazali, da so v primerjavi s prejšnjim letom zaznave zaposlenih glede posameznih vidikov delovanja Banke ostale na enaki ravni kot preteklo leto ali pa so se le rahlo spremenile. 

Družbena odgovornost 

Na podlagi pridobljenih podatkov in analize kljuËnih gonilnikov zavzetosti za našo Banko smo izpostavili glavna podroËja, ki se jim bomo še bolj kot do sedaj posveËali v letu 2011. Rezultate letošnje raziskave o zadovoljstvu smo objavili na intranetni strani, 
o konkretnih razlogih za rezultate pa smo se pogovorili na fokusnih delavnicah, ki jih je vodila služba Upravljanje s Ëloveškimi viri. V okviru teh delavnic smo tudi zbirali predloge, kaj lahko vsi skupaj naredimo, da spremenimo doloËen vidik delovanja Banke in našega poËutja v njej. Velik poudarek je bil na tem, da smo vsi soodgovorni za poËutje nas samih in s tem tudi za delovanje celotne Banke. Tudi na podlagi rezultatov teh sreËanj je potekal usmerjeni pogovor vodstva (uprava in vodje divizij ter štabnih služb) o kritiËnih podroËjih in pripravi akcijskega naËrta s kljuËnimi aktivnostmi za spremembe, kjer je bil poseben poudarek na podroËju komunikacije, upravljanja z delovno uspešnostjo in vodenja. 
Vse spremembe in ukrepe smo prepletli s poudarjanjem samoizobraževanja, promocijo vseh izobraževalnih aktivnosti znotraj Banke in tudi znotraj Skupine. V skladu s to naravnanostjo smo zelo ponosni tudi na interno knjižnico, v kateri imamo že veË kot 100 enot, njihovo število pa vztrajno raste. 
V letu 2010 smo nadaljevali tudi z Akademijo vodenja, ki vodjem zagotavlja pridobivanje znanj s pomoËjo trenerjev iz prakse in vsebuje vsebine, ki smo jih opredelili v kompetenËnem modelu vodij. Bolj smo se (in se še bomo) posvetili temu, da so izobraževanja vezana na dejanske potrebe zaposlenih in organizacijskih enot in se doloËijo med letnimi razvojnimi pogovori, osredotoËili pa smo se tudi na razvoj vodstvenega potenciala mladih talentov Banke. 
Konec leta 2009 smo prviË v okviru Skupine izvedli interno raziskavo 
o zadovoljstvu zaposlenih s kadrovskimi storitvami. Na podlagi rezultatov te raziskave smo v letu 2010 izvedli mnoge aktivnosti, med drugim je bil dan poudarek na kadrovsko komunikacijo (vzpostavili smo kadrovsko komunikacijsko strategijo, priËeli z izdajanjem kadrovskega Ëasopisa z imenom HRMD noviËke, objavo zanimivih kratkih Ëlankov o komunikaciji za vsakdanjo rabo). Poleg tega redno meseËno obvešËamo o zanimivih izobraževanjih v prihodnjem mesecu, priËeli smo z delavnicami za vodje pod naslovom ››Managers as HR Champions« in uvedli skrbnika posameznega razpisa za prosto delovno mesto, da lahko sam proces izbora kadrov teËe hitreje in bolj transparentno. 
V letu 2010 smo na temeljih iz prejšnjih let nadaljevali z dobrimi praksami, med katerimi je tudi zajtrk z upravo. Svoje misli, poglede in predloge so z upravo delili zaposleni v diviziji Globalne banËne storitve, starši veËjega števila otrok, predstavniki generacije Y in zaposleni z inovativnimi idejami o spremembah, ki bi jih lahko uvedli. Z namenom spoznavanja delovanja službe Upravljanje s Ëloveškimi viri smo v jeseni 2010 zaËeli z neformalnim druženjem, in sicer smo sodelavce iz razliËnih enot povabili na jutranjo kavico in neformalen klepet z naslovom ››Prideš?«. 
Še posebej smo ponosni na dejstvo, da smo bili decembra 2010 med prejemniki certifikata Družini prijazno podjetje in smo se tako pridružili vrsti uspešnih podjetjih, ki so že pridobila ta naziv. V skladu s tem veliko pozornost posveËamo družinam in usklajevanju službenega in družinskega življenja naših zaposlenih. Med ukrepi, ki smo jih že izvedli, velja izpostaviti otroški bonus, ki pomeni, da smo vsem staršem, katerih otroci so s prvim septembrom prviË sedli v šolske klopi, omogoËili spremljanje otrok v šolo in jim omogoËili izredni dopust. V skladu s to vizijo bomo posamezne ukrepe uresniËevali tudi naslednja leta. Poleg tega spodbujamo sodelavke, da se odloËajo za 4-urni delovnik po vrnitvi iz porodniške odsotnosti s 65-odstotnim izplaËilom plaËe. Med ostalimi ukrepi, ki smo jih že uvedli, velja omeniti še premiËni delovnik, že nekaj let pa za najmlajše poskrbimo tudi z obiskom BožiËka ter Ëestitko z darilcem ob rojstvu. 
Zaposleni v zalednih službah so se o delovanju enot lahko pouËili na Dnevu v poslovni enoti, v okviru katerega so nekateri zaposleni en dan preživeli v poslovni enoti. Seveda je tudi zaposlene v poslovnih enotah zanimalo, kako poteka delovni dan v zalednih službah. Tako so nekateri zaposleni iz enot en dan preživeli na sedežu Banke in se tako spoznali z našim delom. Oba dneva sta v veliki meri pripomogla, da bolje razumemo delovanje posamezne enote in njen pomen, prav tako pa smo vidno izboljšali medsebojno sodelovanje. 
SKRB ZA VREDNOTE 
Tudi v letu 2010, natanËneje 24. septembra, smo se ob Dnevu vrednot posvetili vrednotam (enakopravnost, zaupanje, spo.tovanje, preglednost, svoboda delovanja, vzajemnost), ki posamezniku pomagajo pri delu in ga podpirajo v delovanju do na.ih deleanikov (zaposlenih, lokalnih skupnosti, delniËarjev in strank). Na ta dan smo si na delavnicah izmenjevali zgodbe " primere iz prakse, kjer so se konkretni zaposleni oziroma organizacijske enote izkazale z delovanjem v duhu vrednot na.e Banke. Tako smo na podlagi 15 izbranih zgodb izbrali zmagovalno zgodbo izkazovanja spo.tovanja in medsebojnega sodelovanja razliËnih enot znotraj Banke. 
Institut ombudsmana, ki je v Banki uveljavljen od konca leta 2007, omogoËa neodvisno moanost vlaganja morebitnih pritoab zaradi kr.itev Listine o vrednotah, ki jih povzroËijo dejanja ali obna.anja med zaposlenimi ali med zaposlenimi in Banko. Na ta naËin aelimo pospe.iti re.evanje medosebnih konfliktov in teaav, spodbujati sodelovanje na delovnem mestu ter ustvarjati sinergije v delovanju med Ëlanicami Skupine. Delovanje ombudsmana se nana.a na podroËje diskriminacije na delovnem mestu, diskriminacije na podlagi subjektivnih kriterijev, namenskega zadraevanja informacij, psihiËnega nadlegovanja (mobbing), spolnega nadlegovanja, zasledovanja, zalezovanja in podobno. 
Imenovali smo namestnico ombudsmanke. Obe ombudsmanki sta nekdanji zaposleni, upokojenki, tako da Banko in zaposlene zelo dobro poznata in tako laaje sodelujeta pri re.evanju morebitnih primerov. V letu 2010 sta ombudsmanki zabeleaili 15 primerov, ki so se nana.ali na kr.itve vrednot preglednost, spo.tovanje in enakopravnost. Zabeleaili sta veË primerov v zvezi z nadlegovanjem na delovnem mestu, pomanjkljivo komunikacijo znotraj ali med organizacijskimi enotami, pomanjkljivo preglednostjo pri ocenjevanju uspe.nosti ter pri internih premestitvah. VeËina primerov je bila uspe.no re.enih skozi pogovor in odkrivanje novih, drugaËnih pogledov na situacijo. 
SKRB ZA ZAPOSLENE 
NaËrtno spremljanje zdravstvenega stanja je na.a obveza in zaveza ter hkrati izraaena skrb za sodelavce. Tekom preteklega leta smo tako opravili 146 predhodnih oz. obdobnih zdravni.kih pregledov, konec oktobra pa ae tradicionalno poskrbeli za moanost cepljenja proti gripi, ki se ga v povpreËju udeleai 10 % zaposlenih in ga organiziramo na sedeau Banke. Hkrati Banka tudi vse zaposlene kolektivno nezgodno zavaruje. 

Vzgoja in izobraaevanje v zvezi z varnostjo in zdravjem pri delu ter varstvom pred poaarom sta prav tako sestavni del strokovnega usposabljanja vseh zaposlenih. Zato skladno z zakonodajo vsako leto organiziramo potrebna usposabljanja s tega podroËja, in sicer usposabljanje Varnost in zdravje pri delu ter varstvo pred poaarom, ki se ga morajo udeleaiti vsi zaposleni Ëim prej po zaposlitvi in znanje obnavljati v skladu z na.o Izjavo o varnosti z oceno tveganja vsakih 5 let. Tekom leta 2010 so se ga udeleaili 10 sodelavci in sodelavke. 
Odstotek odsotnosti zaradi bolezni je ostal na pribliano enaki ravni kot v lanskem letu oziroma se je malenkost zvi.al, in sicer iz ,4 % na ,5 %. Povi.anje pripisujemo izredno mladi strukturi zaposlenih in poslediËnemu dejstvu, da je izjemno veliko mladih druain z majhnimi otroci (delea nege za druainske Ëlane predstavlja 15,9 % skupnih bolni.kih dni). 
Zaposleni imajo povpreËno 25 dni dopusta, vi.ina regresa za dopust pa je 17 % vi.ja kot zna.a najvi.ji znesek, ki je .e opro.Ëen plaËevanja prispevkov. 
ZahvaljujoË mladi populaciji zaposlenih v Banki smo tudi letos prispevali k porastu .tevila prebivalstva, saj smo zabeleaili, tako kot ae v preteklih treh letih, poveËanje .tevila porodnic. Tako je bilo konec leta 2010 na porodni.kem dopustu kar 6 sodelavk (6, % vseh zaposlenih). V letu 2010 se je na.im zaposlenim rodilo 40 otrok. Tudi zato se bomo v prihodnje posveËali ustvarjanju okolja, prijaznega do usklajevanja sluabenih in zasebnih obveznosti. 
Skrb za tretje aivljenjsko obdobje uresniËujemo skozi moanost vkljuËitve v dodatno pokojninsko zavarovanje, ki jo izkori.Ëa 67 % zaposlenih. To je glede na starostno strukturo in seznanjenost o demografski situaciji v povezavi s pokojninskimi zgledi razumljivo. 

Vsa omenjena skrb pa se odraaa tudi v uspe.nem ohranjanju stopnje fluktuacije na sprejemljivi ravni glede na demografske razmere in glede na razmere na trgu dela. Tako se je stopnja fluktuacije zniaala iz 8,09 % v letu 2008, na 6,08 % v letu 2009 (posledica nestabilnega trga dela, saj se je brezposelnost v Sloveniji zvi.ala za 50 % v primerjavi z letom 2008) in .e na niajo raven v letu 2010, in sicer na 5,6 %. 
Za zaposlene, njihovo zdravje in dobro poËutje ter druaenje pa skrbimo .e z organizacijo .portnih dogodkov, sofinanciranjem kulturnih prireditev ter .portnih aktivnosti ter druaenjem ob novem letu, obisku BoaiËka za otroke zaposlenih, .portnem dnevu za zaposlene, poletnem pikniku, pa tudi preko .portnega dru.tva ››Tilda«. Slednje deluje v okviru Banke, vanj pa je vËlanjenih 47 zaposlenih (78 % vseh zaposlenih), 18 .tudentov ter 9 upokojencev, sicer pa so storitve, ki jih dru.tvo omogoËa, na voljo vsem zaposlenim. 
Odnos do strank 
V letu 2010 smo bili, tako kot tudi leto prej, sooËeni s specifiËnimi razmerami na finanËnih trgih, katerim smo se pri oblikovanju in izvedbi marketin.ke strategije uspe.no prilagajali. Izbranim ciljnim segmentom smo ponudili veË celovitih trano-komunikacijskih akcij ter jim preko ogla.evanja ali direktne po.te predstavili ponudbo potro.ni.kih kreditov, banËnih paketov in plaËilnih kartic, varËevalnih, naloabenih in zavarovalnih produktov ter drugih finanËnih storitev. Na ta naËin smo z obstojeËimi strankami gradili dolgoroËen odnos, potencialne stranke pa smo sku.ali spodbuditi k zamenjavi banke. 
Kot Ëlani finanËne skupine UniCredit smo nadaljevali s sponzorstvom UEFA Champions League v sezoni 2009/2010. Preko nogometno obarvanih akcij smo za posamezne segmente oblikovali posebne ponudbe ter se obstojeËim in potencialnim strankam predstavili v .portnem duhu s pomoËjo Nogometnega banËnega paketa, omejene serije plaËilne kartice MasterCard z UEFA Champions League motivom, varËevalnih in naloabenih produktov, nagradnih iger, direktne po.te, promocije v poslovnih enotah in na .tevilnih druaabnih dogodkih. Privraenci nogometa so se z na.o blagovno znamko tudi v letu 2010 redno spogledovali na nogometnih tekmah, predvsem preko televizijskih sprejemnikov, nekateri pa tudi v aivo. 
Kot sponzor UEFA Champions League smo nekaterim na.im strankam v lanskem letu omogoËili posebno doaivetje - ogled finala UEFA Champions League v Madridu. Prav posebno izku.njo pa smo omogoËili dvema otrokoma, ki sta februarja 2010 v spremstvu star.ev odpotovala na ogled tekme osmine finala UEFA Champions League v Milano, kjer sta na veËerno tekmo pospremila najveËje nogometne zvezdnike. Tudi v leto.njem letu nadaljujemo s podobnimi akcijami, saj aelimo stranke za izkazano zaupanje nagraditi s prav posebnim doaivetjem. 

Družbena odgovornost 

V letu 2010 smo uvedli ekskluzivno storitev osebnega banËni.tva, ki je namenjena strankam z zahtevnej.imi finanËnimi priËakovanji. Storitev temelji na osebni in celoviti obravnavi finanËnih potreb strank, ki jim s strokovnimi nasveti osebnega banËnega svetovalca sku.amo pomagati pri izbiri ustreznih banËnih in drugih finanËnih produktov. Na ta naËin smo utrdili pozicioniranje blagovne znamke UniCredit Bank, ki se odlikuje po sodobnosti in drugaËnosti ter izraziti usmerjenosti v aktivnega posameznika, ki mu aelimo pomagati pri uresniËevanju njegovih aelja, ambicij in ciljev. 
Za poslovne partnerje divizije Poslovanje s podjetji in investicijsko banËni.tvo smo organizirali veË zanimivih informativnih dogodkov. Najodmevnej.a dogodka za stranke sta bila pomladansko in jesensko sreËanje najuglednej.ih poslovnih partnerjev in nekaterih najvidnej.ih predstavnikov slovenskega gospodarstva, ki so v turbulentnem Ëasu finanËne krize obravnavali aktualne teme in oblikovali skupno mnenje o relevantnosti razliËnih projektov za razvoj slovenskega gospodarstva. 
Tradicionalni finanËni zajtrki so bili posveËeni predstavitvi denarnih instrumentov ter trendov gibanja teËajev in obrestnih mer na lokalnem ter mednarodnih finanËnih trgih, beseda pa je med drugim tekla tudi o sekundarnem trgu draavnih obveznic in ceni zadolaevanja draave. 
V sodelovanju z Obrtno-podjetni.ko zbornico Slovenije smo v petih slovenskih mestih pripravili FinanËne dneve, na katerih so pravni in finanËni strokovnjaki v ospredje postavili aktualne vsebine in problematike, s katerimi se podjetja sreËujejo pri poslovanju v gospodarsko zahtevnej.ih razmerah ter jih seznanili, kako upravljati s terjatvami in tako izbolj.ati poslovanje podjetja. 
Poleg tega smo za stranke organizirali dogodek na temo obnovljivih virov energije, v sodelovanju s podjetjem Ernst & Young smo izpeljali delavnico o davËnem in finanËnem svetovanju v okviru poslovnega paketa Planet. S podjetjem Verlag Dashofer smo organizirali izobraaevalni dogodek, kjer smo obravnavali tematiko z naslovom ››Kaj aelimo izvedeti iz letnih poroËil?«. 
Leto 2010 smo zaokroaili s tradicionalnim novoletnim koncertom v Slovenski filharmoniji. 
V reviji za stranke Azimut smo zdruaevali strokovne teme in teme povezane z aivljenjskim slogom novodobnega poslovneaa. 
Tako kot v preteklih letih smo se ciljnim segmentom v letu 2010 pribliaali prek razliËnih komunikacijskih kanalov in jim predstavili zanimive in njihovim potrebam prilagojene banËne produkte. S sodobnim tranim komuniciranjem smo dokazali, da smo prodorna in k potro.niku usmerjena Banka. 
Odnosi z mediji 
Sedma sila je in vedno bo eden od virov informacij, ki jim javnost, in s tem tudi na.e potencialne in obstojeËe stranke, najbolj zaupa. Zavedamo se, da so mediji zato pomemben dejavnik pri izgradnji prepoznavnosti in ugleda Banke. Po rezultatih raziskav so avtorski Ëlanki novinarjev .tiri do sedemkrat bolj kredibilni od plaËanega ogla.evanja, zato si pri komuniciranju z novinarji prizadevamo za proaktivnost, strokovnost, odzivnost v skladu s postavljenimi roki, dostopnost sogovornikov za izjave in pojasnila ter s tem za graditev dolgoroËnih odnosov s predstavniki medijskih hi.. Dobro sodelovanje z mediji se je nedvomno odrazilo tudi v interesu medijev za poroËanje 
o Banki. 
V znamenju odliËnega sodelovanja v letu 2009 in kot povabilo k uËinkoviti komunikaciji tudi v 2010 smo za novinarje priredili sreËanje, ki se je tematsko povezovalo s sponzorstvom finanËne skupine UniCredit medijski ››UEFA Champions League«. Na ae skoraj tradicionalno druaenje banËnikov s predstavniki medijev so pri.li tudi nogometa.i Zveze namiznega nogometa Slovenije, ki so novinarjem pred tekmo pokazali nekaj trikov. Otroci Zveze prijateljev mladine, ki smo jim namenili novoletno donacijo, so predstavnikom medijev narisali slike z nogometnimi motivi, ki so jih razobesili v svojih uredni.tvih. 
V letu 2010 smo prejeli skupaj 660 sklopov novinarskih vpra.anj, pripravili smo preko 50 Ëlankov v obliki oglasnih sporoËil in skoraj 70 sporoËil za medije. Novinarje smo skozi vse leto aaurno obve.Ëali 
o dogajanju v Banki in informacije ter fotografije dogodkov in oseb objavljali tudi v medijskem sredi.Ëu na spletni strani. Vzpostavili smo in aktivno zaËeli upravljati svojo prisotnost v enem od druaabnih medijev. Z odprtim pristopom smo svojo medijsko prisotnost v letu 2010 uresniËevali v .02 objavah. 
Na tiskovni konferenci, ki smo jo organizirali pomladi 2010, smo medijem predstavili na.e poslovne rezultate, ki smo jih dosegli v letu 2009. Slovenske novinarje smo povabili k sodelovanju pri projektu finanËne skupine UniCredit - Novinarska nagrada za poroËanje o SVE. Nekaj novinarjem smo omogoËili udeleabo na konferenci Euromoney oz. EBRD, ki ju je podprla finanËna skupina UniCredit. Aktivno smo jih vabili tudi na doloËene dogodke za stranke, predvsem take, kjer smo govorili o trendih v gospodarstvu. 
Odnos do lokalnih skupnosti 
Poslovne enote Banke so na podlagi poznavanja lokalnega okolja in na lastno pobudo samostojno komunicirale z lokalnim trgom prek razliËnih komunikacijskih kanalov in tako izvajale lokalne dogodke, direktni marketing, sponzorsko in donatorsko sodelovale na .portnih, dobrodelnih in kulturnih prireditvah, ki so potekale v njihovi lokalni skupnosti. Z direktno po.to in drugimi aktivnostmi smo prispevali k intenzivnosti komuniciranja akcij in ponudbe Banke. 
ŠTEVILO OBJAVLJENIH PRISPEVKOV .756 

2005 2006 2007 
Sponzorstva in donacije 

Za UniCredit Banka Slovenija d.d. druabena odgovornost pomeni graditev dolgoroËnega partnerskega odnosa z na.imi javnostmi. Med slednje sodijo na.i sodelavci, na.e stranke, na.i dobavitelji, vlagatelji in lokalne skupnosti, v katerih delujemo. K druabeni odgovornosti Banke na podroËju donacij in sponzorstev posku.amo na Ëim veË naËinov vkljuËevati tudi na.e stranke in sodelavce. 
Za ustvarjanje trajne vrednosti in nadaljnji razvoj smo s sponzorstvi in donacijam podprli predvsem projekte na podroËju kulture in .porta, pomagali smo socialno .ibkim in prikraj.anim otrokom, ter osve.Ëali o odgovornem okoljskem ravnanju na nacionalni ravni. 
Spomladi 2010 so otroci iz socialno .ibkih druain in socialno izkljuËeni otroci skupaj z upokojenimi uËitelji, pedagogi in drugimi strokovnjaki preaiveli teden dni na taboru Soaitje generacij. Tam so si otroci na.li nadomestne babice in dedke, s katerimi so ohranili stike tudi po vrnitvi domov. Nadomestni stari star.i jih tudi po konËanem taboru bodrijo na njihovi poti k bolj.emu jutri. 
UniCredit Banka Slovenija d.d. je s skladi Pioneer Investments sodelovala tudi v tretji humanitarni akciji revije Moje finance, ki se ji je pridruailo veliko druab za upravljanje. Akcija zbiranja sredstev, ki je potekala pod imenom ››So otroci bolj.i od borznih gurujev«, je bila namenjena socialno prikraj.anim otrokom pod okriljem Zveze prijateljev mladine. 
Podprli smo aktivnosti dru.tva SILA za izvedbo bazarja, katerega izkupiËek je namenjen za dobrodelne namene. UniCredit Banka 
2008 2009 2010 
Slovenija d.d. je sodelovala kot donator za podporo humanitarnih aktivnosti v varnih hi.ah. FinanËno smo podprli izvedbo tabora Mlade korenine, ki je bil namenjen socialno izkljuËenim otrokom z manj priloanosti, ter humanitarne projekte kot so RdeËi noski (zbiranje odpadnih kartu. in denarnih prispevkov v poslovni mreai Banke), Zdravniki brez meja (zbiranje korekcijskih oËal v poslovni mreai Banke) in zbiranje plastiËnih zama.kov v dobrodelni namen (za nakup invalidskih voziËkov in pripomoËkov za otroke). Za bolj.e zdravstveno varstvo aensk smo Zdravstvenemu domu Maribor prispevali sredstva za nakup mamografa. Sredstva za nujna popravila smo darovali tudi Centru za usposabljanje Elvire Vatovec v DivaËi. Ob posledicah hudih poplav smo solidarno finanËno pomoË za artve poplav namenili trem obËinam, in sicer Ljubljani, Zagorju in obËini Dobrepolje. Prav tako smo sodelavci in Banka zdruaili moËi in zbrali prispevek za sodelavce, ki so jih poplave najbolj prizadele. 
FinanËno smo pomagali In.titutu za matematiko, fiziko in mehaniko pri izvedbi izobraaevalne konference iz zahtevnej.ih matematiËnih metod v financah, ter Dru.tvu ekonomistov Maribor za izvedbo posveta Razvojne spremembe - pot za izhod iz krize. Kot glavni pokrovitelj smo podprli izvedbo FinanËnih dni za izobraaevanje in informiranje Ëlanov Obrtne zbornice po vsej Sloveniji. 
Slovenska fundacija za trajnostni razvoj, Umanotera, je pripravila okoljevarstveni izobraaevalni projekt ››Planet sprememb v rokah mladih - Vrstni.ko izobraaevanje o podnebnih spremembah, aktivnem draavljanstvu in trajnostnem razvoju«, ki mu z donacijo pomaga tudi UniCredit Banka Slovenija d.d.. Pridruaili smo se donatorjem najveËje vseslovenske Ëistilne akcije ››OËistimo Slovenijo v enem dnevu« in k aktivni udeleabi v akciji privabili sodelavce po vsej Sloveniji. 

Družbena odgovornost 

Ae deveto leto zapored smo darovali Slovenski filharmoniji za nakup novih glasbil, tokrat za koncertni violi. Ustanovi Gallus, ki skrbi za talentirane mlade glasbenike, smo namenili donacijo za izvajanje njihovih aktivnosti. Kot sponzor smo sodelovali pri mednarodnem festivalu uliËnega gledali.Ëa Ana Desetnica v Ljubljani. Za ohranjanje kulturne in naravne dediaËine smo z donacijo podprli aktivnosti Ustanove dr. ©iftarjeva fundacija. 
Na .portnem podroËju smo podprli izvedbo kolesarske dirke ››Velika nagrada Kranja«. Ae veË let smo ponosni sponzorji slovenskih nordijskih smuËarskih reprezentanc na Ëelu z uspe.no tekaËico Petro MajdiË. Sponzorsko sodelujemo tudi s HDD Tilia Olimpija. FinanËna skupina UniCredit je leta 2009 sklenila partnerstvo in je ponosni sponzor evropske nogometne lige prvakov UEFA Champions League za obdobje treh let. 
Ob zakljuËku leta 2010 je UniCredit Banka Slovenija d.d. z donacijo omogoËila Zvezi prijateljev mladine Slovenije organizacijo medijskega tabora, kjer bodo socialno prikraj.ani otroci iz vse Slovenije v poËitni.kem domu v Kranjski Gori kreativno preaivljali poËitnice in odkrivali svoje talente ob ustvarjanju video predstavitev. Z donacijo RdeËemu kriau Slovenije pa smo omogoËili organizacijo letovanja otrok z manj priloanosti na Debelem rtiËu. Ob zakljuËku leta smo sodelavci in na.e stranke po poslovnih enotah zbirali stare knjige in igraËe v okviru akcije z naslovom ››Stare knjige in igraËe za nov nasmeh«. Zbrane knjige, druaabne igre in igraËe smo namenili otrokom pod okriljem Zveze prijateljev mladine in RdeËega kriaa Slovenije. 
Da so na.a prizadevanja naravnava v pravo smer, je potrdila tudi slovenska nagrada za druabeno odgovornost Horus 2010, ki smo jo prejeli konec leta 2010. 
Za vse, kar aivljenje prinese. 


Nadzorni svet UniCredit Banka Slovenija d.d. je v letu 2010 spremljal in nadziral tekoËe poslovanje Banke, dosežene finanËne rezultate ter delo njene uprave skladno s svojimi pooblastili, pristojnostmi in dolžnostmi, opredeljenimi v Statutu Banke, Zakonu o gospodarskih družbah in Zakonu o banËništvu. Na rednih sejah nadzornega sveta je uprava Banke Ëlane nadzornega sveta obvešËala o vseh pomembnih poslovnih dogodkih v Banki in o drugih aktivnostih, povezanih s poslovanjem Banke, o ekonomskem in politiËnem okolju, pomembnejših zakonskih spremembah, ki so vplivale na poslovanje Banke, ter o doseženih finanËnih rezultatih Banke v primerjavi s sprejetim finanËnim naËrtom poslovanja. Uprava Banke je nadzorni svet redno obvešËala tudi o priËakovanih finanËnih rezultatih do konca finanËnega leta in o njihovem uresniËevanju. 
V letu 2010 je prišlo do sprememb v sestavi nadzornega sveta Banke. Na podlagi odstopne izjave je dne 16. aprila 2010 prenehala funkcije Ëlana nadzornega sveta Wolfgangu Edelmüllerju. Dne 29. aprila 2010 je na podlagi odstopne izjave in razrešitve prenehala funkcija namestnika predsednika nadzornega sveta Herbertu Hangelu. Na skupšËini Banke dne 29. aprila 2010 je bil za Ëlana nadzornega sveta za obdobje do 24. 04. 2011 imenovan Alessio Pomasan. Dne 8. septembra 2010 je bil na skupšËini Banke za Ëlana nadzornega sveta za obdobje do 24. 04. 2011 imenovan še Heinz Karl Tschiltsch. Nadzorni svet Banke tako šteje 6 Ëlanov, in sicer ga poleg prej omenjenih Ëlanov sestavljajo še Federico Ghizzoni (predsednik), Martin Klauzer (namestnik predsednika), Franco Andreetta in Giuseppe Verrascina. Navkljub specifiËni lastniški strukturi, v kateri je skoraj 100-odstotni lastnik Banke UniCredit Bank Austria AG, veËinski lastnik slednje pa UniCredit S.p.A., dva Ëlana nadzornega sveta (Franco Andreetta in Giuseppe Verrascina) nista zaposlena v Skupini, ampak sta kot zunanja strokovnjaka s podroËja raËunovodstva in finanËnega poslovanja tudi v letu 2010 prispevala k bolj kakovostnemu in preglednejšemu delu nadzornega sveta. »lani nadzornega sveta niso osebno, posredno ali neposredno udeleženi v lastniški strukturi niti niso v kakršnemkoli poslovnem odnosu z Banko, tako da ne more prihajati do konflikta interesov. FinanËna skupina UniCredit ima sicer oblikovane ustrezne mehanizme za obvladovanje in reševanje morebitnih konfliktov interesov, Ëe bi do njih kljub vsemu prišlo. 
Nadzorni svet Banke se je v letu 2010 sestal in odloËal na šestih rednih sejah. Vsi Ëlani nadzornega sveta so se udeležili tretje in Ëetrte redne seje nadzornega sveta, medtem ko sta svojo udeležbo na prvi seji opraviËila Herbert Hangel in Martin Klauzer, na drugi Guiseppe Verrascina ter na peti in šesti Federico Ghizzoni. Posamezni sklepi so bili v skladu z zakonskimi predpisi, pristojnostmi, opredeljenimi v statutu in upoštevajoË potrebe Banke po uËinkovitosti dela, sprejeti tudi na dopisnih sejah nadzornega sveta in nato predstavljeni ter potrjeni na prvi naslednji redni seji nadzornega sveta. 
Nadzorni svet je redno preverjal svoje delo, kar je še dodatno doprineslo k strokovnosti in kakovosti njegovega dela. Nadzorni svet tako ocenjuje, da je svoje delo v letu 2010 opravil s profesionalno skrbnostjo, skladno z veljavno zakonodajo ter notranjimi pravili finanËne skupine UniCredit. 
Pomembnejše odloËitve nadzornega sveta 
Na svoji 9. redni seji, 8. marca 2010, je nadzorni svet med drugim sprejel letno poroËilo o poslovanju Banke za leto 2009, na podlagi predloga revizijske komisije predlagal skupšËini Banke imenovanje zunanjega revizorja, podal mnenje k letnemu poroËilu notranje revizije o notranjem revidiranju za leto 2009, sprejel sklep o uporabi Ëistega dobiËka in soglašal s predlogom uprave za uporabo bilanËnega dobiËka Banke za leto 2009. Seznanil se je z revizorjevim poroËilom pooblašËene revizijske družbe za leto 2009, na katerega ni imel pripomb, ter potrdil vse ostale dokumente, o katerih je nato odloËala skupšËina Banke dne 29. aprila 2010. 
Nadzorni svet je na 40. redni seji, ki je potekala . maja 2010, potrdil spremembe Poslovnika uprave Banke in rezultate Banke za prvo Ëetrtletje. Na 41. redni seji, ki je potekala 22. junija 2010, je nadzorni svet potrdil poroËilo Banki Slovenije o vzpostavitvi pristopa na podlagi notranjih bonitetnih sistemov in sklep o zmanjšanju števila prokuristov Banke. Dne 27. julija 2010 so se Ëlani nadzornega sveta na 42. redni seji med drugim seznanili z ugotovitvami in priporoËili revizijske komisije glede poslovanja Banke z izvedenimi finanËnimi instrumenti ter potrdili polletne rezultate Banke. Na 4. redni seji dne 14. oktobra 2010 je nadzorni svet potrdil rezultate Banke za tretje Ëetrtletje. Dne 29. novembra 2010 se je nadzorni svet na 44. seji v letu 2010 seznanil z dodatnimi kapitalskimi zahtevami v naslednjem poslovnem letu zaradi uvedbe pristopa na podlagi notranjih bonitetnih sistemov. 
Nadzorni svet je sodeloval pri sprejemanju vseh ukrepov in aktivnosti, ki so bili potrebni za uresniËevanje skupne poslovne politike nadrejenih banËnih skupin. Potrdil je plan razvoja in temelje poslovne politike Banke za leto 2010. Prav tako je podrobno spremljal priprave in aktivnosti Banke za zaËetek uporabe pristopa na podlagi notranjih bonitetnih sistemov pri vrednotenju kapitalskih zahtev za kreditno tveganje. Nadzorni svet je redno prejemal obvestila notranje revizije o realizaciji programa dela in o svojih ugotovitvah ter o pregledih zunanjih nadzornih institucij. 
Delovanje revizijske komisije nadzornega sveta 
Revizijska komisija nadzornega sveta Banke se je v letu 2010 sestala na šestih rednih sejah (zaporedne številke sej od 9 do 14). Kot posvetovalno telo nadzornega sveta, katerega sestavljajo predsednik Giuseppe Verrascina, Ëlan Franco Andreetta in neodvisni zunanji Ëlan Živko Bergant, ima revizijska komisija v okviru svojega delovanja ocenjevalno, (po)svetovalno in predlagalno funkcijo, pri Ëemer pomaga nadzornemu svetu pri izpolnjevanju njegovih dolžnosti in pristojnosti v zvezi z naslednjimi vsebinami: s primernostjo in uËinkovitostjo banËnih postopkov notranje kontrole, kar vkljuËuje ugotavljanje in merjenje tveganj ter upravljanje s tveganji; s skladnostjo z zakonodajo, pravili in politikami, ki urejajo delovanje Banke; s primernostjo raËunovodskih standardov, ki se uporabljajo pri pripravi raËunovodskih izkazov; s primernostjo in neodvisnostjo zunanjih banËnih revizorjev ter z zagotavljanjem zaposlenih v oddelku notranje revizije. 
Uporaba Ëistega in bilanËnega dobiËka za leta 2010 
Uprava Banke je nadzornemu svetu v letu 2011 predložila v obravnavo Sklep o uporabi Ëistega dobiËka poslovnega leta 2010 v višini 1.146.276,81 evrov in predlog Sklepa o uporabi bilanËnega dobiËka poslovnega leta 2010 v višini 6.57.18,41 evrov. Uprava Banke je predlagala, da se zaradi naËrtovanega poveËevanja obsega poslovanja v letu 2011 in prihodnjih letih v skladu s sprejetimi srednjeroËnimi naËrti Banke ter za zagotavljanje predpisane kapitalske ustreznosti Banke, Ëisti dobiËek Banke ne uporabi za razdelitev delniËarjem ali drugim osebam, ampak se v celoti razporedi v druge rezerve Banke. Uprava Banke je tudi predlagala, da nadzorni svet in skupšËina delniËarjev v skladu s svojimi pristojnostmi sprejmeta predlagani Sklep o uporabi bilanËnega dobiËka poslovnega leta 2010. S sprejemom takega predloga bo omogoËena nadaljnja rast Banke. 
Nadzorni svet je sprejel Sklep o uporabi Ëistega dobiËka za leto 2010, soglašal s predlogom uprave o uporabi bilanËnega dobiËka za leto 2010 in priporoËil skupšËini delniËarjev, da ga sprejme v predlagani obliki. 
Letno poroËilo 2010 

Uprava Banke je pripravila letno poroËilo o poslovanju UniCredit Banka Slovenija d.d. v letu 2010 in ga v zakonskem roku predložila nadzornemu svetu Banke v preveritev. Skupaj z letnim poroËilom je bilo nadzornemu svetu predloženo tudi revizorjevo poroËilo o reviziji raËunovodskega poroËila in pregledu poslovnega poroËila Banke za poslovno leto 2010 ter dodatno revizorjevo poroËilo o izpolnjevanju pravil o upravljanju s tveganji v Banki iz prvega odstavka 211. Ëlena Zakona o banËništvu, ki ju je sestavila pooblašËena revizorska družba KPMG Slovenija d.o.o. 
Nadzorni svet je preveril letno poroËilo, ki mu ga je v obravnavo predložila uprava Banke. Ugotovil je, da je letno poroËilo sestavljeno v skladu s poroËili in informacijami o poslovanju Banke v letu 2010 ter s poroËili o ekonomskem in politiËnem okolju, v katerem Banka deluje, in so bila nadzornemu svetu predstavljena v poslovnem letu. Letno poroËilo je nadzorni svet primerjal tudi z revidiranimi raËunovodskimi izkazi za poslovno leto 2010 in ugotovil, da so finanËni rezultati, predstavljeni v letnem poroËilu, skladni z revizorjevim poroËilom. Na podlagi poroËil uprave Banke je nadzorni svet mnenja, da je uprava upoštevala ugotovitve in priporoËila notranje revizije ter zunanjih nadzornikov v letu 2010 in opravila potrebne aktivnosti za njihovo izpolnitev oziroma zagotovila, da bodo vse potrebne aktivnosti opravljene. Nadzorni svet je mnenja, da sta skupaj z upravo Banke v poslovnem letu 2010 izpolnila vse zakonske zahteve. Na temelju rednega spremljanja poslovanja Banke in navedenih preverjanj je nadzorni svet potrdil letno poroËilo o poslovanju Banke v letu 2010. 
V revizorjevem poroËilu o pregledu raËunovodskih izkazov za poslovno leto 2010, ki je bilo nadzornemu svetu predloženo skupaj z letnim poroËilom, je podano tudi mnenje pooblašËenega revizorja, ki je izdal mnenje brez pridržka. 
Nadzorni svet je seznanjen z revizorjevim poroËilom pooblašËenega revizorja za leto 2010 ter dodatnim revizorjevim poroËilom o izpolnjevanju pravil o upravljanju s tveganji za leto 2010 in nanju nima pripomb. 
Federico Ghizzoni Predsednik nadzornega sveta UniCredit Banka Slovenija d.d. 


Uprava je odgovorna za pripravo raËunovodskih izkazov za poslovno leto. Ti morajo resniËno in pošteno prikazovati premoženjsko stanje UniCredit Banka Slovenija d.d. ob koncu poslovnega leta ter njen finanËni in poslovni izid za to leto. Uprava mora raËunovodske izkaze pripraviti skladno z naËelom Ëasovne neomejenosti poslovanja, razen kadar to ni primerno. 
Uprava je pri pripravi raËunovodskih izkazov v letnem poroËilu za leto, ki se je konËalo 1. decembra 2010, dosledno uporabila ustrezne raËunovodske usmeritve in jih podprla z utemeljenimi in previdnimi presojami in ocenami ter zagotovila skladnost z vsemi raËunovodskimi standardi, o katerih meni, da so pomembni. 
Uprava je odgovorna zagotoviti, da Banka vodi raËunovodske evidence, ki z razumno natanËnostjo razkrivajo finanËni položaj Banke in s katerimi je mogoËe zagotoviti, da so raËunovodski izkazi v vseh pomembnejših pogledih skladni s predpisi Vlade Republike Slovenije, predpisi in navodili Banke Slovenije ter z mednarodnimi standardi raËunovodskega poroËanja. Uprava je v splošnem odgovorna tudi za sprejetje ukrepov, ki so razumno potrebni za zašËito premoženja Banke in za prepreËevanje in odkrivanje prevar in drugih nepravilnosti. 
V imenu uprave 

Janko Medja, MBA Predsednik uprave »lan uprave 

Francesco Vercesi 
»lan uprave FinanËni direktor 

Ljubljana, 17. februar 2011 
PoroËilo neodvisnega revizorja 




RaËunovodski izkazi 
RaËunovodski izkazi 
FinanËni kazalniki 
Izkaz finanËnega poloaaja 
Izkaz vseobsegajoËega donosa 
Izkaz sprememb lastni.kega kapitala 
Izkaz denarnih tokov 
Povzetek raËunovodskih usmeritev 
Pojasnila k raËunovodskim izkazom 
FinanËni kazalniki 



.267.68 2.891.241 820.75 642.287 
566.662 42.46 
254.091 218.824 
2.099.091 2.064.458 
1.441.169 1.486.958 
657.922 577.500 191.217 179.172 7.549 25.471 
2.478 1.166 5.169.84 5.27.214 
9.00 45.117 25.51 19.55 (18.741) (18.648) (1.006) (14.66) (4.44) (.548) (16.965) (6.99) 
11.248 2.527 
(2.450) (5.044) 
541 55 
26 26 4,17 4,17 49,04 45,95 .898.878 .898.878 
10, % 9,5 % 
1, % 0,9 % 
1, % 1,8 % 2,2 % 2,7 % 0,4 % 1,0 % 6,1 % 1,6 % 4,8 % 10,6 % 
1,2 % 1,5 % 
7,9 % 28,7 % 9,2 % 6,7 % 

RaËunovodski izkazi 
Izkaz finanËnega položaja 

EUR 1.000 Vsebina  Pojasnilo  31. 12. 2010  31. 12. 2009  
Denar v blagajni in stanje na raËunih pri centralni banki  1  84.16  78.021  
FinanËna sredstva, namenjena trgovanju  2  117.940  85.190  
FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida    - 6.66  
FinanËna sredstva, razpoložljiva za prodajo  4  90.750  52.608  
Izvedeni finanËni instrumenti, namenjeni varovanju  5  4.874  5.672  
Krediti  6  2.4.802  2.672.757  
Krediti bankam  25.642  57.666  
Krediti strankam  2.09.160  2.099.091  
FinanËna sredstva v posesti do zapadlosti  7  29.886  29.77  
NekratkoroËna sredstva v posesti za prodajo  8  - 65  
Opredmetena osnovna sredstva  9  8.995  9.50  
Neopredmetena dolgoroËna sredstva  10  15.02  12.621  
Terjatve za davek od dohodkov pravnih oseb  11  .64  2.498  
Terjatve za davek  - 822  
Odložene terjatve za davek  .64  1.676  
Druga sredstva  12  6.257  12.267  
SKUPAJ SREDSTVA  2.996.486  3.267.368  
FinanËne obveznosti do centralne banke  1  - 120.6  
FinanËne obveznosti, namenjene trgovanju  14  109.52  82.290  
Izvedeni finanËni instrumenti, namenjeni varovanju  15  55.524  1.992  
FinanËne obveznosti, merjene po odplaËni vrednosti  16  2.608.917  2.86.581  
Vloge bank  1.44.842  1.602.586  
Vloge strank  782.825  820.75  
Krediti bank  52.102  8.11  
Podrejene obveznosti  0.148  0.129  
Rezervacije  17  2.117  2.478  
Obveznosti za davek od dohodkov pravnih oseb  18  2.408  1.25  
Obveznosti za davek  921  - 
Odložene obveznosti za davek  1.487  1.25  
Druge obveznosti  19  21.119  18.924  
SKUPAJ OBVEZNOSTI  2.799.437  3.076.151  
Osnovni kapital  20  16.258  16.258  
Kapitalske rezerve  21  61.885  61.885  
Presežek iz prevrednotenja  22  (7.496)  (182)  
Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom)  2  119.829  108.857  
»isti dobiËek poslovnega leta  24  6.57  4.99  
SKUPAJ KAPITAL SKUPAJ OBVEZNOSTI IN KAPITAL  197.049  191.217  
2.996.486  3.267.368  

Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. 

Predsednik uprave »lan uprave »lan uprave FinanËni direktor 
Izkaz vseobsegajoËega donosa 

Izkaz poslovnega izida 

EUR 1.000 Vsebina  Pojasnilo  31. 12. 2010  31. 12. 2009  
Prihodki iz obresti  25  116.886  118.606  
Odhodki za obresti  26  (6.886)  (79.576)  
»iste obresti  53.000  39.030  
Prihodki iz dividend  27  2.290  1.68  
Prihodki iz opravnin (provizij)  28  22.591  20.41  
Odhodki za opravnine (provizije)  29  (.854)  (.90)  
»iste opravnine (provizije)  18.737  17.023  
Realizirani dobiËki/izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida  0  647  1.64  
»isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju  1  (.771)  84  
DobiËki/izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida  2  (11)  144  
»isti dobiËki/izgube iz teËajnih razlik    4.585  4.77  
»isti dobiËki/izgube iz odprave pripoznanja sredstev brez nekratkoroËnih sredstev v posesti za prodajo  4  (64)  (72)  
Drugi Ëisti poslovni dobiËki/izgube  5  (24)  109  
FinanËni in poslovni prihodki in odhodki  75.089  64.543  
Administrativni stroški  6  (4.475)  (1.747)  
Amortizacija  7  (4.588)  (4.44)  
Rezervacije  8  46  (1.54)  
Oslabitve  9  (20.540)  (15.611)  
»isti dobiËki/izgube iz nekratkoroËnih sredstev v posesti za prodajo  40  (19)  (140)  
DOBI»EK IZ REDNEGA POSLOVANJA  15.813  11.248  
Davek iz dohodka pravnih oseb  41  (2.666)  (2.450)  
»ISTI DOBI»EK POSLOVNEGA LETA  13.147  8.798  
DobiËek na delnico (EUR)  24  ,7  2,26  

Izkaz drugega vseobsegajoËega donosa 

Vsebina  Pojasnilo  2010  2009 EUR 1.000  
»isti dobiËek/izguba poslovnega leta po obdavËitvi  13.147  8.798  
Drugi vseobsegajoËi donos po obdavËitvi  22  (7.314)  3.248  
»isti dobiËki/izgube, pripoznani v presežku iz prevrednotenja v zvezi z varovanjem denarnih tokov (uspešni del varovanja)  22  (2.746)  (1.228)  
DobiËki/izgube, pripoznani v presežku iz prevrednotenja  (2.746)  (1.228)  
»isti dobiËki/izgube, pripoznani v presežku iz prevrednotenja v zvezi s finanËnimi sredstvi razpoložljivimi za prodajo  22  (6.397)  5.342  
DobiËki/izgube, pripoznani v presežku iz prevrednotenja  (6.97)  5.259  
Prenos dobiËkov/izgub iz presežka prevrednotenja v poslovni izid  - 8  
Davek iz dohodka pravnih oseb od drugega vseobsegajoËega donosa  22  1.829  (866)  
VSEOBSEGAJO»I DONOS POSLOVNEGA LETA PO OBDAV»ITVI  5.833  12.046  


Predsednik uprave »lan uprave »lan uprave FinanËni direktor 
RaËunovodski izkazi 

Izkaz sprememb lastniškega kapitala 

2010 

ZA»ETNO STANJE V POSLOVNEM OBDOBJU 
VseobsegajoËi donos poslovnega leta po obdavËitvi 
Razporeditev Ëistega dobiËka v rezerve iz dobiËka 
KON»NO STANJE V POSLOVNEM OBDOBJU BILAN»NI DOBI»EK POSLOVNEGA LETA 
2009 
16.258 	61.885 (5.183) 5.001 108.857 4.399 191.217 --(2.197) (5.118) -13.147 5.832 
----10.972 (10.972) -
16.258 61.885 (7.380) (117) 119.829 6.574 197.049 
6.574 6.574 


16.258 61.885 (4.148) 719 95.216 9.242 179.172 
--(1.035) 4.282 -8.798 12.045 
----13.641 (13.641) -
16.258 61.885 (5.183) 5.001 108.857 4.399 191.217 
4.399 4.399 

Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. 



Predsednik uprave 
Francesco Vercesi 
»lan uprave FinanËni direktor 


RaËunovodski izkazi 
Izkaz denarnih tokov 


EUR 1.000 Oznaka  Vsebina  2010  2009  
A.  DENARNI TOKOVI PRI POSLOVANJU  
a)  »isti poslovni izid pred obdavËitvijo  15.812  11.248  
Amortizacija  4.588  4.44  
Oslabitve/(odprava oslabitve) finanËnih sredstev v posesti do zapadlosti  20.540  15.611  
»isti (dobiËki)/izgube iz teËajnih razlik  4.585  (4.77)  
Neto (dobiËki)/izgube iz finanËnih sredstev v posesti do zapadlosti  (81)  (5)  
Neto (dobiËki)/izgube pri prodaji opredmetenih osnovnih sredstev in naložbenih nepremiËnin  70  - 
Neto (dobiËki)/izgube pri prodaji neopredmetenih dolgoroËnih sredstev  5  - 
Drugi (dobiËki)/izgube iz financiranja  (9.67)  (129)  
Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz finanËnih sredstev, razpoložljivih za prodajo (brez uËinka odloženega davka)  (6.97)  5.42  
Neto nerealizirani dobiËki v kapitalu oz. presežku iz prevrednotenja iz varovanja denarnih tokov pred tveganji (brez uËinka odloženega davka)  (2.746)  (1.228)  
Druge prilagoditve Ëistega poslovnega izida pred obdavËitvijo  (61)  1.54  
Denarni tokovi pri poslovanju pred spremembami poslovnih sredstev in obveznosti  26.379  31.815  
b)  (PoveËanja) / zmanjšanja poslovnih sredstev (brez denarnih ekvivalentov)  (108.119)  (122.626)  
»isto (poveËanje)/zmanjšanje finanËnih sredstev, namenjenih trgovanju  4.226  686  
»isto (poveËanje)/zmanjšanje finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida  6.482  10.20  
»isto (poveËanje)/zmanjšanje finanËnih sredstev, razpoložljivih za prodajo  7.87  (156.77)  
»isto (poveËanje)/zmanjšanje kreditov  (150.421)  (8.195)  
»isto (poveËanje)/zmanjšanje drugih sredstev  2.720  0.99  
c)  PoveËanja / (zmanjšanja) poslovnih obveznosti:  (385.719)  392.690  
»isto poveËanje/(zmanjšanje) finanËnih obveznosti do centralne banke  (120.6)  (80.000)  
»isto poveËanje/(zmanjšanje) vlog in najetih kreditov, merjenih po odplaËni vrednosti  (266.600)  474.464  
»isto poveËanje/(zmanjšanje) drugih obveznosti  1.514  (1.774)  
Ë)  Denarni tokovi pri poslovanju (a+b+c)  (467.459)  301.879  
d)  (PlaËani) / vrnjeni davek na dohodek pravnih oseb  (1.837)  (5.017)  
e)  Neto denarni tokovi pri poslovanju (Ë+d)  (469.296)  296.861  
B.  DENARNI TOKOVI PRI NALOŽBENJU  
a)  Prejemki pri naložbenju  65  266  
Prejemki iz nekratkoroËnih sredstev ali obveznosti v posesti za prodajo  65  266  
b)  Izdatki pri naložbenju  (6.540)  (7.411)  
(Izdatki pri nakupu opredmetenih osnovnih sredstev in naložbenih nepremiËnin)  (1.510)  (2.196)  
(Izdatki pri nakupu neopredmetenih dolgoroËnih sredstev)  (5.01)  (5.215)  
c)  Neto denarni tokovi pri naložbenju (a-b)  (6.475)  (7.144)  
C.  DENARNI TOKOVI PRI FINANCIRANJU  
a)  Prejemki pri financiranju  - 10.000  
Prejemki od izdanih podrejenih obveznosti  - 10.000  
b)  Izdatki pri financiranju  - - 
c)  Neto denarni tokovi pri financiranju (a-b)  - 10.000  
D.  UËinki spremembe deviznih teËajev na denarna sredstva in njihove ustreznike  813  1.854  
E.  UËinki spremembe poštene vrednosti na denarna sredstva in njihove ustreznike  (2.111)  570  
F.  »isto poveËanje denarnih sredstev in denarnih ustreznikov (Ae+Bc+Cc)  (475.771)  299.717  
G.  Denarna sredstva in njihovi ustrezniki na zaËetku obdobja  692.658  390.517  
H.  Denarna sredstva in njihovi ustrezniki na koncu obdobja (D+E+F+G)  215.590  692.658  

Pojasnila k raËunovodskim izkazom so sestavni del slednjih in jih je treba brati skupaj z njimi. 

Predsednik uprave »lan uprave »lan uprave FinanËni direktor 
Povzetek raËunovodskih usmeritev 

Splošne informacije 
UniCredit Banka Slovenija d.d. je poslovna banka s sedežem v Sloveniji, ki nudi široko paleto finanËnih storitev pravnim in fiziËnim osebam. Banka je bila registrirana kot delniška družba 24. januarja 1991. Njen sedež je na Šmartinski cesti 140, Ljubljana, Slovenija. Dne 1. decembra 2010 je imela Banka skupno dvajset poslovalnic po vsej Sloveniji. Banka je hËerinska banka UniCredit Bank Austria AG. MatiËna banka Skupine je UniCredit S.p.A s sedežem v Rimu, 
A. Specchi, 16, Italija. 
UniCredit Banka Slovenija d.d. ima dovoljenje za opravljanje banËnih 
storitev po 7. Ëlenu Zakona o banËništvu (Uradni list RS, št. 11/06; 
v nadaljevanju: ZBan-1). BanËne storitve zajemajo sprejemanje 
depozitov od javnosti ter dajanje kreditov za svoj raËun. 
Banka ima dovoljenje za opravljanje vzajemno priznanih in dodatnih 
finanËnih storitev. 
Banka lahko opravlja naslednje vzajemno priznane finanËne storitve 
po 10. Ëlenu ZBan-1: 

• 
sprejemanje depozitov; 

• 
dajanje kreditov, ki vkljuËuje: 

-
 potrošniške kredite, 

-
 hipotekarne kredite, 
- odkup terjatev z regresom ali brez njega (factoring), 


-
 financiranje komercialnih poslov, vkljuËno z izvoznim 
financiranjem na podlagi odkupa z diskontom in brez regresa 
dolgoroËnih nezapadlih terjatev, zavarovanih s finanËnim 
instrumentom (forfeiting); 




• 
storitve plaËilnega prometa po ZPlaP, razen storitev upravljanja plaËilnih sistemov; 

• 
izdajanje in upravljanje plaËilnih instrumentov (na primer kreditnih kartic in potovalnih Ëekov); 

• 
izdajanje garancij in drugih jamstev; 

• 
trgovanje za svoj raËun ali za raËun strank: 

-
 z instrumenti denarnega trga, 

-
 s tujimi plaËilnimi sredstvi, vkljuËno z menjalniškimi posli, 

-
 s standardiziranimi terminskimi pogodbami in opcijami, 

-
 z valutnimi in obrestnimi finanËnimi instrumenti, 

-
 s prenosljivimi vrednostnimi papirji; 



• 
sodelovanje pri izdaji vrednostnih papirjev in storitve, povezane s tem; 

• 
svetovanje in storitve v zvezi z združitvami in nakupom podjetij; 

• 
upravljanje z naložbami in svetovanje v zvezi s tem; 

• 
investicijske ter pomožne investicijske storitve in posli. 

Banka lahko opravlja naslednje dodatne finanËne storitve po 11. Ëlenu ZBan-1: 

• 
posredovanje pri prodaji zavarovalnih polic po zakonu, ki ureja zavarovalništvo; 

• 
skrbniške storitve po zakonu, ki ureja investicijske sklade in družbe za upravljanje. 


Objavljene raËunovodske izkaze je Uprava Banke potrdila 25. januarja 2011. 
Povzetek pomembnih raËunovodskih usmeritev 
Povzetek pomembnih raËunovodskih usmeritev, ki so uporabljene pri pripravi raËunovodskih izkazov, navajamo spodaj. Navedeno raËunovodsko politiko Banka uporablja za tekoËe in primerjalno leto. 
IZJAVA O SKLADNOSTI 
Nekonsolidirani raËunovodski izkazi so bili pripravljeni v skladu z Mednarodnimi standardi raËunovodskega poroËanja (MSRP) in pojasnili, ki jih je objavil Odbor za mednarodne raËunovodske standarde (International Accounting Standards Board, IASB) in jih je sprejela Evropska unija. Z dnem objave teh raËunovodskih izkazov se MSRP-ji, kot jih je sprejela Evropska unija, ne razlikujejo od MSRP­jev, kot jih je objavil IASB, razen za instrumente, za katere v skladu z MRS 9 velja obraËunavanje varovanja pred tveganjem, ki ga Evropska unija ni sprejela. Banka ne uporablja instrumentov, za katere bi veljalo obraËunavanje varovanja pred tveganjem v skladu z MRS 9. Tako morebiten sprejem MRS 9 s strani Evropske unije na dan bilance stanja tudi v delu obraËunavanja varovanja pred tveganjem ne bi imel uËinka na priložene raËunovodske izkaze Banke. 
RaËunovodski izkazi so pripravljeni v skladu z MSRP, pri Ëemer so kot podlaga za merjenje uporabljene izvirne vrednosti, razen ob merjenju nekaterih finanËnih instrumentov, kjer so kot podlaga za merjenje uporabljene njihove poštene vrednosti. 
Banka nima odvisnih ali pridruženih podjetij, ki bi jih obvladovala, zato ni zavezana k pripravi konsolidiranih raËunovodskih izkazov. 
UPORABA OCEN IN PREDPOSTAVK 
Pri pripravi raËunovodskih izkazov mora uprava pripraviti presoje, ocene in predpostavke, ki vplivajo na uporabo raËunovodskih usmeritev ter na izkazane zneske sredstev, obveznosti, prihodkov in odhodkov. Dejanski rezultati lahko odstopajo od ocen. 
Banka redno pregleduje ocene in osnovne predpostavke zanje. Spremembe raËunovodskih ocen se pripoznajo v obdobju, v katerem je ocena spremenjena ter v prihodnjih obdobjih, na katera vpliva. 
a) Opredelitev poštene vrednosti 
Banka dnevno vrednoti izvedene finanËne instrumente, finanËna sredstva, namenjena trgovanju, kot tudi finanËna sredstva, razpoložljiva za prodajo, na pošteno vrednost instrumenta. Opredelitev poštene vrednosti teh finanËnih instrumentov zahteva uporabo metod vrednotenja, Ëe tržna cena ni na razpolago. Za finanËne instrumente, s katerimi se ne trguje pogosto in katerih cenovna transparentnost je nizka, je poštena vrednost manj objektivna in zahteva razliËno doloËene predpostavke, odvisne od veË dejavnikov. 
Banka uporablja naslednje metode opredelitve poštene vrednosti: 
• 
kotirana cena na delujoËem trgu za identiËen instrument; 

• 
metode vrednotenja, ki temeljijo na pomembnih dejavnikih, kot 


so kotirane cene na delujoËem trgu za podobne instrumente 
ali metode vrednotenja, kjer lahko vse pomembne dejavnike 
neposredno ali posredno opazimo na trgu. 

Glede na opredelitev poštene vrednosti, v skladu z MSRP 7 Banka razvršËa finanËna sredstva v tri ravni, ki so: 

• 
Raven 1: poštena vrednost je doloËena kot kotirana cena (neprilagojena) na delujoËih trgih za enaka sredstva ali obveznosti 

• 
Raven 2: poštena vrednost je doloËena z vložki poleg kotiranih cen, vkljuËenih v nivo 1, ki so neposredno (to je kot cene) ali posredno (to je kot izpeljani iz cen) zaznavni za sredstvo ali obveznosti 

• 
Raven : poštena vrednost je doloËena z vložki za sredstvo ali obveznost, ki ne temeljijo na zaznavnih tržnih podatkih; Banka doloËa pošteno vrednost s pomoËjo modela. 



b) Oslabitve 


Za stranke iz segmenta poslovanja s podjetji in segmenta poslovanja 
s prebivalstvom, ki pomembno zamujajo s poravnavo obveznosti, se 
slabitve finanËnih sredstev ocenjujejo posamiËno, in sicer glede 
na primerno oceno sedanje vrednosti priËakovanega denarnega 
toka. Pri ocenjevanju denarnih tokov Banka presoja finanËno 
poslovanje stranke kot tudi njeno preteklo plaËilno (ne)disciplino 
in naËin odplaËevanja. Ocena vrednosti zavarovanja, ki se upošteva 
pri izraËunu slabitev, temelji na izkušnjah Banke in pridobljenih 
cenitvah, Ëe in ko je to mogoËe. Banka uporablja tudi razliËne 
faktorje zavarovanja v smislu konzervativnega pristopa k vrednotenju 
razpoložljivih zavarovanj. Slabitve se oblikujejo meseËno, postopek 
pa je urejen z internimi navodili in ima ustrezno informacijsko 
podporo. Organi pristojni za upravljanje s kreditnim tveganjem 
odobrijo vsako slabitev sredstev glede na vrednost, skladno z 
izraËunano oceno denarnih tokov. 

Pri strankah, kjer ni znakov za oblikovanje posamiËnih slabitev, 
Banka uporablja skupinsko ocenjevanje za oblikovanje slabitev. 
Le-te zajemajo kreditne izgube, ki se nanašajo na portfelj kreditov. 
Pri izraËunavanju potrebe za skupinske slabitve vodstvo Banke 
upošteva tudi dejavnike kot so kakovost posojil, velikost portfelja in 
ekonomske dejavnike vkljuËno z analizo pretekle plaËilne discipline v 
teh razredih. Slabitve za nastale, vendar še ne izkazane izgube (IBNR) 
se izraËunavajo na meseËni ravni, temeljijo pa na kakovosti portfelja 
in na tako imenovanem obdobju evidentiranja izgube (loss detection 
period). 

SPREMEMBE RA»UNOVODSKIH USMERITEV 
Banka v letu 2010 ni spreminjala raËunovodskih usmeritev. 
IZDANI, VENDAR ŠE NE UVELJAVLJENI STANDARDI IN POJASNILA 

Številni novi standardi, dopolnitve standardov in pojasnila za leto, ki se je konËalo na dan 1. december 2010, še ne veljajo in jih Banka pri pripravi raËunovodskih izkazov ni upoštevala: 
• Spremenjen MRS 24 Razkrivanje povezanih strank (v veljavi od 
1. januarja 2011). 
V skladu s spremembo so državne ustanove oprošËene razkrivanja poslov s povezano stranko ter odprtih stanj, vkljuËno z obvezami do: 
(a) 
vlade, ki usmerja, skupno obvladuje ali ima pomemben vpliv na poroËajoËo družbo; in do 

(b) 
druge družbe, ki se obravnava kot povezana družba, ker ista vlada usmerja, skupno obvladuje ali ima pomemben vpliv na poroËajoËo in drugo družbo. 


Spremenjen standard zahteva posebna razkritja, Ëe poroËajoËa družba uveljavi to izvzetje oz. izjemo. 
Standard tudi na novo definira pojem povezane stranke, kot posledica novih povezav (npr. pridružena podjetja obvladujoËega družbenika in obvladovanih družb, ali skupaj obvladovanih družb s strani vodilnih). 
Spremenjen MRS 24 za Banko ni pomemben, saj le-ta ni vladna ustanova, spremenjena definicija povezane družbe pa ne bo rezultirala v novih povezavah, ki jih bo potrebno razkriti v raËunovodskih izkazih. 
• 
Dopolnilo k OPMSRP 14 MRS 19 - Omejitev sredstva doloËenega zaslužka, minimalne zahteve financiranja in njihove medsebojne povezanosti (v veljavi od 1. januarja 2011) Dopolnilo OPMSRP 14 doloËa raËunovodsko obravnavanje predplaËil, ki so potrebna v primeru minimalne zahteve financiranja. V skladu z dopolnili, mora družba pripoznati doloËena predplaËila kot sredstva na podlagi dejstva, da ima družba iz tega naslova bodoËe gospodarske koristi, in sicer v obliki zmanjšanja Ëistih izdatkov v prihodnjih letih, ko bi plaËila iz naslova minimalne zahteve financiranja bila obvezna. 

Dopolnilo OPMSRP 14 za Banko ni pomembno, saj le-ta nima pokojninskih naËrtov z opredeljeno višino pokojnine. 

• 
OPMSRP 19 Poravnava finanËnih obveznosti s kapitalskimi instrumenti (v veljavi od 1. julija 2010) Pojasnilo doloËa, da se kapitalski instrumenti, ki jih družba izda upniku za poravnavo finanËne obveznosti v celoti ali delno obravnavajo kot plaËano nadomestilo v skladu z 41. Ëlenom MRS 9. 


Kapitalski instrumenti, izdani upniku za poravnavo finanËne obveznosti v celoti ali delno, se na zaËetku izmerijo po njihovi pošteni vrednosti, razen Ëe te poštene vrednosti ni mogoËe zanesljivo izmeriti. V tem primeru je treba kapitalske instrumente izmeriti tako, da izražajo pošteno vrednost poravnane finanËne obveznosti. Razliko med knjigovodsko vrednostjo poravnane finanËne obveznosti (ali delom poravnane finanËne obveznosti) in plaËanim nadomestilom je treba pripoznati v poslovnem izidu. 
Banka med letom ni izdala kapitalskih instrumentov za poravnanje finanËnih obveznosti. Pojasnilo tako ne vpliva na primerjalne zneske v konsolidiranih raËunovodskih izkazih Banke na dan 1. december 

Povzetek raËunovodskih usmeritev 

2010. Ker se pojasnilo navezuje zgolj na posle, ki se bodo zgodili v prihodnosti, ni mogoËe vnaprej doloËiti uËinkov pojasnila. 
• Dopolnilo k MRS 2 FinanËni instrumenti: Predstavljanje 
-RazvršËanje izdanih pravic (v veljavi od 1. februarja 2010) V skladu z dopolnilom so pravice, opcije ali nakupni boni za pridobitev doloËenega števila lastnih kapitalskih instrumentov podjetja v zameno za doloËen znesek v kateri koli valuti, kapitalski instrumenti, Ëe podjetje vsem svojim obstojeËim lastnikom istega razreda ponudi sorazmerno pravice, opcije ali nakupne bone lastnih neizpeljanih kapitalskih instrumentov je potrebno pravice, opcije ali nakupne bone za nakup doloËenega števila lastnih kapitalski instrumentov družbe. 
Dopolnila k MRS 2 za Banko niso pomembna, saj le-ta ni nikoli izdala te vrste finanËnih instrumentov. 
PREVEDBA TUJE VALUTE 
Funkcijska in predstavitvena valuta: Postavke v raËunovodskih izkazih so za leti 2010 in 2009 evidentirane v evrih, ki so funkcijska in predstavitvena valuta Banke. 
Transakcije in stanja: Transakcije v tuji valuti so pretvorjene v funkcijsko valuto z uporabo menjalnega teËaja Evropske centralne banke na dan posla. Vsak dobiËek ali izguba, ki izhaja iz poravnave transakcij v tujih valutah ter iz pretvorbe denarnih postavk v tujih valutah v funkcijsko valuto, je poroËan v izkazu poslovnega izida, razen Ëe je zadržan v kapitalu v primeru varovanja denarnih tokov pred tveganjem ter za prodajo razpoložljivih finanËnih sredstev. 
Valutni terminski posli se preraËunajo v evre po sklenjenem terminskem teËaju. 
Promptni menjalni teËaji, ki so bili uporabljeni pri pripravi bilance stanja Banke na dan poroËanja, so bili naslednji: 
Valuta  31. 12. 2010  31. 12. 2009  
CHF  1,2504  1,486  
USD  1,62  1,4406  

FINAN»NA SREDSTVA 
Banka uvršËa finanËna sredstva v naslednje skupine: finanËna sredstva po pošteni vrednosti skozi poslovni izid, posojila in terjatve, finanËne naložbe v posesti do zapadlosti v plaËilo ter za prodajo razpoložljiva finanËna sredstva. Banka razvrsti finanËna sredstva v te skupine ob zaËetnem pripoznanju. 
Vsa finanËna sredstva, s katerimi Banka razpolaga, so pripoznana ter je njihovo pripoznanje odpravljeno ob upoštevanju datuma trgovanja razen posojil in terjatev, ki so pripoznani ob upoštevanju datuma plaËila. Vsa finanËna sredstva se na zaËetku pripoznajo po pošteni vrednosti in Ëe gre za finanËno sredstvo, ki ni podano po pošteni vrednosti skozi poslovni izid, so prišteti tudi stroški posla, ki neposredno izhajajo iz nakupa finanËnega sredstva. 
Banka odpravi pripoznanje finanËnih sredstev, kadar so potekle pogodbene pravice do denarnih tokov oziroma je prenesla pravice do prejema denarnih tokov iz finanËnih sredstev skupaj z vsemi tveganji in koristmi na drugo stranko. »e Banka ohrani pravice do obvladovanja tveganj, jih pripozna kot loËeno sredstvo oziroma obveznost. 
Banka odpravi pripoznanje finanËnih obveznosti kadar so pogodbene obveznosti izpolnjene, poteËejo oziroma so drugaËe prekinjene. 
a) FinanËna sredstva po pošteni vrednosti skozi poslovni izid 
V to skupino so uvršËena sredstva, ki so uvršËena kot v posesti za trgovanje ter tista, ki jih Banka po zaËetnem pripoznanju oznaËi po pošteni vrednosti skozi poslovni izid. 
• FinanËno sredstvo je uvršËeno kot v posesti za trgovanje, Ëe je pridobljeno ali prevzeto v glavnem z namenom prodaje ali ponovnega nakupa v kratkem roku ali Ëe je del portfelja prepoznanih finanËnih instrumentov, ki se obravnavajo skupaj in za katere obstajajo dokazi o nedavnem kratkoroËnem pobiranju dobiËkov. Tudi izpeljani instrumenti so uvršËeni v posesti za trgovanje, razen Ëe so instrumenti za varovanje pred tveganjem. 
Po zaËetnem pripoznanju se ti vrednostni papirji merijo in pripoznavajo po pošteni vrednosti, ki je približno enaka teËaju na organiziranem trgu borznih vrednostnih papirjev ali izraËunana s sprejemljivim modelom vrednotenja. Model poštene vrednosti upošteva krivuljo obrestne zamenjave in premijo za kreditno tveganje za doloËen dolžniški vrednostni papir. Premija za kreditno tveganje se doloËi s pomoËjo primerljivih obveznic z enako zapadlostjo. 
Banka vkljuËuje nerealizirane dobiËke in izgube v postavko ››»isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju«. Obresti iz vrednostnih papirjev za trgovanje se obraËunavajo dnevno in so v izkazu poslovnega izida prikazane kot ››Prihodki iz obresti«. 
• Banka oznaËi finanËna sredstva po zaËetnem pripoznanju po pošteni vrednosti skozi poslovni izid, ker ta oznaka znatno zmanjša nedoslednost merjenja, ki bi sicer izhajala iz merjenja izpeljanega finanËnega instrumenta kot v posesti za trgovanje ter merjenja osnovnega finanËna sredstva po metodi veljavnih obresti. 
Posojila, merjena po pošteni vrednosti skozi poslovni izid, so posojila s fiksno obrestno mero, ki so zavarovana pred tveganjem po referenËni obrestni meri posojila z zamenjavo obrestnih mer. Posojila so pripoznana po pošteni vrednosti skozi poslovni izid, da bi se s tem izognili napakam pri predstavitvi ekonomske vsebine transakcije. Banka ugotavlja pošteno vrednost posojila najmanj enkrat meseËno. 
b) Posojila in terjatve 

Posojila in terjatve so neizpeljana finanËna sredstva z doloËenimi ali doloËljivimi plaËili, ki ne kotirajo na delujoËem trgu, razen: 
• 
tistih, ki jih Banka namerava prodati takoj ali kratkoroËno, ki se uvrstijo kot v posesti za trgovanje, in tistih, ki jih Banka po zaËetnem pripoznanju oznaËi po pošteni vrednosti skozi poslovni izid; 


• 
tistih, ki jih Banka po zaËetnem pripoznanju oznaËi kot razpoložljiva za prodajo; 

• 
tistih, za katere imetnik morda ne dobi povrnjene skoraj celotne pripoznane zaËetne naložbe, vendar ne zaradi poslabšanja kreditne sposobnosti, ki se uvrstijo kot na razpolago za prodajo. 


Banka na datum vsakega poroËanja oceni, ali obstaja kakšno znamenje, da utegne biti sredstvo oslabljeno. »e obstaja kakršnokoli tako znamenje, oceni nadomestljivo vrednost sredstva. 
Za vsa posojila se uporablja individualna presoja finanËnih sredstev, razen za fiziËne osebe, kjer se uporablja ocena kakovosti portfelja finanËnih sredstev. 
c) FinanËne naložbe v posesti do zapadlosti v plaËilo 
FinanËne naložbe v posesti do zapadlosti v plaËilo so neizpeljana finanËna sredstva z doloËenimi ali doloËljivimi plaËili in doloËeno zapadlostjo v plaËilo, ki jih Banka nedvoumno namerava in zmore posedovati do zapadlosti. 

FinanËne naložbe v posesti do zapadlosti v plaËilo se izkazujejo po odplaËni vrednosti. 
Banka na datum vsakega poroËanja oceni, ali obstaja kakšno znamenje, da utegne biti sredstvo oslabljeno. »e obstaja tako znamenje, oceni nadomestljivo vrednost sredstva. 
d) Za prodajo razpoložljiva finanËna sredstva 

Za prodajo razpoložljiva finanËna sredstva so tista neizpeljana finanËna sredstva, ki so oznaËena kot razpoložljiva za prodajo ali pa niso uvršËena kot posojila in terjatve, finanËne naložbe v posesti do zapadlosti v plaËilo ali finanËna sredstva po pošteni vrednosti skozi poslovni izid. Ta portfelj vkljuËuje lastniške in dolžniške vrednostne papirje. 
Po prvotnem izkazovanju se za prodajo razpoložljiva finanËna sredstva izmerijo po njihovih poštenih vrednostih. Tržna vrednost na borzi ne odraža vedno poštene vrednosti dolžniških vrednostnih papirjev. V tem primeru Banka ugotavlja pošteno vrednost dolžniških vrednostnih papirjev z metodo vrednotenja preko modela, kjer pri doloËitvi cene upošteva krivuljo obrestne zamenjave in premijo za kreditno tveganje za doloËen dolžniški vrednostni papir. Premija za kreditno tveganje se doloËi s pomoËjo primerljivih obveznic z enako zapadlostjo. Pošteno vrednost lastniških vrednostnih papirjev, ki ne kotirajo na borzi, pa Banka ugotavlja z uporabo ustreznih razmerij teËaj/donos ali teËaj/denarni tok, prilagojenih tako, da odražajo specifiËne okolišËine izdajatelja. DobiËek ali izguba pri finanËnem sredstvu, ki je na razpolago za prodajo, se pripozna neposredno v kapitalu prek izkaza gibanja kapitala, razen izgub zaradi oslabitve in deviznih dobiËkov in izgub, dokler se za finanËno sredstvo ne odpravi pripoznanja in tedaj je prej pripoznani nabrani dobiËek ali izguba pripoznan/a v poslovnem izidu. Obresti, izraËunane po metodi veljavnih obresti, se obraËunavajo dnevno in se pripoznajo v poslovnem izidu. Dividende za kapitalski instrument, ki je na razpolago za prodajo, se pripoznajo v poslovnem izidu, ko je uveljavljena pravica Banke do plaËila. 
IZPELJANI FINAN»NI INSTRUMENTI 
V svojem rednem poslovanju Banka sklepa posle z izpeljanimi finanËnimi instrumenti, ki predstavljajo majhno zaËetno naložbo v primerjavi z nazivno vrednostjo pogodbe. Uporabljani izpeljani finanËni instrumenti vkljuËujejo obrestne, valutne in blagovne terminske pogodbe (forward), zamenjave (swap) in opcije (option). Banka uporablja te finanËne instrumente za varovanje pred obrestnim in valutnim tveganjem, s katerima se sreËuje pri svojem poslovanju na finanËnih trgih, aktivno odpira svoje pozicije ter jih prodaja strankam. 
Izpeljani finanËni instrumenti se v bilanci stanja na zaËetku pripoznajo po odplaËni vrednosti in se pozneje izmerijo po pošteni vrednosti. Poštene vrednosti so doloËene na podlagi objavljenih cen na delujoËem trgu, z uporabo modelov diskontiranih denarnih tokov ali uporabo modelov za opcijsko vrednotenje, odvisno od posameznega izpeljanega finanËnega instrumenta. Spremembe poštene vrednosti izpeljanih finanËnih instrumentov, ki ne predstavljajo instrumentov za varovanje pred tveganjem, se izkazujejo v postavki ››»isti dobiËki/ izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju«. 
Vse izvedene finanËne instrumente se izkazuje kot sredstva, Ëe je njihova poštena vrednost pozitivna, in kot obveznosti, Ëe je ta negativna. 
Poštena vrednost valutnih izvedenih finanËnih instrumentov je njihova tržna cena v sistemu Wall Street, poštena vrednost obrestnih izvedenih finanËnih instrumentov pa tržna cena v sistemu OPUS. Pošteno vrednost izvedenih finanËnih instrumentov na lastniške vrednostne papirje ter blagovnih izvedenih finanËnih instrumentov pa Banki posreduje Bayerische Hypo- und Vereinsbank AG, München. 
INSTRUMENTI ZA VAROVANJE PRED TVEGANJEM 
a) Varovanje poštene vrednosti pred tveganjem 
V letu 2010 Banka ni izvajala varovanja poštene vrednosti pred tveganjem. 
b) Varovanje denarnih tokov pred tveganjem 
V skladu z MSRP varovanje denarnih tokov služi varovanju pred negotovimi (variabilnimi) denarnimi tokovi v prihodnje. S tem 

Povzetek raËunovodskih usmeritev 

namenom so obrestni denarni tokovi varovanih postavk in povezani izvedeni instrumenti, ki so oznaËeni kot instrumenti varovanja pred tveganjem, projicirani v prihodnost (predvidene transakcije). Varovanje se nanaša na izpostavljenost variabilnosti denarnih tokov, ki so povezani s pripoznanimi sredstvi ali pripoznanimi obveznostmi do virov sredstev ali pa z naËrtovano oz. predvideno transakcijo (ali posameznimi deli teh treh), kar bo vplivalo na Ëisti dobiËek. Instrument varovanja je pripoznan po pošteni vrednosti. 
Varovane postavke so obrestni denarni tokovi (predvidene transakcije) transakcij, ki so v ozadju. Pri slednjih gre lahko za transakcije s strankami ali z vrednostnimi papirji, na strani sredstev ali obveznosti v bilanci stanja, pri katerih je obrestna mera obËutljiva na tržne spremembe. Instrumenti varovanja so katerikoli izvedeni finanËni instrumenti, ki lahko varujejo pred izpostavljenostjo variabilnosti relevantnih denarnih tokov. 
Spremembe poštene vrednosti so razdeljene na uËinkoviti del, ki ga je mogoËe pripisati varovanju, in na neuËinkoviti del, ki ga ni mogoËe pripisati varovanju. Varovanje šteje kot uËinkovito, Ëe so za vsako Ëasovno obdobje neto denarni tokovi, povezani z instrumenti varovanja, nižji ali enaki denarnim tokovom pred tveganjem varovane postavke (postavk). UËinkoviti deli so pripoznani neposredno v kapitalu (Presežek iz prevrednotenja, varovanje denarnih tokov). NeuËinkoviti del dobiËka ali izgube na instrumentu varovanja je pripoznan v izkazu poslovnega izida. Da bi se izognili neuËinkovitosti, se pripravljajo projekcije, predvsem za limite in morebitne vzroke neuËinkovitosti. Oddelek za tržna tveganja konec vsakega meseca izvede preskus uËinkovitosti. 
Banka se poslužuje varovanja denarnih tokov za upravljanje s tveganji obrestnih mer na agregirani osnovi. Izvedeni finanËni instrumenti se ne povezujejo s posameznimi transakcijami. 
OPREDMETENA OSNOVNA SREDSTVA (NEPREMI»NINE, NAPRAVE IN OPREMA) IN NEOPREDMETENA DOLGORO»NA SREDSTVA 
Opredmetena osnovna in neopredmetena dolgoroËna sredstva se pripoznajo po nabavni vrednosti. Banka je za merjenje po pripoznanju izbrala model nabavne vrednosti, kar pomeni, da nabavno vrednost zmanjša za amortizacijski popravek vrednosti in nabrano izgubo zaradi oslabitve. 
Amortizacija se izraËuna z uporabo metode enakomernega Ëasovnega amortiziranja. ZemljišËa in sredstva v izgradnji se ne amortizirajo. 
Dobe koristnosti sredstev so razkrite v naslednji tabeli: Doba koristnosti sredstev se redno preverja ter po potrebi prilagodi amortizacijska doba. 

 31. 12. 2010  31. 12. 2009  
Vlaganje v tuje objekte  10 let  10 let  
RaËunalniška oprema  4 leta  4 leta  
Pohištvo, naprave in motorna vozila  4 do 10 let  4 do 10 let  
Neopredmetena dolgoroËna sredstva - programska oprema  5 let  5 let  

Vlaganja v zakupljene objekte/sredstva se amortizirajo v dobi, ki je krajša, pri Ëemer se primerjata doba njihove uporabe in preostala doba njihovega zakupa na podlagi metode enakomernega Ëasovnega amortiziranja. 
Popravila in obnove manjšega obsega se izkažejo v izkazu poslovnega izida. 
Banka obËasno preverja vrednost svojih opredmetenih osnovnih in neopredmetenih dolgoroËnih sredstev, da bi prepoznala, ali utegnejo biti oslabljena. Kadar in zgolj kadar je nadomestljiva vrednost sredstva manjša od njegove knjigovodske vrednosti, Banka zmanjša knjigovodsko vrednost na njegovo nadomestljivo vrednost. Takšno zmanjšanje je izguba zaradi oslabitve. 
Razveljavitev izgube zaradi oslabitve sredstva se takoj pripozna kot prihodek v izkazu poslovnega izida. 
Pripoznanje knjigovodske vrednosti posameznega sredstva se odpravi ob odtujitvi ali Ëe od njegove uporabe ali odtujitve ni veË priËakovati prihodnjih gospodarskih koristi. DobiËki ali izgube, ki izhajajo iz odprave pripoznanja sredstva, se vkljuËijo v poslovni izid, ko se pripoznanje sredstva odpravi. DobiËki ali izgube, ki izhajajo iz odprave pripoznanja posameznega sredstva, se izraËunajo na podlagi razlike med Ëistim donosom ob odtujitvi, Ëe obstaja, in knjigovodsko vrednostjo sredstva. 
DRUGA SREDSTVA 
Druga sredstva sestavljajo Ëasovne razmejitve, provizije, ki ne sodijo v izraËunavanje odplaËne vrednosti finanËnih sredstev in druga sredstva, ki niso izkazana v ostalih postavkah. 
FINAN»NE OBVEZNOSTI 
Banka pripozna finanËne obveznosti po pošteni vrednosti. Po zaËetnem pripoznanju jih izmeri po odplaËni vrednosti z uporabo metode veljavnih obresti. 
Banka doslej še ni pripoznala finanËnih obveznosti po pošteni vrednosti skozi poslovni izid. 
Postavka ››FinanËne obveznosti, namenjene trgovanju« izkazuje negativno tržno vrednost izpeljanih finanËnih instrumentov. 
REZERVACIJE 
Rezervacija se pripozna, Ëe ima Banka zaradi preteklega dogodka sedanjo obvezo, Ëe je verjetno, da bo pri poravnavi obveze potreben odtok dejavnikov, ki omogoËajo gospodarske koristi, in Ëe je mogoËe zanesljivo oceniti znesek obveze. 
Rezervacije se oblikujejo za: 
• potencialne izgube v zvezi s tveganji, ki izhajajo iz zunajbilanËnih postavk, 
• 
jubilejne nagrade in odpravnine, 

• 
potencialne izgube v zvezi s pravdnimi spori, v katerih je Banka udeležena oziroma obstaja nevarnost, da bo udeležena 


• 
druge dogodke, za katere je zelo verjetno, da bo Banka utrpela odliv finanËnih sredstev 


IZKAZ DENARNIH TOKOV 

Pri poroËanju o denarnih tokovih so denarna sredstva opredeljena kot denar v blagajni in na transakcijskih raËunih pri bankah, vkljuËno z obveznimi rezervami pri Banki Slovenije. Denarni ustrezniki so opredeljeni kot kratkoroËne hitro unovËljive naložbe, ki so takoj pretvorljive v znane zneske denarnih sredstev in pri katerih je tveganje spremembe vrednosti nepomembno. 
UGODNOSTI ZAPOSLENIH 

Banka svojim zaposlenim izplaËuje jubilejne nagrade in odpravnine ob upokojitvi. Zaposleni so upraviËeni do jubilejnih nagrad, Ëe so v Banki neprekinjeno zaposleni doloËeno Ëasovno obdobje. Do odpravnin so upraviËeni tisti zaposleni, ki se upokojijo in so bili pred tem v Banki zaposleni doloËeno minimalno Ëasovno obdobje. 
Sedanjo vrednost obvez za izplaËilo jubilejnih nagrad in odpravnin je izraËunal za to usposobljen aktuar z uporabo metode predvidene pomembnosti enot. KljuËne aktuarske predpostavke, uporabljene pri izraËunu sedanje vrednosti omenjenih obvez, so naslednje: 
• 
diskontna mera - kot diskontna mera so uporabljeni na dan bilance stanja znani tržni donosi obveznic, katerih izdajatelji so družbe iz evroobmoËja, 

• ocenjeno poveËanje prihodnjih plaË, • ocenjeno poveËanje jubilejnih nagrad, 


• 
stopnje smrtnosti - tabela smrtnosti v Sloveniji v letih 2000-2002, 

• 
fluktuacija zaposlenih na podlagi zabeleženih podatkov o zaposlenih v Banki v prejšnjih letih, 

• 
starost ob upokojitvi: 59 let za ženske in 61 let za moške, 

• 
tekoËi podatki o zaposlenih v Banki (trajanje zaposlitve, starost, spol, povpreËni zaslužki), 

• 
povpreËna meseËna plaËa v Republiki Sloveniji, 

• 
v primeru, da je na dan, za katerega je narejen izraËun, zgoraj navedena starost ob upokojitvi že dosežena ali presežena, se predpostavlja upokojitev Ëez šest mesecev. 



Znesek obvez, ki izhajajo iz jubilejnih nagrad in odpravnin zaposlenim, je pripoznan kot sedanja vrednost priËakovanih prihodnjih plaËil. Aktuarski dobiËki in izgube so pripoznani v poslovnem izidu. Aktuarski dobiËki in izgube, ki izvirajo iz izkustvene prilagoditve in iz uËinkov sprememb aktuarskih predpostavk ter presegajo 10 % sedanje vrednosti obveze za doloËene zaslužke in 10 % poštene vrednosti kakršnihkoli sredstev programa, se pripoznajo v izkazu poslovnega izida postopno v priËakovani povpreËni preostali delovni dobi zaposlenih. 
Banka plaËuje prispevke za pokojninsko zavarovanje v skladu z zakonodajo. Prispevki predstavljajo stroške v obdobju, na katerega se nanašajo, in so v izkazu poslovnega izida prikazani med stroški dela. FinanËna skupina UniCredit je vzpostavila srednje- do dolgoroËni program nagrajevanja z delnicami in delniškimi opcijami Unicredit 
S.p.A. Program je bil vzpostavljen z namenom spodbujanja pripadnosti in motivacije izbranih managerjev in zaposlenih k doseganju strateških ciljev Skupine. PlaËilne transakcije so poravnane s kapitalom. V skladu z MSRP so Ëlanice Skupine, katerih zaposlenim so bile dodeljene delnice, zavezane plaËati matiËni družbi izmerjeno obveznost za razporeditev njihovim zaposlenim. 
Kriteriji izraËuna poštene vrednosti za s kapitalom poravnane delniške opcije: Poštena vrednost je bila izraËunana z uporabo ››Hull and White« modela. Model temelji na trinominalnem drevesu cenovne distribucije z uporabo Boyleovega algoritma in ocenjuje zgodnjo verjetnost izpolnitve na temelju deterministiËnega modela, ki je povezan z doseganjem tržne vrednosti delnice, kar je enako izpolnitvenemu veËkratniku cene in verjetnosti, da jih bo upraviËenec odtujil v obdobju moratorija neizvršljivosti opcij. Kriteriji izraËuna poštene vrednosti delnice: Poštena vrednost je bila izraËunana na podlagi tržne vrednosti delnice zmanjšana za sedanjo vrednost dividend, ki se nanašajo na obdobje od podelitve do izvršitve pravice. 
Odmerno obdobje za delnice je 1 leto, odmerno obdobje za delniške opcije pa štiri leta. Pravice iz naslova podeljenih delnic je možno uveljaviti v 5 mesecih po koncu odmernega obdobja, iz naslova delniški opcij pa v 6 do 10 letih po koncu odmernega obdobja. 
DELNIŠKI KAPITAL 
Delniški kapital je sestavljen iz vpoklicanega osnovnega kapitala, kapitalskih rezerv, presežka iz prevrednotenja (presežka iz prevrednotenja pri poslih z vrednostnimi papirji, razpoložljivimi za prodajo, in varovanja denarnih tokov), rezerv iz dobiËka in Ëistega dobiËka poslovnega leta. 
DOBI»EK NA DELNICO 
Banka je predstavila dobiËek na delnico za svoje navadne (kosovne) delnice. DobiËek na delnico je izraËunan kot kvocient med dobiËkom ali izgubo ter povpreËnim številom delnic v obdobju. 
Banka nima prednostih delnic ali drugih zamenljivih instrumentov, zato je popravljen Ëisti dobiËek na delnico enak izraËunanemu dobiËku na delnico. 
POGOJNE OBVEZNOSTI IN PREVZETE FINAN»NE OBVEZNOSTI 
Prevzete finanËne obveznosti za jamstva (garancije), tako finanËna kot storitvena, predstavljajo nepreklicne obveze Banke za plaËila, Ëe komitent Banke ne izpolni svojih obveznosti do tretjih oseb. 
Listinski akreditivi so nepreklicne pogojne obveznosti Banke, ki na zahtevo stranke (kupca) izvrši ali sprejme plaËilo upraviËenca (prodajalca), ali plaËa ali sprejme menice, ki jih je dvignil upraviËenec ob predložitvi predpisanih dokumentov, skladno z izpolnjenimi zahtevami izdanega akreditiva. Listinski akreditivi so zavarovani, podobno kot posojila oz. prevzete finanËne obveznosti za jamstva, glede na kreditno sposobnost in uspešnost posojilojemalca. 

Povzetek raËunovodskih usmeritev 

Osnovni namen prevzetih in nepreklicnih obveznosti iz odobrenih posojil je, skladno s sklenjenim dogovorom, zagotovitev sredstev komitentu Banke. Prevzete in nepreklicne obveznosti iz odobrenih posojil sestavljajo neËrpana sredstva iz odobrenih posojil in neporabljeni, odobreni limiti na transakcijskih raËunih komitentov Banke. 
Tveganja, povezana s pogojnimi obveznostmi in prevzetimi finanËnimi obvezami, se ocenjujejo podobno kot tveganja pri odobrenih posojilih, pri Ëemer so upoštevani kreditna sposobnost in uspešnost posojilojemalca ter vrednosti prejetih zavarovanj in garancij tretjih strank. 
OBRESTNI PRIHODKI IN ODHODKI 
V izkazu poslovnega izida se obrestni prihodki in odhodki pripoznajo v ustreznem obdobju po metodi veljavnih obresti. 
IZGUBE ZARADI OSLABITVE POSOJIL IN TERJATEV 
Banka oceni na vsak dan bilance stanja, ali obstaja kak nepristranski dokaz o morebitni oslabljenosti finanËnega sredstva. »e takšni dokazi obstajajo, Banka izmeri znesek izgube kot razliko med knjigovodsko vrednostjo in sedanjo vrednostjo priËakovanih prihodnjih denarnih tokov razobresteni po izvirni veljavni obrestni meri sredstva. Vrednost izgube se pripozna v poslovnem izidu. 
PRIHODKI IN ODHODKI IZ PROVIZIJ 
Prejete in dane provizije se obiËajno pripoznajo na dan zakljuËka izvedene transakcije. Provizije, ki se nanašajo na daljše Ëasovno obdobje, Banka razmejuje. 
OBDAV»ENJE 
Davki se izraËunavajo v skladu s predpisi o davku od dohodkov pravnih oseb. Na splošno obdavËljiv dobiËek temelji na dobiËku ali izgubi, pripoznani v izkazu poslovnega izida, ki je pripravljen v skladu z MSRP. Prilagojen je v skladu z davËnimi predpisi. 
Odhodek za davek (prihodek od davka) obsega odmerjeni odhodek za davek (odmerjeni prihodek od davka) in odloženi odhodek za davek (odloženi prihodek od davka). 
Trenutna davËna stopnja za davek od dobiËka pravnih oseb je 20 % (za leto 2009: 21 %). Za odložene davke je bila uporabljena stopnja 20 % (za leto 2009: 20 %), ki predstavlja stopnjo davka od dohodkov pravnih oseb za leto 2011. 
Odloženi davki so namenjeni pokrivanju zaËasne razlike, ki nastane med davËno vrednostjo sredstev in obveznosti ter njihovo knjigovodsko vrednostjo v bilanci stanja. 
Odložene obveznosti za davek so zneski davka iz dobiËka, ki jih bo treba poravnati v prihodnjih obdobjih glede na obdavËljive zaËasne razlike. 
Odložene terjatve za davek so zneski davka iz dobiËka, ki bodo povrnjeni v prihodnjih obdobjih glede na odbitne zaËasne razlike, prenos neizrabljenih davËnih izgub v naslednja obdobja in prenos neizrabljenih davËnih dobropisov v naslednja obdobja. 
Banka mora plaËevati razliËne posredne davke iz poslovanja. Ti so vkljuËeni kot sestavina administrativnih stroškov. 
POSLOVANJE PO POOBLASTILIH 
Sredstva, ki jih Banka upravlja kot pooblašËenec, zaupnik ali posrednik, niso sredstva Banke in kot taka niso vkljuËena v te raËunovodske izkaze. 
PORO»ANJE PO ODSEKIH 
Banka se ni odloËila, da bi razkrila raËunovodske informacije po odsekih, ker se z njenimi delnicami ne trguje javno ter ne izdaja lastniških ali dolžniških vrednostnih papirjev na javnih trgih. 
REGULATORNE ZAHTEVE 
Za Banko veljajo regulatorne zahteve Banke Slovenije. Ti predpisi vkljuËujejo limite in druge omejitve, ki se nanašajo na zahteve za minimalno kapitalsko ustreznost, klasifikacijo posojil in zunajbilanËnih obveznosti in rezervacij za kritje kreditnega tveganja, likvidnosti, obrestnih in deviznih pozicij. 1. decembra 2010 sta bila Banka in njeno poslovanje v vseh pomembnih pogledih usklajena z zakonodajnimi zahtevami. 
POVEZANE OSEBE 
Povezane osebe so: 
• 
podjetja, ki neposredno ali posredno prek enega ali veË posrednikov obvladujejo ali jih obvladujejo druga podjetja, ali pa so pod skupnim upravljanjem poroËajoËega podjetja; 

• 
kljuËno vodstveno osebje, torej posamezniki, ki imajo izvršilno moË in odgovornost na podroËjih naËrtovanja, usmerjanja in nadziranja dejavnosti Banke; 

• ožji Ëlani družine kljuËnega vodstvenega osebja, ki so lahko zakonec oziroma partner posameznika in otroci, otroci zakonca oziroma partnerja posameznika ter družinski Ëlani, ki jih vzdržuje posameznik ali zakonec oziroma partner; in 

• 
podjetja, v katerih ima neposredno ali posredno bistven delež pri glasovanju kakšen posameznik, opisan zgoraj, ali na katerega tak posameznik lahko pomembno vpliva. Sem sodijo podjetja v lasti Ëlanov uprave ali glavnih delniËarjev Banke in podjetja, ki imajo z Banko kakšnega skupnega kljuËnega Ëlana vodstva. 


Pri prouËevanju vseh možnih oblik povezav med strankami je pozornost namenjena zlasti vsebini povezave in ne le pravni obliki. 

Pojasnila k raËunovodskim izkazom 
Pojasnila k izkazu finanËnega poloaaja 
Pojasnilo 1: Denar v blagajni in stanje na raËunih pri centralni banki 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Denar v blagajni  13.174  12.454  
Stanja pri centralni banki  71.142  65.567  
Obvezne rezerve pri centralni banki  19.142  25.567  
Druga sredstva pri centralni banki  52.000  40.000  
Skupaj  84.316  78.021  

Evropska centralna banka (ECB) od kreditnih institucij s sedežem v sodelujoËih državah Ëlanicah zahteva, da izpolnjujejo obvezne rezerve, ki jih je potrebno imeti na raËunih pri ECB in pri sodelujoËih nacionalnih centralnih bankah (sodelujoËe NCB). Za primerno se šteje, da imajo institucije te rezerve le na raËunih pri sodelujoËih NCB. 
Obveznosti do bank in centralnih bank v evro obmoËju ter obveznosti do ECB ni potrebno vkljuËevati v sistem izpolnjevanja obveznih rezerv Evrosistema. 
Obveznosti, ki so vkljuËene v osnovo za obvezne rezerve in za katere se uporablja pozitivna stopnja rezerv 2,00 %: 
• 
vloge Ëez noË, 

• 
vloge z dogovorjeno dospelostjo do dveh let, 

• 
vloge na odpoklic z odpovednim rokom do dveh let, 

• 
dolžniški vrednostni papirji z dogovorjeno dospelostjo do dveh let. 

Obveznosti, ki so vkljuËene v osnovo za obvezne rezerve in za katere se uporablja stopnja rezerv, enaka 0,00 %: 

• 
vloge z dogovorjeno dospelostjo veË kot dve leti, 

• 
vloge na odpoklic z odpovednim rokom veË kot dve leti, 

• 
repo posli, 

• 
dolžniški vrednostni papirji z dogovorjeno dospelostjo veË kot dve leti. 


IzraËunane obvezne rezerve po stanju na dan 1. december 2010 znašajo 1.52 tisoË evrov. Banka mora izpolniti zahteve v obdobju od 9. februarja 2011 do 8. marca 2011. 
Pojasnilo 2: FinanËna sredstva, namenjena trgovanju 

EUR 1.000 
Lastniški vrednostni papirji 
596 

Delnice, podjetja 
596 

Dolžniški vrednostni papirji 
22 

Obveznice, Republika Slovenija 
-

Obveznice, enote centralne ravni države 
22 

Krediti 
272 

Izvedeni finanËni instrumenti namenjeni trgovanju 
-

Terminske pogodbe (Forward) 
-

Opcije (Option) 
-

Zamenjave (Swap) 
-

Skupaj 
890 
-596 
-596 
403 425 
40 40 
-22 
-272 

116.647 116.647 
608 608 .88 .88 
82.201 82.201 
117.050 117.940 
191 -191 
191 -191 
2.644 4.671 7.315 
-4.671 4.671 
2.644 -2.644 
531 -531 
-77.153 77.153 
-118 118 
-4.0 4.0 
-42.705 42.705 
3.366 81.824 85.190 

V raËunovodskih izkazih na dan 1. december 2009 je Banka aktivne Ëasovne razmejitve iz spot poslov v znesku 51 tisoË evrov izkazovala med drugimi sredstvi, v letu 2010 pa jih je zaËela pripoznavati med krediti, namenjenimi trgovanju. Zaradi zagotavljanja primerljivosti s podatki za leto 2010, so tudi podatki na dan 1. december 2009 ustrezno prilagojeni. 
Dolžniški vrednostni papirji 

EUR 1.000  2010  2009  
ZaËetno stanje  7.315  28.252  
PoveËanje  864.619  649.030  
Nakup  864.619  649.00  
Zmanjšanje  (871.509)  (669.967)  
Prodaja/unovËenje  (871.412)  (669.498)  
Negativno vrednotenje KonËno stanje  (97) 425  (469) 7.315  

Lastniški vrednostni papirji 

EUR 1.000  2010  2009  
ZaËetno stanje  191  - 
PoveËanje  662  216  
Nakup  662  216  
Zmanjšanje  (257)  (25)  
Prodaja/unovËenje  (21)  - 
Negativno vrednotenje KonËno stanje  (26) 596  (25) 191  

Pojasnilo : FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Raven 3  Raven 3  
Krediti  - 6.66  
Skupaj  - 6.366  

RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 

Gibanje 
EUR 1.000  2010  2009  
ZaËetno stanje  6.366  16.730  
PoveËanje  532  1.138  
Novi krediti  189  651  
Pozitivno vrednotenje  - 145  
TeËajne razlike  4  42  
Zmanjšanje  (6.898)  (11.502)  
PoplaËila  (6.562)  (11.167)  
Negativno vrednotenje  (121)  - 
TeËajne razlike  (215)  (5)  
KonËno stanje  - 6.366  

Pojasnilo 4: FinanËna sredstva, razpoložljiva za prodajo 


50.75 -229 50.964 
5.698 -229 5.927 

-12.452 -12.452 
-16.160 -16.160 

44.757 --44.757 
5.487 --5.487 

47.54 106.892 8.1 162.577 
-87.04 12.991 100.04 

142.846 239.344 8.560 390.750 
89.185 250.203 13.220 352.608 

Na dan 1. december 2010 ima Banka 148.91 tisoË evrov obveznic vkljuËenih v Sklad finanËnega premoženja pri Banki Slovenije, 197 tisoË evrov naložb v vrednostne papirje za zajamËene terjatve vlagatelja po Zakonu o trgu finanËnih instrumentov ter 5.896 tisoË evrov naložb v vrednostne papirje za zagotavljanje likvidnih sredstev, potrebnih za izplaËilo zajamËenih vlog po sistemu jamstva za vloge v Republiki Sloveniji. 
Gibanje delnic in deležev 

282 282 
61.861 -
61.176 	-685 -
(8.216) (53) 
(8.16) -(5) (5) 
53.927 229 

Gibanje obveznic 


217.107 30.225 
127.212 93 
121.856 	-5.56 9 
(45.638) (17.327) 
(44.987) (17.290) 
(651) (7) 
298.681 12.991 
Prerazvrstitve 


FinanËna sredstva, namenjena trgovanju, prerazvršËena 

88.752 88.752 
95.51 95.51 89.7 89.7 
v za prodajo razpoložljiva sredstva 

»e Banka ne bi opravila prerazvrstitev finanËnih sredstev, bi bil njen izkaz poslovnega izida drugaËen na naslednji postavki in v naslednji vrednosti: 
EUR 1.000  31. 12. 2010  31. 12. 2009  
»isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju  (981)  .2  

Pojasnilo 5: Izvedeni finanËni instrumenti, namenjeni varovanju - sredstva 

EUR 1.000  31. 12. 2010 Raven 2  31. 12. 2009 Raven 2  
Varovanje denarnih tokov pred tveganjem Skupaj  4.874 4.874  5.672 5.672  

Pojasnila k raËunovodskim izkazom 

Pojasnilo 6: Krediti 
Krediti bankam 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Vloge na vpogled  6.941  62.719  
KratkoroËni krediti  .47  477.222  
DolgoroËni krediti  7.27  21.184  
Terjatve iz danih jamstev bankam  7.955  12.541  
Skupaj  25.642  573.666  

Banka ni pripoznala oslabitev za kredite bankam niti na dan 1. december 2009 niti na dan 1. december 2010. 
V raËunovodskih izkazih na dan 1. december 2009 so bile terjatve iz naslova post-financiranja v skupnem znesku 12.541 tisoË evrov kategoriji “Druga sredstva”, v letu 2010 pa jih je Banka zaËela pripoznavati med krediti bankam. Zaradi zagotavljanja primerljivosti s podatki za leto 2009, je Banka te terjatve in oslabitve tudi v stanjih na dan 1. december 2009 prenesla med kredite bankam. 

365.127 (17.211) 347.916 
312.578 (11.406) 301.172 

02.020 (1.261) 288.759 
254.19 (8.788) 245.51 

19.609 (25) 19.74 
29.500 -29.500 

252 -252 
9 -9 

27.868 (.49) 24.75 
21.964 (2.618) 19.46 

15.78 (222) 15.156 
6.66 -6.66 

2.005.754 (44.510) 1.961.244 
1.824.072 (26.153) 1.797.919 

906.972 (28.115) 878.857 
904.004 (12.979) 891.025 

1.882 (281) 1.601 
59.929 -59.929 

201.092 (22) 201.070 
129.861 -129.861 

801.686 (15.41) 786.27 
651.595 (1.019) 68.576 

64.122 (679) 6.44 
78.68 (155) 78.528 

2.370.881 (61.721) 2.309.160 
2.136.650 (37.559) 2.099.091 

Krediti podjetjem vkljuËujejo tudi kredite samostojnim podjetnikom. 
Stanje kreditov zaposlenim na dan 1. december 2010 znaša 22.264 tisoË evrov, na dan 1. december 2009 pa je znašalo 17.54 tisoË evrov. 
Na dan 1. december 2010 ima Banka v Sklad finanËnega premoženja pri Banki Slovenije vkljuËenih 91.86 tisoË evrov kreditov. 
V raËunovodskih izkazih na dan 1. december 2009 so bile terjatve za provizije v znesku 66 tisoË evrov ter njihove oslabitve v znesku 9 tisoË evrov ter terjatve v obraËunu iz naslova plaËilnih kartic v znesku 2.111 tisoË evrov izkazane v kategoriji “Druga sredstva”, v letu 2010 pa jih je Banka zaËela pripoznavati med krediti. Zaradi zagotavljanja primerljivosti s podatki za leto 2010, je Banka te terjatve in oslabitve tudi v stanjih na dan 1. december 2009 prenesla med kredite in njihove oslabitve. 
Oslabitve 

EUR 1.000  2010  2009  
ZaËetno stanje  (37.559)  (25.471)  
PoveËanje  (47.870)  (27.621)  
Zmanjšanje  2.708  15.5  
KonËno stanje  (61.721)  (37.559)  

Pojasnilo 7: FinanËna sredstva v posesti do zapadlosti 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Obveznice, banke  29.886  29.77  
Skupaj  29.886  29.773  

Gibanje 

EUR 1.000  2010  2009  
ZaËetno stanje  29.773  29.721  
PoveËanje  542  145  
Nakup  542  145  
Zmanjšanje  (429)  (93)  
UnovËenje  (429)  (9)  
KonËno stanje  29.886  29.773  

Na dan 1. december 2010 ima Banka celoten portfelj finanËnih sredstev v posesti do zapadlosti vljuËenih v Sklad finanËnega premoženja pri Banki Slovenije. 
Prerazvrstitve 


FinanËna sredstva, namenjena trgovanju, 

29.886 29.861 
29.640 29.640 29.77 29.765
prerazvršËena v sredstva v posesti do zapadlosti 

»e Banka ne bi opravila prerazvrstitev finanËnih sredstev, bi bil njen izkaz poslovnega izida drugaËen na naslednji postavki in v naslednji vrednosti: 
EUR 1.000  2010  2009  
»isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju  96  (8)  

Pojasnilo 8: NekratkoroËna sredstva v posesti za prodajo 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Sredstva prejeta za poplaËilo terjatev v posesti za prodajo Skupaj  -- 65 65  

RaËunovodski izkazi 

Pojasnila k raËunovodskim izkazom 

Pojasnilo 9: Opredmetena osnovna sredstva 

Nabavna vrednost 
ZaËetno stanje 
PoveËanje 
Prenos iz opreme v pripravi 
IzloËitev 
KonËno stanje Amortizacijski popravek vrednosti 
ZaËetno stanje 
Amortizacija za leto 
IzloËitev 
KonËno stanje 
»ista knjigovodska vrednost 
ZaËetno stanje 
KonËno stanje 
9.068 574 --9.642  4.112 -511 (58) 4.264  5.538 -464 (2) 5.671  175 969 (975) -170  18.893 1.54 -(689) 19.747  
3.919 78 -4.657  2.991 558 (56) 3.193  2.453 678 (229) 2.902  ---- 9.363 1.974 (585) 10.752  
5.149 4.985  1.121 1.071  3.085 2.769  175 170  9.530 8.995  


8.054 4.146 5.195 114 17.509 
1.116 --1.097 2.21 
-441 594 (1.06) -
(102) (475) (251) -(828) 
9.068 4.112 5.538 175 18.894 
3.192 2.847 1.938 -7.977 
825 617 676 -2.118 
(98) (47) (161) -(72) 
3.919 
2.991 2.453 -9.363 

4.862 
1.299 3.257 114 9.532 

5.149 
1.121 3.085 175 9.530 


Banka nima pogodbenih obveznosti za pridobitev opredmetih osnovnih sredstev. Pri vlaganjih v tuje objekte Banka nima možnosti prodaje le-teh, prav tako nobenih drugih pogodbenih obveznosti v zvezi z njimi. Banka ni usredstvila stroškov izposojanja povezanih z opredmetenimi osnovnimi sredstvi. 
Pojasnilo 10: Neopredmetena dolgoroËna sredstva 


EUR 1.000  2010  2009  
Nabavna vrednost ZaËetno stanje  26.939  24.907  
PoveËanje  5.025  5.180  
IzloËitev  - (.148)  
KonËno stanje Amortizacijski popravek vrednosti  31.964  26.939  
ZaËetno stanje  14.318  14.903  
Amortizacija za leto  2.614  2.25  
IzloËitev  - (2.910)  
KonËno stanje »ista knjigovodska vrednost  16.932  14.318  
ZaËetno stanje  12.621  10.004  
KonËno stanje  15.032  12.621  

Banka kot neopredmetena dolgoroËna sredstva pripoznava izkljuËno programsko opremo. Nima znotraj Banke ustvarjenih neopredmetenih sredstev kot tudi ne usredstvenih stroškov izposojanja povezanih z neopredmetinimi osnovnimi sredstvi. Banka ima v višini 1.048 tisoË evrov pogodbenih obveznosti za pridobitev neopredmetih osnovnih sredstev (na dan 1. december 2009: 115 tisoË evrov). 
Banka je v letu 2010 namenila 1.202 tisoË evrov za raziskave v razvoj (v letu 2009: 1.777 tisoË evrov) namenjenih izboljšavam obstojeËih poslovnih procesov in tehnološkim rešitvam. 
Banka ni usredstvila stroškov izposojanja, ki bi se nanašali na neopredmetena dolgoroËna sredstva. 
Pojasnilo 11: Terjatve za davek od dohodkov pravnih oseb 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Terjatve za davek  - 822  
Odložene terjatve za davek  3.634  1.676  
Sredstva/obveznosti namenjena trgovanju  75  181  
Krediti bankam in strankam, ki niso banke  16  21  
FinanËna sredstva, razpoložljiva za prodajo  17  17  
Opredmetena in neopredmetena osnovna sredstva  18  22  
Rezervacije  147  17  
Presežek iz prevrednotenja, varovanje denarnih tokov  1.845  1.296  
Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo  1.516  2  
Skupaj  3.634  2.498  

Pojasnila k raËunovodskim izkazom 


1.676 1.958 
1.298 2.06 78 (105) 
1.253 234 
1.25 24 
423 1.724 
45 1.829 78 (105) 

Pojasnilo 12: Druga sredstva 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Terjatve v obraËunu  1.212  215  
NevraËunani stroški in nezaraËunani prihodki  299  41  
Terjatve za provizije (opravnine)  558  615  
Oslabitve provizij (opravnin)  (6)  (9)  
Terjatve za dane predujme  29  2  
Terjatve iz naslova zapadlih izvedenih finanËnih instrumentov  5.58  1.921  
Oslabitve terjatev iz naslova izvedenih finanËnih instrumentov  (1.604)  (.566)  
Druga sredstva Skupaj  411 6.257  718 12.267  

Druga sredstva so v raËunovodskih izkazih na dan 1. december 2009 vkljuËevala tudi terjatve iz naslova post-financiranja v znesku 12.541 tisoË evrov, terjatve za provizije v znesku 66 tisoË evrov ter njihove oslabitve v znesku 9 tisoË evrov, terjatve v obraËunu iz naslova plaËilnih kartic v znesku 2.111 tisoË evrov in aktivne Ëasovne razmejitve iz spot poslov v znesku 51 tisoË evrov. Zaradi zagotavljanja primerljivosti s podatki za leto 2010, ko je Banka terjatve iz naslova post-financiranja pripoznavala med krediti bankam, aktivne Ëasovne razmejitve iz spot poslov med finanËnimi sredstvi, namenjenimi trgovanju, ostale zgoraj navedene terjatve pa med krediti strankam, so tudi podatki na dan 1. december 2009 ustrezno prilagojeni. 
Oslabitve provizij (opravnin) 
EUR 1.000  2010  2009  
ZaËetno stanje  (9)  (13)  
PoveËanje  (14)  (10)  
Zmanjšanje  17  14  
KonËno stanje  (6)  (9)  

Oslabitve ostalih sredstev 
EUR 1.000  2010  2009  
ZaËetno stanje  (3.566)  (34)  
PoveËanje  (1.647)  (.578)  
Zmanjšanje  .609  46  
KonËno stanje  (1.604)  (3.566)  

Pojasnilo 1: FinanËne obveznosti do centralne banke 

EUR 1.000  31. 12. 2010  31. 12. 2009  
KratkoroËni dolgovi iz kreditov iz primarne emisije ob zastavi vrednostnih papirjev Skupaj  -- 120.6 120.633  

Med finanËnimi obveznostmi do centralne banke ima Banka vkljuËena sredstva iz Sklada finanËnega premoženja pri Banki Slovenije in je upraviËena do zadolževanja po pogojih, skladnih s cilji monetarne politike centralne banke. Na dan 1. december 2010 teh sredstev ni Ërpala. 
Pojasnilo 14: FinanËne obveznosti, namenjene trgovanju 

-81.765 
-54 
-4.0 
-46.892 525 -525 81.765 

V raËunovodskih izkazih na dan 1. december 2009 je Banka pasivne Ëasovne razmejitve iz spot poslov v znesku 525 tisoË evrov izkazovala med drugimi obveznostmi, v letu 2010 pa jih je zaËela pripoznavati med obveznostmi, namenjenimi trgovanju. Zaradi zagotavljanja primerljivosti s podatki za leto 2010, so tudi podatki na dan 1. december 2009 ustrezno prilagojeni. 
Pojasnilo 15: Izvedeni finanËni instrumenti, namenjeni varovanju - obveznosti 
EUR 1.000  31. 12. 2010 Raven 2  31. 12. 2009 Raven 2  
Varovanje denarnih tokov pred tveganjem  55.524  1.992  
Skupaj  55.524  13.992  

RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 
Pojasnilo 16: FinanËne obveznosti, merjene po odplaËni vrednosti 
Vloge bank 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Na vpogled  8.254  12.428  
KratkoroËne vloge  966.227  1.144.155  
DolgoroËno vloge Skupaj  469.61 1.443.842  446.00 1.602.586  

Krediti bank 
EUR 1.000  31. 12. 2010  31. 12. 2009  
DolgoroËni krediti  52.102  8.11  
Skupaj  352.102  383.113  

Vloge strank 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Na vpogled  323.338  274.444  
Podjetja  18.07  147.6  
FinanËne institucije  7.646  4.04  
Javni sektor  5.11  4.998  
Prebivalstvo  99.168  90.112  
Tuji rezidenti  28.086  27.928  
KratkoroËne vloge  310.020  439.817  
Podjetja  71.117  90.245  
FinanËne institucije  10.654  0.928  
Javni sektor  11.025  225.24  
Prebivalstvo  8.402  69.465  
Tuji rezidenti  1.822  2.855  
DolgoroËne vloge  149.467  106.492  
Podjetja  14.750  4.427  
FinanËne institucije  1.05  1.05  
Javni sektor  11.70  1.452  
Prebivalstvo  11.985  94.514  
Tuji rezidenti Skupaj  7.976 782.825  5.046 820.753  

Vloge podjetij vkljuËujejo tudi vloge samostojnih podjetnikov. 
Podrejene obveznosti 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Podrejene obveznosti do bank  0.148  0.129  
Skupaj  30.148  30.129  

Banka je v letu 2008 najela 10-letno linijo za Ërpanje podrejenega posojila v višini 20.000 tisoË evrov z obrestno mero Euribor + 1,1 %. 
V letu 2009 je Banka najela dodatno 10-letno linijo za Ërpanje podrejenega posojila v višini 10.000 tisoË evrov z obrestno mero Euribor 

+  %. Posojili sta najeti od UniCredit Bank Austria AG, Dunaj in sta obe v celoti Ërpani. 
Pojasnilo 17: Rezervacije 


EUR 1.000  31. 12. 2010  31. 12. 2009  
Za pravno nerešene tožbe  119  119  
Za jubilejne nagrade in odpravnine  1.005  880  
Za operativna tveganja - pranje denarja  14  14  
Za potencialne izgube  - 91  
Za zunajbilanËne obveznosti Skupaj  979 2.117  54 2.478  

ZaËetno stanje 
PoveËanje 
Zmanjšanje 

Poraba rezervacij Sprostitev rezervacij 
KonËno stanje 119 880 14 931 534 2.478 

-141 --1.788 1.929 
-(16) -(931) (1.343) (2.290) 
-(16) ---(16) ---(91) (1.4) (2.274) 
119 1.005 14 -979 2.117 
5 794 14 -353 1.166 

119 127 -931 816 1.993 
(5) (41) --(635) (681) 
-(41) ---(41) 
(5) ---(65) (640) 
119 880 14 931 534 2.478 

Pojasnilo 18: Obveznosti za davek od dohodkov pravnih oseb 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Obveznosti za davek  921  - 
Odložene obveznosti za davek  1.487  1.253  
Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo Skupaj  1.487 2.408  1.25 1.253  

Pojasnila k raËunovodskim izkazom 

Pojasnilo 19: Druge obveznosti 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Obveznosti v obraËunu iz prodaje vrednostnih papirjev  10.546  54  
Ostale obveznosti v obraËunu  1.046  8.446  
Pasivne Ëasovne razmejitve  5.809  5.595  
Obveznosti do dobaviteljev  1.454  2.241  
Obveznosti iz bruto plaË  1.2  1.160  
Obveznosti za davke in prispevke  441  457  
Obveznosti za provizije (opravnine)  247  75  
Druge obveznosti Skupaj  25 21.119  896 18.924  

V raËunovodskih izkazih na dan 1. december 2009 je Banka pasivne Ëasovne razmejitve iz spot poslov v znesku 525 tisoË evrov izkazovala med drugimi obveznostmi, v letu 2010 pa jih je zaËela pripoznavati med obveznostmi, namenjenimi trgovanju. Zaradi zagotavljanja primerljivosti s podatki za leto 2010, so tudi podatki na dan 1. december 2009 ustrezno prilagojeni. 
Pojasnilo 20: Osnovni kapital 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Navadne delnice - vpis prebivalstva  1  1  
Navadne delnice - vpis tuje banke Skupaj  16.257 16.258  16.257 16.258  

Osnovni kapital Banke na dan 1. december 2010 znaša 16.258.21 evrov in je razdeljen na .898.878 navadnih imenskih kosovnih delnic, ki so v celoti vplaËane. Vsaka primarna kosovna delnica zagotavlja imetniku pravico do enega glasu pri sprejemanju sklepov na skupšËini Banke, pravico do dela dobiËka (dividende) ter pravico do ustreznega dela preostalega premoženja po likvidaciji ali steËaju Banke. 
Banka za leti 2010 in 2009 ni izplaËala dividend. 
Pojasnilo 21: Kapitalske rezerve 
EUR 1.000  31. 12. 2010  31. 12. 2009  
VplaËani presežek kapitala  45.861  45.861  
Kapitalske rezerve, nastale iz splošnega prevrednotevalnega popravka kapitala Skupaj  16.024 61.885  16.024 61.885  

Pojasnilo 22: Presežek iz prevrednotenja 


EUR 1.000  31. 12. 2010  31. 12. 2009  
Presežek iz prevrednotenja, varovanje denarnih tokov  (7.80)  (5.18)  
Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo Skupaj  (116) (7.496)  5.001 (182)  

Presežek iz prevrednotenja, varovanje denarnih tokov 

EUR 1.000  2010  2009  
ZaËetno stanje  (5.183)  (4.148)  
Bruto vrednost  (6.479)  (5.251)  
Odloženi davek  1.296  1.10  
PoveËanje  - 11  
Bruto vrednost  - 11  
Odloženi davek  - 
Zmanjšanje  (2.197)  (1.046)  
Bruto vrednost  (2.746)  (1.29)  
Odloženi davek  549  19  
KonËno stanje  (7.380)  (5.183)  
Bruto vrednost  (9.225)  (6.479)  
Odloženi davek  1.845  1.296  

Presežek iz prevrednotenja, finanËna sredstva, razpoložljiva za prodajo 
EUR 1.000  2010  2009  
ZaËetno stanje  5.002  719  
Bruto vrednost  6.252  910  
Odloženi davek  (1.250)  (191)  
PoveËanje  417  5.111  
Bruto vrednost  521  6.170  
Odloženi davek  (104)  (1.059)  
Zmanjšanje  (5.535)  (828)  
Bruto vrednost  (6.919)  (828)  
Odloženi davek  1.84  - 
KonËno stanje  (116)  5.002  
Bruto vrednost  (146)  6.252  
Odloženi davek  0  (1.250)  

Delnice v skupni vrednosti 5.098 tisoË evrov, ki jih je Banka pridobila iz prekinjenih reodkupnih pogodb, so medsebojno povezane z medbanËnim dogovorom o delitvi dobiËka. Zato Banka obravnava dobiËke ali izgube iz naslova teh delnic povezano kot paket. Morebitne izgube bo pripoznala v izkazu poslovnega izida, Ëe bo skupna poštena vrednost teh delinc pomembno nižja od njihove skupne nabavne cene. 
RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 
Pojasnilo 2: Rezerve iz dobiËka (vkljuËno z zadržanim dobiËkom) 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Zakonske rezerve  1.294  1.294  
Druge rezerve iz dobiËka  118.55  107.56  
Skupaj  119.829  108.857  

Pojasnilo 24: »isti dobiËek poslovnega leta 

EUR 1.000  31. 12. 2010  31. 12. 2009  
»isti dobiËek poslovnega leta  1.147  8.798  
Razporeditev v rezerve iz dobiËka Skupaj  (6.574) 6.573  (4.99) 4.399  

DobiËek na delnico 
EUR 1.000  31. 12. 2010  31. 12. 2009  
(1) »isti dobiËek poslovnega leta  1.147  8.798  
(2) Število delnic  .898.878  .898.878  
(3) DobiËek na delnico v evrih (1) / (2)  3,37  2,26  

Osnovni in popravljeni dobiËek na delnico sta enaka, ker Banka nima popravljalnih možnostnih instrumentov. 
Pojasnila k izkazu poslovnega izida 
Pojasnilo 25: Prihodki iz obresti 

EUR 1.000  2010  2009  
Obresti iz stanj na raËunih pri centralni banki  174  216  
Obresti iz finanËnih sredstev, namenjenih trgovanju  2.099  19.261  
Obresti iz finanËnih sredstev, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida  189  651  
Obresti iz izvedenih finanËnih instrumentov, namenjenih varovanju  8.48  6.210  
Obresti iz finanËnih sredstev, razpoložljivih za prodajo  10.080  10.625  
Obresti iz danih kreditov  70.090  77.974  
Bankam  1.04  .80  
Strankam  69.056  74.594  
Obresti iz danih oslabljenih kreditov  .0  2.01  
Strankam  .0  2.01  
Obresti iz finanËnih sredstev v posesti do zapadlosti  40  810  
Obresti iz drugih finanËnih sredstev Skupaj  1.08 116.886  847 118.606  

Pojasnilo 26: Odhodki za obresti 


EUR 1.000  2010  2009  
Obresti iz stanj na raËunih pri centralni banki  60  2.207  
Obresti iz finanËnih sredstev, namenjenih trgovanju  22.89  18.61  
Obresti iz izvedenih finanËnih instrumentov, namenjenih varovanju  8.25  7.296  
Obresti iz prejetih kreditov in vlog  2.646  51.701  
Bank  24.677  40.161  
Strank  7.969  11.540  
Obresti iz drugih finanËnih obveznosti Skupaj  1 63.886  11 79.576  

Obrestni odhodki za podrejeni dolg znašajo 768 tisoË evrov v letu 2010 (712 tisoË evrov v letu 2009). 
Pojasnilo 27: Prihodki iz dividend 

EUR 1.000  2010  2009  
Dividende iz finanËnih sredstev, razpoložljivih za prodajo Skupaj  2.290 2.290  1.68 1.638  

RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 

Pojasnilo 28: Prihodki iz opravnin (provizij) 
EUR 1.000  2010  2009  
Opravnine od danih jamstev  1.789  1.06  
Opravnine od plaËilnega prometa  5.287  5.110  
Opravnine od posredniških in komisijskih poslov  447  295  
Opravnine od poslov z vrednostnimi papirji  5.0  .55  
Opravnine od kreditnih poslov  5.455  6.28  
Opravnine za druge storitve Skupaj  4.580 22.591  .884 20.413  

Pojasnilo 29: Odhodki za opravnine (provizije) 

EUR 1.000  2010  2009  
Opravnine za banËne storitve  2.85  2.271  
Opravnine za posredniške in komisijske posle  145  171  
Opravnine za posle z vrednostnimi papirji  96  620  
Opravnine za storitve plaËilnega prometa Skupaj  61 3.854  27 3.390  

Pojasnilo 0: Realizirani dobiËki/izgube iz finanËnih sredstev in obveznosti, ki niso merjeni po pošteni vrednosti skozi izkaz poslovnega izida 
EUR 1.000  2010  2009  
Realizirani dobiËki  1.238  1.908  
Iz finanËnih sredstev, razpoložljivih za prodajo  1.166  1.874  
Iz kreditov  72  14  
Iz drugih finanËnih sredstev in obveznosti  - 21  
Realizirane izgube  (591)  (544)  
Iz finanËnih sredstev, razpoložljivih za prodajo  (285)  (44)  
Iz kreditov  (06)  (81)  
Iz drugih finanËnih sredstev in obveznosti  - (20)  
Skupaj  647  1.364  

V postavki “Realizirani dobiËki iz finanËnih sredstev, razpoložljivih za prodajo” Banka v letu 2010 izkazuje dobiËke iz prodaje obveznic (v letu 2009 iz prodaje kapitalske naložbe v podjetju Petrol d.d. v višini 1.824 tisoË evrov ter v podjetju Sava d.d. v višini 48 tisoË evrov). 
Pojasnilo 1: »isti dobiËki/izgube iz finanËnih sredstev in obveznosti, namenjenih trgovanju 
EUR 1.000  2010  2009  
»isti dobiËki iz trgovanja z vrednostnimi papirji  984  599  
»isti dobiËki pri nakupu in prodaji tujih valut  (4.16)  295  
»isti dobiËki iz izvedenih finanËnih instrumentov Skupaj  (619) (3.771)  (59) 834  

Pojasnilo 2: DobiËki/izgube iz finanËnih sredstev in obveznosti, pripoznanih po pošteni vrednosti skozi izkaz poslovnega izida 
EUR 1.000  2010  2009  
»isti dobiËki iz kreditov po pošteni vrednosti skozi izkaz poslovnega izida  (11)  144  
Skupaj  (11)  144  

Pojasnilo : »isti dobiËki/izgube iz teËajnih razlik 

EUR 1.000  2010  2009  
DobiËki iz teËajnih razlik  498.182  24.61  
Izgube iz teËajnih razlik  (49.597)  (19.588)  
Skupaj  4.585  4.773  

Pojasnilo 4: »isti dobiËki/izgube iz odprave pripoznanja sredstev brez nekratkoroËnih sredstev v posesti za prodajo 
EUR 1.000  2010  2009  
Izgube iz odprave pripoznanja  (64)  (72)  
Skupaj  (364)  (372)  

Pojasnila k raËunovodskim izkazom 

Pojasnilo 5: Drugi Ëisti poslovni dobiËki/izgube 
EUR 1.000  2010  2009  
DobiËki  163  294  
DobiËki iz sprostitve vnaprej vraËunanih stroškov  104  51  
DobiËki iz operativnih tveganj  17  197  
Ostali dobiËki  42  46  
Izgube  (187)  (185)  
»lanarine  (87)  (95)  
Izgube iz operativnih tveganj  (41)  (9)  
Ostale izgube Skupaj  (59) (24)  (51) 109  

Pojasnilo 6: Administrativni stroški 
Stroški dela 
EUR 1.000  2010  2009  
Bruto plaËe  14.402  1.9  
Dajatve za socialno zavarovanje  1.164  1.046  
Dajatve za pokojninsko zavarovanje  1.74  1.264  
Druge dajatve, odvisne od bruto plaË  40  10  
Drugi stroški dela Skupaj  .67 20.347  .082 18.741  

Banka prikazuje v letu 2010 med stroški dela strošek za neizkorišËene dopuste v višini 59 tisoË evrov (9 tisoË evrov v letu 2009). 
Stanje obveznosti iz naslova s kapitalom poravnanih plaËilnih transakcij znaša 116 tisoË evrov na dan 1. december 2010 (119 tisoË evrov na dan 1. december 2009). Strošek s kapitalom poravnanih plaËilnih transakcij v letu 2010 znaša 24 tisoË evrov (44 tisoË evrov v letu 2009). 
Delnice in delniške opcije 


5.165 4,0 
116.181 0,97 
6.480 ,80 
28.685 4,08 
116.181 0,97 
Ostali administrativni stroški 

EUR 1.000  2010  2009  
Odhodki za nepremiËnine, vzete v poslovni najem  2.222 2.281 1.552 2.102 1.05 1.665 74 451 82 600 260 76 14.128  2.17 2.204 1.710 1.89 740 1.592 5 474 880 611 195 70 13.006  
Storitve za raËunalniško in programsko opremo  
Komunikacijske storitve  
Stroški svetovalnih in revizijskih storitev  
Ostale storitve drugih  
Stroški reklame  
Stroški izobraževanja  
Stroški materiala  
Stroški vzdrževanja osnovnih sredstev  
Stroški zavarovanja  
Stroški za službena potovanja  
Ostali stroški Skupaj  

Stroški svetovalnih in revizijskih storitev vkljuËujejo stroške revizije raËunovodskih izkazov za leto 2010 v višini 11 tisoË evrov revizijske hiše KPMG Slovenija, podjetje za revidiranje, d.o.o. Nadalje so vkljuËeni stroški iste revizijske hiše za revizijo skrbniških poslov v višini 8 tisoË evrov. Stroški davËnega svetovanja družbe Ernst & Young Svetovanje d.o.o. so znašali 8 tisoË evrov. 
Banka ima v najemu veËje število poslovnih prostorov. Najemne pogodbe se sklenejo za obdobje do 15 let z možnostjo podaljšanja oziroma predËasne prekinitve. 
Najmanjša vsota najemnin, ki bi jih Banka morala plaËati v najveË letu dni, je 2.087 tisoË evrov, v veË kot letu dni in ne veË kot petih letih 
2.290 tisoË evrov in v veË kot petih letih 862 tisoË evrov (leta 2009: 2.124 tisoË evrov v najveË letu dni). 
Pojasnila k raËunovodskim izkazom 

Pojasnilo 7: Amortizacija 
EUR 1.000  2010  2009  
Amortizacija opredmetenih osnovnih sredstev  1.974  2.119  
Amortizacija vlaganj v tuje objekte  78  826  
Amortizacija raËunalniške opreme  558  617  
Amortizacija ostale opreme  678  675  
Amortizacija neopredmetenih dolgoroËnih sredstev Skupaj  2.614 4.588  2.325 4.443  

Pojasnilo 8: Rezervacije 

EUR 1.000  2010  2009  
Za pravno nerešene tožbe  - (114)  
Za jubilejne nagrade in odpravnine  (141)  (127)  
Za potencialne izgube  91  (91)  
Za zunajbilanËne obveznosti Skupaj  (444) 346  (181) (1.354)  

Pojasnilo 9: Oslabitve 

EUR 1.000  2010  2009  
Oslabitve finanËnih sredstev, razpoložljivih za prodajo  - 83  
Oslabitve finanËnih sredstev, merjenih po odplaËni vrednosti  20.540  15.528  
PoveËanje  4.817  29.569  
Krediti  42.185  25.972  
Opravnine  5  19  
Ostala sredstva  1.627  .578  
Zmanjšanje  (2.277)  (14.041)  
Krediti  (19.670)  (1.995)  
Opravnine  (16)  (14)  
Ostala sredstva Skupaj  (.591) 20.540  (2) 15.611  

Oslabitve finanËnih sredstev in rezervacije za prevzete obveznosti po zunajbilanËnih postavkah Banka oblikuje v skladu z Mednarodnimi standardi raËunovodskega poroËanja. Tako Banka za oblikovanje oslabitev za najboljše stranke uporablja portfeljski pristop in metodologijo ››Incurred But Not Reported (IBNR)«. Na preostalem delu portfelja Banka oblikuje oslabitve na individualni osnovi (na ravni stranke ali posla) ob upoštevanju spodnjih kriterijev: 
• 
zamuda pri plaËilih glavnice, obresti in/ali drugih odpravnin, dogovorjenih po pogodbi; 

• 
težave z denarnimi tokovi; 

• 
kršitve posojilnih pogodb ali pogojev; 

• 
steËaj ali drugi pravni postopki, ki imajo lahko za posledico izgubo za Banko iz te naložbe; 

• 
informacije, ki imajo lahko vpliv na izpad prejetih odplaËil za Banko. 


Pri posamiËnem ocenjevanju izgub iz kreditnega tveganja Banka potrebno oslabitev finanËnega sredstva izraËuna kot razliko med knjigovodsko in nadomestljivo vrednostjo. Slednjo izraËuna z diskontiranjem priËakovanih prihodnjih denarnih tokov ob uporabi efektivne obrestne mere, pri Ëemer upošteva priËakovane denarne tokove iz unovËljivih zavarovanj. Prav tako Banka pri odpravi oslabitev upošteva zgornje kriterije in naËin izraËuna. 
Pojasnilo 40: »isti dobiËki/izgube iz nekratkoroËnih sredstev v posesti za prodajo 
EUR 1.000  2010  2009  
DobiËki iz nekratkoroËnih sredstev v posesti za prodajo  14  22  
Izgube iz nekratkoroËnih sredstev v posesti za prodajo Skupaj  () (19)  (162) (140)  

Pojasnilo 41: Davek iz dohodka pravnih oseb 

EUR 1.000  2010  2009  
TekoËi davek  2.562  1.98  
Odloženi davek  104  511  
Skupaj  2.666  2.450  


11.248 21,00 % 2.62 (6,85 %) (771) 
4,24 % 477 
4,54 % 511 
0,7 % 42 
4,17 % 469 
(1,15 %) (129) 
21,78% 2.450 

RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 

Pojasnila k izkazu denarnih tokov 
Pojasnilo 42: Denarni ustrezniki 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Denar v blagajni  1.174  12.454  
Obvezne rezerve pri centralni banki  19.142  25.567  
Druge vloge pri centralni banki  52.000  40.000  
FinanËna sredstva, namenjena trgovanju  40  4.671  
FinanËna sredstva, razpoložljiva za prodajo  120.522  70.026  
Krediti bankam z zapadlostjo do  mesece Skupaj  10.49 215.590  59.940 692.658  

FinanËna sredstva, namenjena trgovanju in finanËna sredstva, razpoložljiva za prodajo, predstavljajo obveznice Republike Slovenije. 
Pojasnila k zunajbilanËnemu poslovanju 
Pojasnilo 4: ZunajbilanËno poslovanje 
EUR 1.000  31. 12. 2010  31. 12. 2009  
FinanËne garancije  105.251  47.962  
Storitvene garancije  79.747  64.954  
Krediti, limiti in kreditne linije  224.066  278.985  
Upniki po spot poslih  15.167  42.104  
Akreditivi  187  5.778  
Upniki za zastavljene vrednostne papirje za obveznosti banke  6.09  120.728  
Nazivna vrednost izvedenih finanËnih instrumentov Skupaj  4.67.91 5.068.424  4.609.2 5.169.843  

Garancije Izvedeni finanËni instrumenti 
EUR 1.000  31. 12. 2010  31. 12. 2009  
ZaËetno stanje  112.916  145.171  
PoveËanje  213.885  133.186  
Nove garancije  202.608  115.698  
TeËajne razlike  11.277  17.488  
Zmanjšanje  (141.803)  (165.441)  
IzplaËilo garancij  (1.740)  (672)  
Ugasnjene garancije  (127.69)  (140.12)  
TeËajne razlike KonËno stanje  (12.70) 184.998  (24.67) 112.916  

EUR 1.000  31. 12. 2010 Raven 2  31. 12. 2009 Raven 2  
Terminske pogodbe (Forward in Futures)  81.29  282.51  
Obrestne opcije (Option)  90.615  649.085  
Valutne opcije (Option)  617.818  781.11  
Ostale opcije (Option)  55  - 
Obrestne zamenjave (Swap)  .21.51  2.884.42  
Namenjene trgovanju  1.557.180  2.005.696  
Namenjene varovanju  1.764.171  878.76  
Valutne zamenjave (Swap)  218.71  - 
Blagovne zamenjave  7.749  12.15  
Skupaj  4.637.913  4.609.332  

Pojasnilo, ki se nanaša na negotovost glede gospodarskih koristi Banka razkriva preko analize kreditnega tveganja nasprotne stranke v poglavju BanËna tveganja. Banka teži pri sklepanju veËine derivativnih poslov k zapiranju pozicij. 
Pojasnilo 44: Poslovanje po pooblastilu 
Bilanca stanja iz poslovanja po pooblastilu 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Denarna sredstva strank za posredovanje s finanËnimi instrumenti  6.1  5.955  
Terjatve iz poslov posredovanja s finanËnimi instrumenti  5  76  
Terjatve iz poslov gospodarjenja s finanËnimi instrumenti  6.525  4.569  
Terjatve po skrbniških poslih  4.750.68  .154.02  
Terjatve do KDD za prodane finanËne instrumente  26  95  
Terjatve iz poravnalnega poslovanja  47  - 
Terjatve iz drugih poslov v tujem imenu in za tuj raËun  258.807  6.775  
Skupaj sredstva  5.023.417  3.501.502  
Obveznosti do strank iz denarnih sredstev in finanËnih instrumentov  4.76.60  .164.651  
Obveznosti do KDD za kupljene finanËne instrumente  52  76  
Obveznosti do banke za provizije, stroške ipd.  2  - 
Obveznosti iz poravnalnega poslovanja  47  - 
Obveznosti iz drugih poslov v tujem imenu in za tuj raËun  258.807  6.775  
Skupaj obveznosti  5.023.417  3.501.502  

RaËunovodski izkazi 

Pojasnila k raËunovodskim izkazom 

Pojasnilo 45: Posredniško poslovanje 

Prihodki in odhodki iz opravnin v zvezi z investicijskimi storitvami in posli 
EUR 1.000  31. 12. 2010  31. 12. 2009  
Prihodki iz opravnin (provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke  5.033  3.535  
Sprejemanje, posredovanje in izvrševanja naroËil  620  652  
Gospodarjenje s finanËnimi sredstvi  175  160  
Izvedba prvih ali nadaljnjih prodaj brez obveznosti odkupa  47  574  
Skrbništvo in sorodne storitve  .801  2.149  
Odhodki iz opravnin(provizij) v zvezi z investicijskimi in pomožnimi investicijskimi storitvami in posli za stranke  982  643  
Opravnine v zvezi s KDD družbo in njej podobnimi organizacijami  55  1  
Opravnine v zvezi z borzo vrednostnih papirjev in njej podobnimi organizacijami  447  0  

Pojasnilo 46: Povezane stranke 
Banka je hËerinska banka UniCredit Bank Austria AG s sedežem na Dunaju, ki ima v lasti 99,99 % delnic Banke. Lastniki ostalih delnic so slovenska podjetja in fiziËne osebe. MatiËna banka Skupine je UniCredit S.p.A, Italija. 
V svojem obiËajnem poslovanju Banka sklepa številne transakcije z drugimi Ëlanicami finanËne skupine UniCredit, kar vkljuËuje dane in prejete kredite ter depozite, nakupe in prodajo tujih valut ter posle z izvedenimi finanËnimi instrumenti. 
Obseg poslov s povezanimi strankami ter iz njih izhajajoËi prihodki ter odhodki so navedeni v nadaljevanju: 
Bilanca stanja 

EUR 1.000  31. 12. 2010  31. 12. 2009  
Krediti  26.777  533.841  
Uprava  1  2  
KljuËno ravnateljsko osebje  20  0  
Ožji družinski Ëlani kljuËnega ravnateljskega osebja  4    
MatiËna banka  5.09  514.08  
Ostale povezane osebe v skupini UniCredit  21.14  19.468  
Izvedeni finanËni instrumenti  22.149  16.759  
Ostale povezane osebe v skupini UniCredit  22.149  16.759  
Druga sredstva  10  1.064  
MatiËna banka  7  48  
Ostale povezane osebe v skupini UniCredit Skupaj sredstva   48.936  1.015 551.664  
FinanËne obveznosti, merjene po odplaËni vrednosti  1.734.861  1.855.312  
Uprava  45  422  
KljuËno ravnateljsko osebje  51  19  
Ožji družinski Ëlani kljuËnega ravnateljskega osebja  17  21  
MatiËna banka  1.728.720  1.75.149  
Ostale povezane osebe v skupini UniCredit  5.620  119.701  
Izvedeni finanËni instrumenti  157.670  86.369  
Ostale povezane osebe v skupini UniCredit  157.670  86.69  
Druge obveznosti  1.422  4.214  
MatiËna banka  6  2.008  
Ostale povezane osebe v skupini UniCredit Skupaj obveznosti  1.59 1.893.953  2.206 1.945.894  

Krediti dani kljuËnemu ravnateljskemu osebju se sklepajo po obiËajnih poslovnih pogojih. Krediti bankam v Skupini vkljuËujejo vloge na vpogled, vezane vloge in kredite. So nezavarovani in sklenjeni z variabilno ali s fiksno obrestno mero. 
RaËunovodski izkazi 
Pojasnila k raËunovodskim izkazom 

Izkaz poslovnega izida 
EUR 1.000  2010  2009  
Prihodki iz obresti  1.021  2.832  
Uprava  - 2  
KljuËno ravnateljsko osebje  6  12  
MatiËna banka  787  1.626  
Ostale povezane osebe v skupini UniCredit  228  1.192  
Odhodki za obresti  22.758  36.413  
Uprava  14  14  
Ožji družinski Ëlani kljuËnega ravnateljskega osebja  15  - 
MatiËna banka  22.714  21.866  
Ostale povezane osebe v skupini UniCredit  15  14.52  
Prihodki iz opravnin (provizij)  1.320  1.155  
MatiËna banka  651  81  
Ostale povezane osebe v skupini UniCredit  669  774  
Odhodki za opravnine (provizije)  655  978  
MatiËna banka  466  712  
Ostale povezane osebe v skupini UniCredit  189  266  
Administrativni stroški  2.851  1.702  
MatiËna banka  59  - 
Ostale povezane osebe v skupini UniCredit  2.792  1.702  
Razmejitve za nekorišËen dopust  7  8  
Uprava    8  
KljuËno ravnateljsko osebje  4 9 6   -5 1 4  
Rezervacije za jubilejne nagrade in odpravnine  
Uprava  
KljuËno ravnateljsko osebje  

IzplaËila povezanim strankam 
EUR 1.000  2010  2009  
IzplaËila upravi  642 608 4 57 776 776 1.475  6 1  657 62 4 17 542 542 1.216  6 10  
PlaËe in drugi osebni prejemki  
Zavarovalne premije  
IzplaËila Ëlanom nadzornega sveta  
IzplaËila drugim zaposlenim z individualno pogodbo  
PlaËe in drugi osebni prejemki Skupaj  
Število Ëlanov uprave na dan 1. 12.  
Število Ëlanov nadzornega sveta na dan 1. 12.  
Število zaposlenih z individualno pogodbo na dan 1. 12.  

V letu 2010 je bilo povpreËno dvanajst zaposlenih z individualno pogodbo. 
V letu 2010 so Ëlani uprave Banke prejeli: dr. France Arhar 190 tisoË evrov fiksnega dela izplaËila, 41 tisoË evrov variabilnega dela izplaËila ter 2 tisoË evrov drugih prejemkov; Janko Medja 140 tisoË evrov fiksnega dela izplaËila, 20 tisoË evrov variabilnega dela izplaËila ter 2 tisoË evrov drugih prejemkov; Francesco Vercesi 12 tisoË evrov fiksnega dela izplaËila, 25 tisoË evrov za namen prispevkov plaËanih v tujini in 9 tisoË evrov variabilnega dela izplaËila. Zavarovalne premije so bile plaËane za dr. Franceta Arharja v znesku 20 tisoË evrov, za Janka Medjo ter Francesca Vercesija pa po 7 tisoË evrov. 
»lani nadzornega sveta so prejeli: Giuseppe Verrascina 28 tisoË evrov nadomestila ter Franco Andretta 18 tisoË evrov nadomestila. 
Pojasnilo 47: Dogodki po poroËevalskem obdobju 
Banka po poroËevalskem obdobju ni zaznala pomembnejših poslovnih dogodkov, ki bi vplivali na poslovanje Banke. 
Pojasnilo 48: Pravne tožbe 

Banka je bila po stanju na dan 1. december 2010 kot tožena stranka vkljuËena v pet sodnih sporov, v katerih tožeËe stranke uveljavljajo tožbene zahtevke v skupni višini 7,6 milijona evrov (na dan 1. december 2009: 6,4 milijona evrov). Tožbeni zahtevki so v vseh petih sporih po mnenju Banke v celoti neutemeljeni, zato Banka iz tega naslova ne priËakuje pomembnih odhodkov. V skladu s pravili stroke je Banka oblikovala ustrezne rezervacije za pravne spore. 
Pojasnilo 49: Izjava o oškodovanju 

UniCredit Banka Slovenija d.d. kot Ëlanica finanËne skupine UniCredit v svojem obiËajnem poslovanju izvaja številne transakcije z drugimi Ëlanicami Skupine. Le-te se izvajajo po obiËajnih tržnih pogojih in nimajo negativnega vpliva na priložene raËunovodske izkaze. V skladu s 
545. Ëlenom Zakona o gospodarskih družbah podajamo izjavo, da v letih 2010 in 2009 ni bilo opravljenih škodljivih poslov ali drugih dejanj, ki bi povzroËila oškodovanje Banke. 
Dr. France Arhar Predsednik uprave 



»lan uprave FinanËni direktor 

BanËna tveganja 
Celovito upravljanje s tveganji 
UniCredit Banka Slovenija d.d. skladno z naËeli finanËne skupine UniCredit ugotavlja, meri in/ali upravlja z naslednjimi kategorijami tveganj: 
• 
kreditno tveganje (vkljuËujoË tveganje nasprotne stranke), 

• 
tržno tveganje (teËajno in obrestno tveganje ter tveganje trgovanja z lastniškimi vrednostnimi papirji), 

• 
likvidnostno tveganje, • operativno tveganje, 

• 
poslovno tveganje, 

• 
tveganje na podroËju nepremiËnin in 

• 
tveganja iz naslova deležev in kapitalskih udeležb Banke. 


Banka upravlja s tveganji na usklajen naËin po razliËnih organizacijskih ravneh. Poleg tega je struktura upravljanja s tveganji sestavni del širše prakse upravljanja s tveganji v finanËni skupini UniCredit. Na ta naËin podpira enotnost procesov upravljanja in nadzora nad tveganji v celotni Skupini. 
Osrednje aktivnosti upravljanja s tveganji vodi divizija Upravljanje s tveganji. Le-ta je neodvisna od poslovnih enot Banke in je odgovorna neposredno upravi in predsedniku uprave. Osrednje mesto upravljanja s tveganji na najvišji ravni v Banki imajo tri vrste odborov, in sicer: odbor za upravljanje z bilanco banke, kreditni odbori in odbor za operativna tveganja. 
ODBOR ZA UPRAVLJANJE BILANCE BANKE (ALCO) 
Odbor za upravljanje bilance banke (v nadaljevanju: ALCO) je odbor UniCredit Banka Slovenija d.d., ki se ukvarja z vprašanji celovitega upravljanja s tveganji. ALCO se ukvarja z odobritvijo in pregledovanjem strategij in politik prevzemanja in upravljanja s tveganji, redno preverja izpostavljenost Banke razliËnim vrstam tveganja in odobri doloËitve limitov za vse pomembne vrste tveganj ter postopke obvladovanja tveganj. ALCO odbor je odgovoren za upravljanje s strukturo bilance Banke, spremlja izpostavljenost likvidnostnemu in obrestnemu tveganju, spremlja kreditni portfelj, ukvarja pa se tudi z vprašanji upravljanja tveganj, ki zadevajo veË divizij in upravljanja poslovanja celotne Banke. Odbor se ukvarja tudi z upravljanjem kapitala Banke; ima pregled nad razvojem kapitalske ustreznosti Banke in koliËniki, nad regulatornim in ekonomskim kapitalom, razporeditvijo kapitala in razpoložljivimi finanËnimi viri. 
KREDITNI ODBOR 
Za namene odobravanja posamiËnih kreditnih izpostavljenosti je v Banki vzpostavljena dvostopenjska struktura kreditnih odborov. Raven odloËanja je doloËena z zneski predlagane potencialne kreditne izpostavljenosti do posamezne osebe oziroma skupine povezanih oseb. V kreditnih odborih na obeh ravneh sta prisotna vsaj predstavnika iz podroËja za upravljanje s tveganji in iz podroËja prodajnih enot. Seje obeh ravni kreditnih odborov praviloma potekajo dvakrat na teden. Procesi in naËela presoje in odloËanja o posamiËnih kreditnih izpostavljenostih so doloËeni v ustreznih internih smernicah in navodilih. Odobritvene pristojnosti za nižje kreditne izpostavljenosti do pravnih in do fiziËnih oseb kreditni odbor najvišje ravni delegira doloËenim nosilcem individualne kreditne pristojnosti. 
ODBOR ZA OPERATIVNA TVEGANJA 
Odbor za operativna tveganja je odgovoren za uËinkovit pregled izpostavljenosti operativnemu tveganju. Odbor razpolaga z razumevanjem in znanjem celotnega okvira upravljanja z operativnim tveganjem kot tudi z znanjem o tem, kako izpostavljenost operativnemu tveganju vpliva na poslovanje Banke. Odbor za operativna tveganja je odgovoren tudi za preverjanje, ali sta merjenje in sistem nadzora operativnega tveganja moËno integrirana v dnevni proces obvladovanja tveganj Banke. Odbor se sestaja dvomeseËno. 
SPREJEMANJE TVEGANJ 
V napredni postavitvi banËnega posla mora biti poslovanje s strankami obravnavano brez obrestnega, valutnega in likvidnostnega tveganja. Zato je nujna doloËitev jasnih izhodišË za oblikovanje cen za posojila in depozite strank, s Ëimer zagotavljamo jasne loËitve prejemkov poslovanja s strankami od funkcije internega upravljanja s sredstvi in obveznostmi banke. Tržno in likvidnostno tveganje sta prek tržnega sistema transfernih cen prenesena na enote, ki nosijo tveganje. To omogoËa, da se tržno in likvidnostno tveganje ter pribitke pripiše banËnim divizijam v skladu z naËelom vzroËnosti. Produkti in finanËni trgi je znotraj UniCredit Banka Slovenija d.d. edina enota, ki ima odgovornost za obvladovanje tržnih tveganj. Oddelek Upravljanje bilance banke upravlja z likvidnostnim tveganjem in poroËa neposredno izvršnemu direktorju za finance (CFO). Oddelek Produkti in finanËni trgi in oddelek Upravljanje bilance banke sta odgovorna za optimiziranje celostne strukture roËnosti in donosa Banke. 
OBSEG PREVZETIH TVEGANJ 
Strateški cilji Banke se presojajo z vidika obsega prevzetih tveganj, ki je opredeljen: 
• z vidika kapitalske ustreznosti, kjer so na eni strani omejitve in pravila podani s strani regulatorja in na drugi strani željeni obseg prevzetih tveganj s strani banËne skupine; 
• 
z vidika dobiËkonosnosti v primerjavi s prevzetimi tveganji, kjer Banka želi obvladovati nestanovitnost v zaslužkih in dosegati vzdržno rast; 

• 
z vidika refinanciranja in likvidnosti, ki se zagotavlja s strani strank, preostali del pa pretežno s strani skupine. 


Kreditno tveganje 

Kreditno tveganje pomeni tveganje nastanka izgube zaradi neizpolnitve obveznosti dolžnika do banke. Vrste kreditnih tveganj so: 
• 
Tveganje neplaËila: dogodek neplaËila nastopi, ko stranka veË kot 90 dni zamuja s plaËilom katerekoli pomembnejše kreditne obveznosti do banke. 

• 
Deželno tveganje pomeni tveganje izgube, ki jo lahko utrpi Skupina v katerikoli državi zaradi kateregakoli od naslednjih razlogov: možnost poslabšanja ekonomskih razmer, politiËni ali socialni nemiri, nacionalizacija ali razlastitev premoženja, zavrnitve s strani vlade v primeru zadolženosti, poostrene menjalne kontrole in valutne depreciacije ali devalvacije. Slednjemu UniCredit Banka Slovenija d.d. ni izpostavljena. 

• 
Tveganje poravnave je tveganje, ki lahko nastane pri poravnavi ali obraËunavanju posameznih transakcij, v primeru, ko ne pride istoËasno do izmenjave/poravnave obveznosti v denarju, vrednostnih papirjih in/ali drugih oblikah premoženja. 

• 
Tveganje koncentracije pomeni tveganje nastanka izgube v primeru prekomerne izpostavljenosti do posamezne osebe, skupine povezanih oseb in oseb, ki jih povezujejo skupni dejavniki tveganja, kot so enak gospodarski sektor oziroma geografsko obmoËje ali istovrstni posli. 

• 
Tveganje nasprotne stranke 

• 
Tveganje listninjenja, ki mu Banka ni izpostavljena. 



Glavni cilj upravljanja s kreditnim tveganjem je doseganje oziroma ohranjanje visoke kakovosti in razpršenosti kreditnega portfelja. Banka sprejema in upravlja kreditno tveganje skladno z internimi akti. Postopki upravljanja kreditnega tveganja se izvajajo na ravni posamezne transakcije, stranke in portfelja. 
MERJENJE KREDITNIH TVEGANJ 

Temelj vsakega kreditnega odobritvenega procesa je podrobna obravnava vsake kreditne izpostavljenosti povezane z nasprotno stranko. Banka pri procesu odobravanja svojih naložb upošteva tako boniteto nasprotne stranke kot tudi tveganje, povezano z razliËnimi vrstami izpostavljenosti. Pri merjenju kreditnega tveganja Banka za pravne osebe izraËunava boniteto, na podlagi katere ugotavlja tudi verjetnost neplaËila obveznosti. Poleg doloËanja bonitete se ocenjuje tudi izpostavljenost in možnost povraËila, ki temelji na predvidevanjih o razpoložljivih denarnih tokovih. 
Boniteta je doloËena na podlagi finanËnih podatkov, kvalitativnih dejavnikov in opozorilnih signalov. Banka uporablja deset glavnih razvrstitev bonitete z dodatno delitvijo v podrazrede. Lestvica finanËne skupine UniCredit vkljuËuje skupno 28 razliËnih bonitetnih razredov, ki so kalibrirani upoštevajoË lokalne znaËilnosti. Spodnja tabela prikazuje primerjavo med interno bonitetno skupino in zunanjo bonitetno oceno. 
Primerjava med interno bonitetno skupino in zunanjo bonitetno oceno 

ANALIZA KREDITNEGA PORTFELJA 

Po stanju na dan 1. december 2010 je Banka izkazovala 11 % rast v segmentu izpostavljenosti do nebanËnega sektorja v višini 26 milijonov evrov. NajveËjo rast je Banka dosegla v segmentu poslovanja s prebivalstvom, kjer je bila rast 24 %. Za celotni bilanËni portfelj Banke, ki vkljuËuje banËne in ne-banËne terjatve, je Banka izkazovala padec v višini 299 milijonov evrov, kar predstavlja 11 % padec v primerjavi s koncem leta 2009. Padec je odraz zmanjšanja izpostavljenosti do bank v višini 55 milijonov evrov. 
BanËna tveganja 
BanËna tveganja 
Segmentna razdelitev kreditnega portfelja Banke na dan 31. 12. 2010 
Prebivalstvo 
Podjetja 

5 % 54 % 
Holding Gostinstvo 
2 % 
FinanËna 
5 % 

in zavarovalniška dejavnost Kovinsko predelovalna industrija 
6 %  % 
Tisk in založništvo 

Energija in ravnanje z odpadki 
1 % 2 % 
NepremiËnine 
1 % 

Banke 
Druge dejavnosti Maloprodaja 

7 % 

1 % 
6 % 
Državni in javni sektor 

Gradbeništvo Informacijska 
in telekomunikacijska dejavnost 
4 % 
11 % 
Turizem 1 % 2 % 
Promet 
7 % 2 % 
Kmetijstvo in gozdarstvo 
1 % 

Segmentna razdelitev kreditnega portfelja Banke na dan 31. 12. 2009 
Prebivalstvo 
25 % 
Podjetja 
46 % 
Holding Kovinsko  % predelovalna industrija Gostinstvo 
4 % 

FinanËna 
2 % 

in zavarovalniška dejavnost 
5 % 
Tisk in založništvo 1 % 
NepremiËnine 
2 % 

Banke 
Energija in ravnanje z odpadki Druge dejavnosti 
21 % 2 % 
5 % Državni in javni sektor 
Informacijska
8 % 
in telekomunikacijska dejavnost Maloprodaja 

1 % 6 % 

Turizem 
1 % 
Gradbeništvo Promet 
 % 
Avtomobilska 6 % industrijaFarmacevtska 
2 % 
dejavnost 
1 % 

Farmacevtska dejavnost 
2 % 

Delitev celotnega kreditnega portfelja Banke po geografski lokaciji 

Slovenija EU (brez Slovenije) Republike nekdanje Jugoslavije Drugo 
Skupaj 

2.289,99 
2.074,57 10 % 
27,59 
560,1 (95 %) 
58,21 
60,64 (4 %) 
20,7 
14,98 8 % 

2.396,52 
2.710,32 (12 %) 

Opomba: Znesek izpostavljenosti v tabeli je izražen v bruto vrednosti in ne vkljuËuje oslabitev. 
Izpostavljenost do subjektov, ki so rezidenti Evropske unije, se je obËutno zmanjšala zaradi zmanjšanja izpostavljenosti do tujih bank. 
KREDITNO ZAVAROVANJE 

Da bi zmanjšala kreditno tveganje, Banka uporablja tudi zavarovanja. Tako je oblikovala interno politiko o kreditnih zavarovanjih, v kateri so opredeljene posamezne vrste stvarnih in osebnih zavarovanj ter postopki ugotavljanja in spremljanja primernosti in materialne vrednosti. Najpogostejše vrste zavarovanj so: 
• 
hipoteke na stanovanjske in poslovne nepremiËnine, 

• 
zastava premiËnin, 

• 
vloge na vpogled, 

• 
zastava finanËnih instrumentov (npr. obveznice, delnice) ter 

• 
jamstva in garancije. 



Glede na interno politiko o kreditnih zavarovanjih so tudi kreditna zavarovanja del rednega pregleda, ki se izvaja vsaj enkrat letno, bodisi na individualni ali na portfeljski osnovi. Takšen pristop omogoËa Banki boljši vpogled v trenutno stanje in dejansko vrednost kreditnega zavarovanja. 
Struktura kreditnega portfelja Banke do strank, ki niso banke, glede na boniteto stranke in pripadajoËe zavarovanje 

BanËna tveganja 

Struktura kreditnega portfelja Banke glede na boniteto stranke in pripadajoËe zavarovanje 

Opomba: Znesek izpostavljenosti v tabeli je izražen v bruto vrednosti in ne vkljuËuje oslabitev. 
POLITIKA BANKE GLEDE SLABITEV IN REZERVACIJ 
Banka ima natanËno doloËen postopek in notranjo politiko glede spremljanja portfelja ter glede oblikovanja slabitev. Politika za oblikovanje oslabitev je v skladu s sklepom Banke Slovenije o oblikovanju izgub iz kreditnega tveganja bank in hranilnic. Oslabitve finanËnih sredstev in rezervacije za prevzete obveznosti po zunajbilanËnih postavkah Banka oblikuje v skladu z mednarodnimi standardi raËunovodskega poroËanja. Tako Banka za oblikovanje oslabitev za najboljše stranke uporablja portfeljski pristop in metodologijo ››Incurred But Not Reported (IBNR)«. Na preostalem delu portfelja Banka oblikuje oslabitve na individualni osnovi (na ravni stranke ali posla) ob upoštevanju spodnjih kriterijev: 
• 
zamuda pri plaËilih glavnice, obresti in/ali drugih odpravnin, dogovorjenih po pogodbi; 

• 
težave z denarnimi tokovi; 

• 
kršitve posojilnih pogodb ali pogojev; 

• 
steËaj ali drugi pravni postopki, ki imajo lahko za posledico izgubo za Banko iz te naložbe; 

• 
informacije, ki imajo lahko vpliv na izpad prejetih odplaËil za Banko. 


Pri posamiËnem ocenjevanju izgub iz kreditnega tveganja Banka potrebno oslabitev finanËnega sredstva izraËuna kot razliko med knjigovodsko in nadomestljivo vrednostjo. Slednjo izraËuna z diskontiranjem priËakovanih prihodnjih denarnih tokov ob uporabi efektivne obrestne mere, pri Ëemer upošteva priËakovane denarne tokove iz unovËljivih zavarovanj. 
Banka redno spremlja razvoj kreditnega portfelja in pokritost z rezervacijami, kar v obliki rednih in izrednih poroËil poroËa višjemu vodstvu. Prav tako Banka izvaja monitoring na ravni stranke, za tiste stranke, ki zamujajo s plaËili. Tako je Banka uvedla tri statuse, ki doloËajo, katera enota znotraj Banke se ukvarja s posamezno stranko. 
• 
››Kredit na opazovanju«: Ta status pomeni, da stranka še v roku poravnava svoje obveznosti, zaradi razliËnih opozorilnih signalov pa Banka lahko priËakuje zamude pri odplaËevanju v prihodnosti. V takšnih primerih oddelek Upravljanje s tveganji zahteva vzpostavitev posebnih naËrtov aktivnosti s strani poslovnih divizij v Banki. 

• 
››Prestrukturiranje«: V takih primerih si Banka prizadeva prestrukturirati izpostavljenost do stranke z namenom, da se stranki pomaga vzpostaviti status poravnavanja obveznosti brez zamud, kakor tudi minimizirati potencialno izgubo za Banko. Te aktivnosti izvaja oddelek Posebni primeri v sodelovanju s poslovnimi divizijami. 

• 
››Posebni primeri«: Ta status pomeni, da je bila pogodba s stranko že prekinjena in/ali odpovedana, odgovornost za spremljanje in izvedbo v zvezi s poplaËili izpostavljenosti do Banke preko razliËnih oblik izvensodne ali sodne poravnave pa v celoti prevzame oddelek Posebni primeri. 


Izpostavljenost Banke do strank, ki niso banke, glede na njihovo boniteto 

 
Slabe naložbe 
Neklasificirane stranke 
Skupaj 

24, 0,0 18,78 
246,04 0,00 205,11 

497,29 0,18 217,58 
295,50 0,02 90,77 

251,84 0,5 164,5 
287,08 0,05 168,18 

264,0 0,44 16,28 
5,52 0,1 197,88 

4,51 1,05 127,76 
7,5 0, 148,9 

21,51 1,40 54,52 
12,68 0,27 102,48 

272,91 ,86 128,87 
91,02 1,00 5,10 

107,54 2,61 2,59 
51,76 1,20 22,72 

159,85 51,6 4,24 
112,1 4,56 55,10 

8,06 0,17 1,04 
1,21 0,00 1,08 

2.370,87 61,72 1.117,19 
2.136,65 37,56 1.027,35 

Kreditna izpostavljenost z oblikovanimi slabitvami na ravni stranke ali posla je po smernicah doloËil baselskih standardov vsaka izpostavljenost, ko se zgodi eden ali veË ››dogodkov neplaËila«: majhna verjetnost, da bo dolžnik poravnal svoje kreditne obveznosti do banke, dolžnik veË kot 90 dni zamuja s plaËilom katerekoli pomembne kreditne izpostavljenosti do banke, banka odobri prestrukturiranje problematiËne izpostavljenosti, banka obravnava izpostavljenost kot nedonosno oziroma banka vloži predlog za steËajni postopek zoper dolžnika ali podoben predlog v zvezi z dolžnikovo kreditno obveznostjo do banke. 
Banka izkazuje 2, % pokritost problematiËne kreditne izpostavljenosti s slabitvami. UpoštevajoË zavarovanje je pokritost na portfelju slabih naložb 59,4 %. Po stanju na dan 1. december 2010 se je vrednost problematiËne kreditne izpostavljenosti v primerjavi s preteklim letom poveËala za 47,5 milijona evrov oziroma za 42, % na vrednost 160 milijonov evrov. Višina slabitev, oblikovanih za problematiËne izpostavljenosti, se je poveËala za 17 milijonov evrov oziroma za 49,4 % in je znašala 51,6 milijona evrov. 
KREDITNO TVEGANJE NASPROTNE STRANKE 

Kreditno tveganje je v splošnem definirano kot tveganje, da nasprotna stranka v poslu ne bo izpolnila svojih obveznosti do banke v predvidenem roku. Kreditno tveganje nasprotne stranke pa je termin, ki se uporablja v povezavi s transakcijami zakladništva in vrednostnimi papirji. 
Za upravljanje s kreditnim tveganjem nasprotne stranke UniCredit Banka Slovenija d.d. uporablja interni model, ki temelji na pristopu simulacije. Izpostavljenost do posamezne nasprotne stranke ugotavljamo s pomoËjo simulacije razvoja vrednosti portfelja poslov, sklenjenih s stranko. Prihodnja vrednost portfelja se izraËuna na podlagi scenarijev, zasnovanih na triletni Ëasovni vrsti volatilnosti in korelacij faktorjev tveganja. 
Kot trenutna izkorišËenost limita oziroma izpostavljenost do nasprotne stranke se upošteva maksimum 97,5 % kvantilov posameznih Ëasovnih toËk v prihodnosti. 
BanËna tveganja 
Kreditno tveganje nasprotne stranke za UniCredit Banka Slovenija d.d. glede na boniteto strank 
mio EUR Bonitetni razred  Izpostavljenost tveganju nasprotne stranke 31. 12. 2010  31. 12. 2009  
1  4,45  4,88  
2  26,74  21,66  
  2,04  ,57  
4  1,0  5,27  
5  2,56  2,72  
6  8,47  27,45  
7  59,01  1,8  
8  15,87  2,49  
Slabe naložbe  8,61  1,19  
Skupaj  168,05  130,59  

Tržna tveganja 
UniCredit Banka Slovenija d.d. je pri svojem poslovanju izpostavljena tržnim tveganjem. Gre za tveganje, da bi poštena vrednost ali prihodnji denarni tokovi finanËnega instrumenta lahko nihali zaradi sprememb tržnih cen. 
Tržna tveganja nastanejo v primeru odprtih pozicij iz naslova obrestne izpostavljenosti, iz naslova tujih valut, iz naslova kreditnega razpona, iz naslova blaga in iz naslova lastniških vrednostnih papirjev. Vse navedeno je izpostavljeno splošnim in posebnim tržnim gibanjem ter spremembam zaradi nestanovitnosti tržnih teËajev ali cen, kot so obrestne mere, kreditni razponi, menjalni teËaji, cene blaga in cene lastniških finanËnih instrumentov. 
METODE OBVLADOVANJA TRŽNIH TVEGANJ 
Obvladovanje tržnih tveganj vkljuËuje vse dejavnosti, povezane s posli zakladništva in upravljanja strukture bilance Banke. Pozicije tveganja se ugotavljajo vsaj enkrat dnevno in analizirajo s strani neodvisne enote za obvladovanje tveganj, ki jih tudi primerja z odobrenimi limiti, doloËenimi s strani ALCO odbora. 
Obvladovanje tveganj v UniCredit Banka Slovenija d.d. vkljuËuje stalno poroËanje o poziciji tveganja, uporabi limitov in dnevni predstavitvi rezultatov poslovanja zakladništva. 
ALCO odbor vsaj enkrat letno doloËi limite za tržna tveganja Banke v tesnem sodelovanju z ustreznimi enotami UniCredit Bank Austria AG, Dunaj. Celoten sklop pravil za poslovanje zakladništva in upravljanje tržnih tveganj je doloËen v Pravilniku za zakladništvo in je razdeljen na tri dele (splošni del, posebni del in del, ki velja za UniCredit Banka Slovenija d.d.). Izpostavljenost tržnim tveganjem lahko spreminjajo le tisti, ki so pooblašËeni za prevzemanje in spreminjanje pozicij. 
Za spremljanje izpostavljenosti tržnim tveganjem UniCredit Banka Slovenija d.d. uporablja model NORISK, ki ga je razvil oddelek Strateško upravljanje tveganj znotraj UniCredit Bank Austria AG Dunaj in se v UniCredit Banka Slovenija d.d. uporablja že veË let. 
Posodobitev in izpopolnjevanje, ki ga izvaja oddelek Strateško upravljanje tveganj na Dunaju, vkljuËuje pregledovanje modela kot del postopkov testiranja za nazaj, integracije novih izdelkov in prilagajanja sistema splošnim tržnim dogajanjem. 
V tem smislu je bil tudi v UniCredit Banka Slovenija d.d. vzpostavljen postopek uvajanja produktov, v katerem enota za obvladovanje tveganj skupaj s prodajnimi enotami igra odloËilno vlogo pri odobritvi novih produktov. 
Model za obvladovanje tveganj NORISK na osnovi agregiranih podatkov vsak dan zagotavlja najpomembnejše parametre tveganj za poslovanje zakladništva. 
Osnovno orodje, ki se uporablja za merjenje in nadzor izpostavljenosti tržnemu tveganju, je tvegana vrednost (v nadaljevanju: VaR). Predstavlja ocenjeno izgubo, ki bo nastala na doloËenem portfelju v doloËenem Ëasu (obdobje izraËuna) zaradi negativnega gibanja na trgu z doloËeno verjetnostjo (stopnja zaupanja). VaR za interno merjenje tveganj temelji na enodnevnem obdobju izraËuna in 99-odstotnem intervalu zaupanja. Poleg VaR se izraËunava tudi sedanja vrednost baziËne toËke (pvbp) in uËinki spremembe kreditne premije vseh izdajateljev. Za obvladovanje tveganj se uporabljajo limiti baziËne toËke glede na valuto in zapadlost, vsote baziËnih toËk po segmentu valute in/ali zapadlosti (vsota vrednosti absolutnih toËk). 
Drugi dejavniki, ki so prav tako pomembni, so volumni, vezani na izjemne situacije in limiti za posamezne pozicije. Dodatni elementi sistema limitov so limiti najveËje dovoljene izgube. Spremljanje trendov pri dobiËkih/izgubah zagotavlja zgodnje odkrivanje morebitnih nabranih izgub iz doloËenih pozicij. 
Informacije, ki se dodatno zagotavljajo ALCO in upravi, so še redni izraËuni izjemnih scenarijev. Takšni izjemni scenariji temeljijo na predpostavkah ekstremnih premikov posameznih parametrov tržnih tveganj. UniCredit Banka Slovenija d.d. analizira uËinke teh gibanj in motenj v likvidnosti specifiËnih produktov in dejavnikov tveganja na njene rezultate poslovanja in neto pozicijo aktive. Predpostavke ekstremnih gibanj so odvisne od valute in likvidnosti, Banka pa jih doloËa v tesnem sodelovanju z oddelkom Strateško upravljanje tveganj v UniCredit Bank Austria AG, Dunaj na diskrecijski osnovi. Rezultati izjemnih situacij se upoštevajo pri doloËanju in revidiranju limitov. 
Poleg rezultatov modela obvladovanja tveganj se tudi podatki o prihodkih zakladništva izraËunavajo in sporoËajo vsakodnevno. Ti podatki so predstavljeni za doloËeno Ëasovno obdobje in se primerjajo z naËrtovanimi podatki. PoroËanje vkljuËuje sestavine, ki se odražajo v neto prihodkih po Mednarodnih standardih raËunovodskega poroËanja (v nadaljevanju: MSRP) in vrednotenju vseh pozicij po tržni vrednosti, ne glede na njihovo pripoznavanje v finanËnih izkazih po MSRP (“celotni prihodki”). 
Z namenom preverjanja, ali so sklenjeni posli skladni s trgom, UniCredit Banka Slovenija d.d. uporablja sistem MARCONIS, ki so ga razvili v UniCredit Bank Austria AG Dunaj. Sistem MARCONIS v celoti in sistematiËno pregleduje tržno usklajenost vsake posamezne transakcije enote Produkti in finanËni trgi. V letih 2010 in 2009 ni bilo sklenjenih poslov, ki bi bili konËno ocenjeni kot neskladni s trgom. 
OBRESTNO TVEGANJE, VALUTNO TVEGANJE, TVEGANJA IZ NASLOVA TRGOVANJA Z LASTNIŠKIMI VREDNOSTNIMI PAPIRJI IN TVEGANJE KREDITNEGA RAZPONA 
Rezultati na tvegani vrednosti temeljeËega internega modela, ki predpostavlja enodnevno obdobje posesti in 99-odstotno stopnjo zaupanja, so za leto 2010 na ravneh, ki so primerljive z rezultati za predhodno leto. Primerjava izraËunov tvegane vrednosti za leto 2010 z izraËuni za leto 2009 je prikazana v spodnji tabeli. V izraËunih so upoštevane izpostavljenosti tveganju lastniških finanËnih instrumentov, izpostavljenosti kreditnemu tveganju dolžniških vrednostnih papirjev (DVP) ter obrestne in valutne izpostavljenosti Banke. 
Var UniCredit Banka Slovenija d.d. 2009 - 2010 


Slovenija 

1.718,50 .625,95 2.68,8 
1.446,20 4.844,50 2.824,70 

BanËna tveganja 
Gibanje tvegane vrednosti v UniCredit Banka Slovenija d.d. v letu 2010 

V okviru upravljanja obrestnega tveganja se Banka izpostavlja predvsem tveganju v evrih, ameriških dolarjih in švicarskih frankih. Izpostavljenosti v omenjenih valutah so predstavljene v spodnji tabeli in vkljuËujejo tako vse postavke trgovalne kot tudi banËne knjige. Obrestno tveganje Banke v valutah, ki tukaj niso prikazane, je minimalno. 
Razmerje med obrestnim tveganjem v banËni knjigi in kapitalom banke, vzpostavljeno v okviru regulative Basel II, od Banke zahteva primerjavo spremembe v tržni vrednosti banËne knjige kot posledice premika obrestne krivulje za 2 odstotni toËki s kapitalom banke. V primeru, da omenjena sprememba obrestnih mer absorbira veË kot 20 odstotkov kapitala banke, lahko nadzorna institucija od banke zahteva sprejem ukrepov za omejitev tveganja. 
Rezultati testiranja scenarijev izjemnih situacij so pokazali, da bi nenaden premik obrestnih mer za 2 odstotni toËki absorbiral približno ,8 % kapitala Banke, kar je obËutno pod mejno vrednostjo 20 %. Trenutna investicija lastniškega kapitala je pri testiranju upoštevana kot odprta izpostavljenost tveganju. 
UËinki premika obrestne krivulje za eno baziËno toËko v letu 2010 

CHF 
12 (19) (1.449) (420) (985) (2.862) .19 (7.00) 2.064 
EUR 
(218) (6.26) (15.17) (11.584) 24.096 (9.284) 6.859 (16.252) 12.5 
USD 
(20) (27) 455 7 0 415 1.891 (15) 1.48 
Skupaj 
372 6.429 17.244 12.011 25.082 12.585 37.030 69 15.886 
UËinki premika obrestne krivulje za eno baziËno toËko v letu 2009 

(58) (248) (1.968) 590 91 (1.592) 2.944 (8.45) 2.629 (65) 2.14 (6.892) 4.70 6.051 5.599 29.80 (22.110) 9.085 (4) 9 110 1.049 467 1.600 2.52 (275) 1.879 
163 2.393 9.040 6.009 6.610 8.858 33.591 63 13.649 
Portfelj dolžniških vrednostnih papirjev Banke združuje predvsem obveznice prvorazrednih izdajateljev, ki so uvršËene bodisi v kategorijo trgovalnih vrednostnih papirjev, kategorijo papirjev razpoložljivih za prodajo ali kategorijo papirjev v posesti do zapadlosti. Banka redno spremlja položaj na finanËnih trgih in ocenjuje kreditno kvaliteto izdajateljev. Poleg portfelja dolžniških vrednostnih papirjev ustvarjajo izpostavljenosti kreditnemu tveganju DVP tudi pozicije, ki izhajajo iz trgovanja s terminskimi pogodbami na DVP. Kot merilo kreditnega tveganja DVP Banka dnevno izraËunava in nadzira velikost spremembe tržne vrednosti svojih portfeljev, ki bi jo povzroËila morebitna sprememba kreditnih premij izdajateljev za eno baziËno toËko. 
UËinki spremembe kreditne premije vseh izdajateljev za eno baziËno toËko v letu 2010 

Skupaj 

(1.554) (20.96) (11.088) (12.590) 147.628 161.556 111.857 141.786 
UËinki spremembe kreditne premije vseh izdajateljev za eno baziËno toËko v letu 2009 

Skupaj (1.22) (25.660) (8.240) (10.707) 120.80 171.287 105.661 11.655 
Banka je zgoraj opisane pristope, zasnovane na analizi obËutljivosti na posamezne dejavnike tveganja, razširila s testiranjem scenarijev izjemnih situacij za vse materialne komponente tržnega tveganja. MeseËno potekata izraËun in ovrednotenje uËinkov tako tistih scenarijev, ki jih predpisuje Basel II, kot tudi scenarijev, ki jih je loËeno identificirala finanËna skupina UniCredit. UËinki raznovrstnih potencialnih sprememb obrestnih mer, deviznih teËajev ter premij za kreditno tveganje se izraËunavajo tako za trgovalno kot tudi banËno knjigo. 
Poleg tvegane vrednosti se spremlja tudi odprta valutna pozicija za vsako valuto posebej. Banka je imela veËje odprte pozicije le v pomembnejših valutah. 
Odprta devizna pozicija v letu 2010 

EUR 1.000 Valuta  max. kratka pozicija  max. dolga pozicija  
AUD  (71) (14) (4,760) (1,11) (1,982) (2,557)  44 111 1,810 70 0 2,998  
CAD  
CHF  
GBP  
JPY  
USD  


EUR 1.000 
Odprta devizna pozicija v letu 2009 
(76) 120 


() 102 
(4.45) 600 
(1.060) 500 
(1.018) 744 
(1.694) 4.689 

BanËna tveganja 
BanËna tveganja 
FinanËni instrumenti merjeni po pošteni vrednosti glede na razliËne ravni na zadnji dan poroËanja, 2010 

FinanËna sredstva, namenjena trgovanju 
FinanËna sredstva, pripoznana po pošteni vrednosti skozi izkaz poslovnega izida 
FinanËna sredstva, razpoložljiva za prodajo 
Izvedeni finanËni instrumenti, namenjeni varovanju - sredstva 
Skupaj 
FinanËne obveznosti, namenjene trgovanju 
Izvedeni finanËni instrumenti, namenjeni varovanju - obveznosti 
Skupaj 
890 117.050 -117.940 

142.846 29.44 8.560 90.750 
-4.874 -4.874 

143.736 361.268 8.560 513.564 
278 109.074 -109.52 
-55.524 -55.524 
278 164.598 -164.876 

FinanËni instrumenti merjeni po pošteni vrednosti glede na razliËne ravni na zadnji dan poroËanja, 2009 

.66 81.824 -85.190 
--6.66 6.66 

89.185 250.20 1.220 52.608 
-5.672 -5.672 

92.551 337.699 19.586 449.836 
525 81.765 -82.290 
-1.992 -1.992 
525 95.757 -96.282 

BilanËne postavke v razliËnih valutah za 31. 12. 2010 


BanËna tveganja 
BanËna tveganja 
BilanËne postavke v razliËnih valutah na dan 31. 12. 2009 

76.810 501 710 78.021 82.26 218 2.205 84.659 
5.72 994 0 6.66 

52.608 0 0 52.608 
5.672 0 0 5.672 2.181.10 460.168 16.571 2.658.049 
545.484 124 15.517 561.125 1.65.826 460.044 1.054 2.096.924 29.77 0 0 29.77 
65 0 0 65 9.50 0 0 9.50 

12.621 0 0 12.621 
2.498 	0 0 2.498 822 0 0 822 
1.676 0 0 1.676 

27.468 5  27.506 
2.785.963 461.886 19.519 3.267.368 
120.6 0 0 120.6 
78.615 85 2.15 81.765 1.992 0 0 1.992 
2.620.758 201.891 1.92 2.86.581 
1.564.256 7.291 1.09 1.602.586 
805.615 2.245 12.89 820.75 
220.758 	162.55 0 8.11 0.129 0 0 0.129 
2.478 0 0 2.478 1.25 0 0 1.25 
0 0 0 0 1.25 0 0 1.25 

17.920 657 872 19.449 
2.855.649 203.383 17.119 3.076.151 
16.258 0 0 16.258 
61.885 0 0 61.885 
(182) 0 0 (182) 

108.857 	0 0 108.857 4.99 0 0 4.99 
191.217 0 0 191.217 
3.046.866 
203.383 17.119 3.267.368 

4.237.854 
820.003 111.986 5.169.843 


IZVEDENI FINAN»NI INSTRUMENTI 

V skladu z mednarodnimi priporoËili Banka izvedene finanËne instrumente razvršËa v pogodbe vezane na obrestno mero, pogodbe vezane na devizni teËaj, pogodbe vezane na vrednostne papirje ter kategorijo kreditnih in drugih izvedenih finanËnih instrumentov. Podlaga za razvrstitev je osnovni finanËni instrument, na katerega se pogodba nanaša. 
V vsaki od navedenih kategorij Banka dodatno razlikuje med instrumenti, s katerimi se trguje na prostem trgu (OTC) in instrumenti, s katerimi se trguje na priznanih borzah. VeËino portfelja izvedenih finanËnih instrumentov Banke še vedno predstavljajo instrumenti, s katerimi se trguje na prostem trgu (OTC), le manjši del predstavljajo terminske pogodbe na obveznice kot produkti, s katerim se trguje na priznani borzi. Med letom je Banka instrument aktivno uporabljala pri upravljanju svoje obrestne pozicije. Navedeno je razvidno iz spodnjih preglednic, ki prikazujejo razdelitev vseh izvedenih finanËnih instrumentov glede na preostali Ëas do zapadlosti. 
UniCredit Banka Slovenija d.d. uporablja izvedene finanËne instrumente tudi za optimizacijo strukture svoje bilance. 
Za namene upravljanja portfeljev in upravljanja tveganj se pogodbe vrednotijo po trenutnih cenah z uporabo preverjenih in priznanih modelov. Tržne vrednosti izkazujejo vrednosti pogodb na dan priprave bilance, pri Ëemer pozitivne tržne vrednosti OTC pogodb nakazujejo obseg kreditnega tveganja nasprotne stranke, ki izhaja iz zadevne dejavnosti. 
BanËna tveganja 
BanËna tveganja 
Obseg izvedenih finanËnih instrumentov za 31. 12. 2010 

Obseg izvedenih finanËnih instrumentov 31. 12. 2009 


2,17 2,588 599 5,24 8 96 90 4,421 6 77 14 82 2,15 2,588 599 5,22 8 96 90 4,418 6 77 14 82 
2 --2 ---2 ---­
1,251 2,204 568 4,023 42 51 843 3,180 6 36 13 38 
1,249 2,204 568 4,021 42 51 84 ,178 6 6 1 8 
1,182 1,22 18 2,72 6 46 84 1,880 6 1 1  4 491 125 649 5 --649 -5 -­4 491 125 649 -5 -649 ---5 
2 --2 ---2 ---­2 --2 ---2 ---­
861 383 31 1,276 39 42 60 1,216 -39 1 42 
861 8 1 1,276 9 42 60 1,216 -9 1 42 277 1 -278 2 5 -278 -2 -5 20 166 1 217 8 9 60 157 -8 1 8 29 108 -401 29 --401 -29 -­271 109 -80 -29 -80 ---29 
25 --25 2 2 -25 -2 -2 
25 --25 2 2 -25 -2 -2 
25 --25 2 2 -25 -2 -2 
BanËna tveganja 
Likvidnostno tveganje 
Likvidnostno tveganje je tveganje, da banka ni sposobna pravoËasno poravnati svojih plaËilnih obveznosti, ki nastopijo ob zapadlosti njenih finanËnih virov, ali ni zmožna nadomestiti finanËnih virov v primeru, da pride do njihovega nenadnega odtoka. Posledica je lahko neizpolnitev obveznosti do strank pri izplaËilu depozitov in Ërpanju odobrenih kreditnih linij. 
Likvidnostno tveganje je inherentna sestavina banËnega poslovanja in ga lahko sprožijo dogodki neposredno povezani z zadevno institucijo, kot so denimo znižanje kreditne bonitete ali pa dogodki na trgu, ko nastopijo veËje sistemske napake ali motnje v delovanju kapitalskih in denarnih trgov. 
UniCredit Banka Slovenija d.d. obravnava likvidnostno tveganje kot centralno tveganje v banËnem poslovanju in z njim upravlja na celovit in strukturiran naËin. Postopki, odgovornosti in linije poroËanja na podroËju likvidnosti so zapisane v likvidnostni politiki in vkljuËujejo tudi krizni naËrt v primeru likvidnostne krize. 
Glavni komponenti upravljanja z likvidnostnim tveganjem v Banki sta upravljanje s kratkoroËno likvidnostjo in upravljanje s strukturno likvidnostjo. Poleg rednih aktivnosti spremljanja in upravljanja pozicij obe vkljuËujeta analizo scenarijev in testiranje izjemnih situacij. 
KRATKORO»NA LIKVIDNOST 
Pod kratkoroËno komponento upravljanja z likvidnostnim tveganjem Banka razume vidika likvidnosti znotraj delovnega dne ter dnevnih potreb po refinanciranju Banke. Prvi je osredotoËen na dostop do zadostne likvidnosti tekom dne za pokrivanje vseh obveznosti do plaËilnih in poravnalnih sistemov ter vkljuËuje sprotno spremljanje obsežnejših plaËil in velikosti zavarovanja v plaËilnih sistemih. 
Dnevne potrebe po refinanciranju Banka pokriva z aktivnim sodelovanjem na medbanËnem trgu v skladu z njihovim vsakokratnim gibanjem ter razvojev identificiranih v meseËnem naËrtu refinanciranja. Dnevno nadziranje presežkov in primanjkljajev v kratkoroËni likvidnosti zagotavlja, da so potrebe po refinanciranju vsak dan in preko vsakega prihodnjega Ëasovnega obdobja omejene. 
Da bi zagotovili kontinuiteto poslovanja med obdobji izredno negativnega razvoja dogodkov, Banka izvaja testiranje izjemnih situacij na podroËju kratkoroËne likvidnosti za širok nabor potencialnih scenarijev. Testiranje poteka meseËno in definira krizo imena ter znižanje kreditne bonitete med možnimi scenariji, specifiËnimi za banko. Izmed scenarijev, ki prizadenejo celotni banËni trg, sta kot najpomembnejša obravnavana scenarij napake v plaËilnem ali poravnalnem sistemu ter scenarij motenj v delovanju trgov refinanciranja. Z oblikovanjem zadostnega obsega virov financiranja Banka zagotavlja, da njene potencialne kapacitete za refinanciranje v vsakem od scenarijev presegajo ugotovljene potrebe po likvidnosti. 
STRUKTURNA LIKVIDNOST 
Upravljanje s strukturno likvidnostjo je komplement medbanËno orientiranemu okviru kratkoroËne likvidnosti. Pokriva razširjen Ëasovni horizont od zapadlosti preko noËi do konËnih zapadlosti dolgoroËnih sredstev in obveznosti banke ter obravnava vidike Ëasa do zapadlosti, valutne usklajenosti ter koncentracije. Celotna strukturna likvidnost se tekoËe analizira v standardnem scenariju likvidnosti ter scenarijih likvidnostne krize na trgu in likvidnostne krize specifiËne za banko. Prekomerna strukturna neskladja so prepreËena s spremljanjem položaja na ravni posameznih valut, kar hkrati znižuje obËutljivost banke na položaj trga medvalutnih zamenjav. 
Celovita samoocena razliËnih možnosti refinanciranja Banke je vedno na voljo v zadnji verziji izjave o likvidnostni politiki. 
Upravljanje s strukturno likvidnostjo ni omejeno le na celotni likvidnostni položaj, ampak obravnava razvoj postavk tudi na ravni posameznih produktov. Predvsem so pomembni volumni odobrenih kreditnih linij, vpoglednih vlog in varËevalnih raËunov ter volumni na novo odobrenih kreditov. V skladu z rastoËim pomenom depozitov strank kot stabilnega in zanesljivega vira financiranja je Banka izboljšala interni proces upravljanja vpoglednih vlog in varËevalnih raËunov z vpeljavo statistiËnega modela, ki temelji na opaženih znaËilnostih teh produktov. 
Banka pri svojem poslovanju s strankami upošteva likvidnostne stroške. Vsakokratni veljavni stroški bremenijo oziroma so na podlagi oportunitetnega pristopa, pripisani razliËnim produktom na strani sredstev in obveznosti, ki vplivajo na likvidnost. V sedanjem procesu upravljanja to zagotavlja ustrezno raven cen produktov Banke. 
OCENA LIKVIDNOSTNEGA POLOŽAJA OB KONCU LETA 
Kljub težki situaciji na globalnem in lokalnem trgu je Banka skozi celotno leto 2010 vzdrževala ustrezen likvidnostni profil. Glavni vir financiranja poleg primarnih virov ostaja likvidnostni center v UniCredit Bank Austria AG, Dunaj, kjer se Banka refinancira po likvidnostnih stroških finanËne skupine UniCredit. Banka kot zašËito pred kakršnimkoli nepredvidenim denarnim odtokom vzdržuje portfelj likvidnih sredstev, ki vkljuËujejo obveznice Republike Slovenije in ga lahko odproda ali zastavi v zavarovanje v primeru potreb po dodatni likvidnosti. 
Bilanca stanja po zapadlosti na dan 31. 12. 2010 


BanËna tveganja 
BanËna tveganja 
Bilanca stanja po zapadlosti na dan 31. 12. 2009 
78.021 78.021 ----­

84.659 -11.668 5.101 1.806 29.226 6.858 
6.66 -801 1 1.549 .926 
52.608 -58 4.17 4.95 118.908 194.90 
5.672 -16 1.678 1.51 1.918 
2.658.049 62.719 28.578 252.98 550.524 79.496 670.4 
561.125 62.719 2.84 169.584 88.59 5.59 1.486 
2.096.924 -95.194 82.814 461.91 788.17 668.848 
29.77 --2 18 29.75 ­
65 ----65 ­
9.50 -----9.50 
12.621 -----12.621 
2.498 ---822 1.676 ­
822 ---822 -­
1.676 ----1.676 ­
27.506 -15.869 2.528 964 8.17 8 
3.267.368 140.740 356.990 296.055 592.149 987.105 894.329 
120.6 ---120.6 -­
81.765 -.9 6.961 .812 28.96 8.690 
1.992 -45 2.92 427 2.016 8.191 
2.86.581 286.871 615.9 818.250 26.904 469.6 82.881 
1.602.586 12.428 50.466 661.514 164.587 .591 80.000 
820.75 274.44 264.155 155.991 42.121 8.1 70 
8.11 -589 745 57.196 52.42 272.151 
0.129 -129 ---0.000 
2.478 -189  1.081 525 
1.25 ----1.25 ­
1.25 ----1.25 ­
19.449 -14.21 281 2.258 2.176 50 
16.258 -----16.258 
61.885 -----61.885 
(182) -----(182) 
108.857 -----108.857 
4.99 -----4.99 
3.267.368 	286.871 633.533 828.448 422.115 504.269 592.132 -(146.131) (276.543) (532.393) 170.034 482.836 302.197 
Operativno tveganje 
OKVIR OPERATIVNEGA TVEGANJA 

Operativno tveganje je opredeljeno kot tveganje zaradi neustreznih ali neuspešnih internih procesov, nepravilnega ravnanja oseb, neustreznih ali neuspešnih notranjih sistemov in zunanjih dogodkov, ki ne izhajajo iz kreditnega, tržnega in likvidnostnega tveganja. Med operativna tveganja prištevamo tudi pravna tveganja, izkljuËena pa so strateška tveganja in tveganja ugleda. 
Za nadzor, zmanjševanje in kontrolo operativnega tveganja je Banka vzpostavila celovit okvir za ocenjevanje in upravljanje z operativnim tveganjem in uËinkovitim kontrolnim okoljem. Banka se osredotoËa na aktivno odkrivanje in zmanjševanje operativnega tveganja in z njim povezanih dogodkov. Cilj Banke je obdržati izpostavljenost operativnemu tveganju na ustrezni ravni, v luËi njenih finanËnih prednosti, znaËilnosti njenega poslovanja, trgov na katerih posluje, konkurenËnosti okolja in regulatornih omejitev, ki jim je izpostavljena. KljuËni poudarki so transparentnost informacij, eskalacija glavnih problemov in doloËitev odgovornosti za njihovo ustrezno reševanje. 
Pristop Banke pri upravljanju z operativnim tveganjem je namenjen zmanjševanju izgub z vpeljavo tradicionalnih pristopov, ki temeljijo na kontroli in vpeljavo dodatnih metod, orodij in pravil, ki so prilagojeni vrsti tveganja, dosledno uporabljeni in izkorišËani. Najpomembnejše orodje pri omejevanju in zmanjševanju tveganja in dejanskih izgub je širitev kulture zavedanja o operativnem tveganju na vseh ravneh v Banki. 
UPRAVLJALCI OPERATIVNEGA TVEGANJA 

Celotna organizacija ter razdelitev pristojnosti in odgovornosti na podroËju upravljanja operativnega tveganja z vidika ocenjevanja/merjenja, spremljanja in obvladovanja operativnega tveganja je v UniCredit Banka Slovenija d.d. definirana na naËin, ki omogoËa/zagotavlja pravoËasno evidentiranje ter poroËanje nastalih dogodkov operativnega tveganja, pravoËasno vpeljavo ukrepov z namenom prepreËitve nastanka škodnih dogodkov in uËinkovito spremljanje ter obvladovanje operativnega tveganja. 
Uprava Banke je odgovorna za uËinkovit pregled in razumevanje izpostavljenosti operativnemu tveganju. Uprava Banke in višje vodstvo so prav tako odgovorni za preverjanje, ali sta merjenje in sistem nadzora operativnega tveganja moËno integrirana v dnevni proces obvladovanja tveganj Banke. 
KljuËni organ v Banki za sprejemanje odloËitev, povezanih z operativnim tveganjem, je odbor za operativno tveganje. Na sestankih odbora za operativno tveganje se podrobno analizirajo nastali škodni dogodki v Banki, vkljuËno z debato o možnih izboljšavah procesov/produktov/ sistemov znotraj Banke. Na osnovi poroËil o operativnem tveganju predlagajo in nadzirajo procedure za kontrolo in spremljanje operativnega tveganja. Uprava Banke je redno obvešËena o vseh pomembnih dogodkih operativnega tveganja, pomembnih temah, spremembah ter novostih in o morebitnih kršitvah na podroËju operativnega tveganja. 
Funkcija upravljanja operativnega tveganja poteka znotraj samostojne skupine za operativno tveganje, v okviru divizije Upravljanje s tveganji, v tesnem sodelovanju z ostalimi upravitelji operativnega tveganja, ki so imenovani za vsako poslovno divizijo in štabno službo. Skupina za operativno tveganje zagotavlja redno kontrolo nad operativnim tveganjem in je odgovorna za identifikacijo, ocenjevanje, nadzor in zmanjševanje ter kontrolo operativnega tveganja. Skupina je vkljuËena tudi v postopek vpeljave novih produktov. Upravitelji operativnega tveganja so odgovorni za vzpostavitev ustreznih ukrepov za zmanjšanje in prepreËevanje operativnega tveganja ter sklenitev morebitnega zavarovanja pred tveganjem. 
SISTEM MERJENJA OPERATIVNEGA TVEGANJA 

Od septembra 2009 Banka uporablja napredni pristop (Advanced Measurement Approach - AMA pristop) za merjenje in izraËun kapitalske zahteve za operativno tveganje. Napredni model izraËuna kapitalske zahteve za operativno tveganje so razvili na ravni finanËne skupine UniCredit. Model uporablja kombinacijo notranjih podatkov, zunanjih podatkov, analize scenarijev in dejavnikov, ki odražajo poslovno okolje in notranje kontrole. 
Okvir spremljanja operativnega tveganja predstavlja aplikacija Application for Risk Gauging Online (v nadaljevanju: ARGO). Gre za programsko orodje, ki so ga razvili v okviru Skupine in je namenjeno spremljanju operativnega tveganja. ARGO združuje posamezne sestavine okvira upravljanja operativnega tveganja v enotno orodje, ki temelji na intranetu. ARGO obsega zajemanje, poroËanje in analiziranje podatkov, povezanih z operativnim tveganjem, ki omogoËajo identifikacijo tveganj, merjenje, nadzor, poroËanje in analizo in na ta naËin omogoËajo uËinkovito upravljanje Banke z operativnim tveganjem. 
Mreža neodvisnih funkcij in skupin, ki so vkljuËene v upravljanje in kontrolo tveganj, zagotavlja upravi Banke zadostne informacije za upravljanje z operativnim tveganjem. PoroËilo upravljavcev operativnega tveganja zagotavlja pravoËasne in zadostne informacije, saj vsebuje informacije o dejanskih izgubah iz naslova operativnih tveganj kot tudi ukrepe za zmanjšanje operativnega tveganja. Namen tovrstnega 
BanËna tveganja 

poroËanja je omogoËiti upravi in višjemu vodstvu, da obdrži izpostavljenost operativnemu tveganju na ustrezno nizki ravni za vsako poslovno podroËje ter da se o pomembnih dilemah pogovarja tudi na višji ravni vodstva Banke. 
Sistem za ocenjevanje in merjenje operativnih tveganj temelji na štirih kljuËnih elementih: zbiranje in analiziranje notranjih dogodkov operativnega tveganja, zunanji dogodki operativnega tveganja, letna analiza scenarijev operativnega tveganja in redno spremljanje dejavnikov/ indikatorjev tveganja. 
Zbiranje škodnih dogodkov 
Škodni dogodki se zbirajo od leta 2002 in so pomagali pri: 
· širitvi zavedanja o operativnem tveganju na vseh ravneh v Banki, 
· pridobivanju izkušenj pri samem pojmovanju operativnega tveganja in orodjih, 
· poglobljenem razumevanju vkljuËenosti/povezanosti razliËnih tveganj v poslovni proces. 

Aktivnosti identifikacije, beleženja, zbiranja, potrjevanja in poroËanja škodnih dogodkov so organizirane decentralizirano, na nivoju posamezne 
divizije, znotraj posameznega oddelka ali skupine znotraj oddelka. Banka zbira vse izgube in dobiËke, ki so povezani z dogodki operativnih 
tveganj, z zneskom nad 100 EUR in vse potencialne izgube nad 10.000 EUR. Vsak dogodek operativnega tveganja se uvrsti v eno izmed 
sedmih kategorij tveganja po Basel II standardih (ORX standard): 

• 
notranja goljufija, 

• 
zunanja goljufija, 

• 
praksa zaposlenih iz delovnega razmerja in varstva pri delu, 

• 
stranke, produkti in negativna poslovna praksa, 

• 
poškodbe fiziËnih sredstev, 

• 
prekinitev poslovanja in napake v sistemih, 

• 
izvedba, dostava in upravljanje procesov. 


Izgube operativnih tveganj se redno usklajujejo z raËunovodskimi izkazi, da bi s tem zagotovili popolnost zbranih izgub iz operativnih tveganj. 
Banka se zavzema za uvedbo ukrepov, s katerimi upravlja in zmanjšuje izpostavljenost operativnemu tveganju in prepreËuje nastanek podobnih škodnih dogodkov v prihodnosti. Vpeljava ukrepov za zmanjševanje operativnega tveganja se redno nadzira. 
Indikatorji tveganja 
Indikatorji tveganja so numeriËne spremenljivke, katerih trend je povezan z izpostavljenostjo procesov operativnemu tveganju. Indikatorji tveganja so merljivi podatki oziroma kazalniki, ki odražajo izpostavljenost operativnemu tveganju: vrednost indikatorja mora biti povezana s spremembo v velikosti tveganja. Redno spremljanje indikatorjev tveganja omogoËa pridobitev informacije o poveËanju tveganja za nastanek škodnega dogodka tako funkciji upravljanja z operativnim tveganjem kot tudi lastnikom procesov in osebam, ki so neposredno zadolžene za upravljanje s tveganjem na naËin, da ima lastnik procesa še dovolj Ëasa, da z uvedbo ukrepa prepreËi nastanek škodnega dogodka. 
Proces izbora indikatorjev vkljuËuje funkcijo upravljanja z operativnim tveganjem in lastnike procesa. Proces temelji na analizi internih podatkov o izgubah, zunanjih dogodkih, scenarijev ter analizi notranjih kontrol in strokovnjakovih pobudah za procese, mnenju notranje revizije ter spremembah v poslovnemu okolju. 
Analiza scenarijev 
Namen analize scenarijev je oceniti stopnjo izpostavljenosti Banke operativnemu tveganju zaradi možnih dogodkov operativnega tveganja, ki se zgodijo z majhno verjetnostjo, vendar takrat lahko povzroËijo Banki visoke izgube. Pri analizi scenarijev se analizira pretekle dogodke operativnega tveganja, ki so se zgodili znotraj Banke ter v banËnem sektorju, prekoraËitve pri indikatorjih tveganja, predvsem pa se pri definiranju najbolj relevantnih/možnih Ërnih scenarijev za banko upošteva oceno kljuËnih zaposlenih, ki imajo najveË znanja in izkušenj na svojim podroËju delovanja ter predloge notranje revizije in vodstva Banke. Rezultati v smislu najslabšega možnega scenarija, kritiËnih procesov, predlogov ukrepov za zmanjšanje tveganja ali uËinkov na tvegani kapital so posebej opisani v poroËilih scenarijev. 
Interna ocena 
Glavni namen letnega procesa internega ocenjevanja je ocenitev primernosti sistema upravljanja operativnega tveganja kot tudi ocenitev skladnosti s standardi Skupine in z regulatornimi zahtevami za uporabo naprednega pristopa za merjenje kapitalske zahteve za operativno tveganje. 
Cilj letne interne ocene je identifikacija glavnih znaËilnosti posameznih operativnih tveganj, ki so specifiËni za naše okolje in ocenjevanje ustreznosti vzpostavljenega kontrolnega okolja. V primeru ugotovljenih pomanjkljivosti se izdela akcijski naËrt za implementacijo dodatnih kontrol/ukrepov, vkljuËno z doloËitvijo odgovornih enot za njihovo izvedbo in spremljanje, skladno z zaËrtanim Ëasovnim okvirjem. 
NA»RTOVANE AKTIVNOSTI ZA LETO 2011 

Glavne aktivnosti na podroËju operativnega tveganja bodo v letu 2011 osredotoËene na: 
• 
dodatno izboljšanje kakovosti notranjih podatkov, saj postaja kakovost podatkov še toliko bolj pomembna z vpeljavo nove metodologije alokacije kapitalske zahteve za operativno tveganje na ravni finanËne skupine UniCredit; 

• 
dodatno poveËanje zavedanja o operativnem tveganju na vseh ravneh v Banki in nadaljnje ustvarjanje okolja, v katerem so škodni dogodki obravnavani kot priložnosti za izboljšanje notranjih procesov. 


Pravna tveganja in tveganja skladnosti 

Banke so visoko regulirane finanËne ustanove in s strani pristojnih organov tudi stalno nadzorovane, saj prinašajo in nosijo sistemsko tveganje. Pravno tveganje in tveganje skladnosti poslovanja s predpisi sta tveganji nastanka škode zaradi kršitve ali neusklajenosti z zakoni, podzakonskimi akti, pravili, predpisi, dogovori, dobro banËno prakso ali etiËnimi normami. Banka je izpostavljena pravnemu metodološkemu tveganju, ki predstavlja tveganje nastanka izgube zaradi sprejetih metod, s katerimi želimo zavarovati premoženje Banke pred zahtevki drugih ali zavarovati Banko pred obveznostjo plaËati škodo ali povraËila drugim in za katere metode se izkaže, da niso zadostne. Dodatno je Banka izpostavljena tudi operativnemu pravnemu tveganju, ki nastane v teku sklepanja banËnih poslov in s katerim si Banka naloži obveznosti, ki niso bile predvidene oz. so veËje od predvidenih ali pa se izkaže, da so bile terjatve oz. pravice manjše ali izkazane v nižji vrednosti kot je bilo priËakovano v Ëasu sklepanja poslov. 
Banka je izpostavljena tudi tveganju neskladnosti, ki je tveganje zakonskih sankcij, ukrepov nadzornih organov, finanËnih izgub ali izgube ugleda, ki jih lahko Banka utrpi zaradi nenamernega ali namernega neskladnega ravnanja z zakoni, zunanjimi in notranjimi predpisi, standardi in kodeksi. 
Naš namen je identificirati, upravljati, nadzirati in zmanjševati pravna tveganja in tveganja skladnosti, ki jim je Banka izpostavljena. Banka si prizadeva aktivno zmanjševati zgoraj navedena tveganja skozi njihovo prepoznavanje, vzpostavitev minimalnih standardov za njihovo upravljanje kot tudi z zagotavljanjem skladnosti z aktivnim nadzorom. 
Politika obvladovanja pravnih tveganj in tveganja skladnosti je vpeljana skozi identifikacijo in ponavljajoËe preglede podroËij, kjer je bilo ugotovljeno oz. je prisotno tovrstno tveganje, doloËitev odgovornosti za razvoj ustreznih postopkov za upravljanje in zmanjševanje tveganj in skozi vzpostavitev postopkov za nadzor skladnosti, upoštevajoË zahtevane minimalne standarde. 
Pravnemu tveganju in tveganju skladnosti se ne moremo v celoti izogniti in ju povsem izniËiti ter ju je tudi zelo težko vnaprej napovedati. Banka je sicer vkljuËena v izredno majhno število pravnih postopkov/sporov, ki so še v teku. 
Poslovno tveganje 

Poslovno tveganje je opredeljeno kot neugodna in nepriËakovana sprememba obsega poslovanja in/ali marž, ki jih ni mogoËe pripisati drugim vrstam tveganj, ter ima za posledico nihanje dohodkov in stroškov brez upoštevanja izrednih postavk. Spremembe obsega poslovanja so rezultat nepriËakovanega razvoja tržnih gibanj, nepriËakovanega vedenja strank ali novih tržnih udeležencev/produktov. 
IzraËun poslovnega tveganja temelji na modelu tveganja neto prihodkov (earnings-at-risk model), ki uporablja Ëasovno vrsto prihodkov in stroškov. 
Merjenje poslovnega tveganja meri vpliv zunanjih dejavnikov na upadanje dobiËkov in uËinek na tržno vrednost. 
Kot del splošnega upravljanja z dohodki in stroški je operativno upravljanje poslovnega tveganja odgovornost posameznih poslovnih enot. 
Tveganja iz naslova deležev in kapitalskih udeležb Banke 
UniCredit Banka Slovenija d.d. ni aktivna pri dolgoroËnih naložbah v delnice za svoj raËun z namenom, da bi realizirala kratkoroËno trgovanje 
BanËna tveganja 

ali bistvena dolgoroËna poveËanja vrednosti. Deleži Banke so bodisi tesno povezani z njenim poslovanjem (SWIFT, Bankart, itd.) ali pa rezultat poskusov prestrukturiranja. Zato UniCredit Banka Slovenija d.d. ne vidi potrebe po aktivnem pristopu pri upravljanju s tovrstnim tveganjem. 
Tveganja na podroËju nepremiËnin 
UniCredit Banka Slovenija d.d. beleži le manjšo izpostavljenost na podroËju financiranja nepremiËnin in ne vlaga v nepremiËnine. 
Informacija v zvezi s tretjim stebrom (Pillar ) 
V skladu s pravno ureditvijo glede tretjega stebra (Pillar ) in dejstvom, da je UniCredit Banka Slovenija d.d. konsolidirana v finanËno skupino UniCredit, je Banka dolžna razkriti informacije o upravljanju s kapitalom, o razpoložljivem kapitalu in kapitalski zahtevi za razliËne kategorije tveganja. 
Upravljanje s kapitalom 
V okviru procesa ocenjevanja ustreznega notranjega kapitala se UniCredit Banka Slovenija d.d. osredotoËa na ekonomski pogled usklajevanja ekonomskega kapitala (kapitalska zahteva) s sposobnostjo prevzemanja tveganja (lastniški kapital) v skladu z drugim stebrom kapitalskega sporazuma. 
Ekonomski kapital se izraËuna za preteklo obdobje, in sicer vsake tri mesece, vendar se spremlja tudi v okviru letnega procesa naËrtovanja. Kapitalska zahteva in ponudba kapitala se spreminjata skozi Ëas, zato Banka zagotovi, da kapitalska zahteva (ki izhaja predvsem iz poslovnih naËrtov in napovedi o profilu tveganja v povezavi z makroekonomskimi scenariji) ne preseže ponudbe kapitala ter da se ponudba kapitala (na katero vplivajo zlasti naËrtovane transakcije s kapitalom in priËakovani dobiËki) ohrani na doloËeni ravni, ki omogoËa Banki kritje izraËunanih tveganj v vsakem trenutku. 
Ekonomski kapital banke naj bi odseval specifiËen profil tveganja banke na obširen in dosleden naËin. Z izjemo likvidnostnega tveganja se ekonomski kapital izraËuna z uporabo enotne VaR metode za vse vrste tveganj, ki so bile omenjene v poglavju BanËna tveganja. Poseben faktor, ki ga je potrebno upoštevati pri potrebnem tveganem kapitalu, je poslovno tveganje, ki odseva vpliv zunanjih dejavnikov kot so obnašanje potrošnika ali konkurenËnih razmer na tržno vrednost poslovnih enot ali podružnic. NepriËakovane izgube za obdobje enega leta so izraËunane s stopnjo zaupanja 99,97 %. Celotno odgovornost za prepoznavanje tveganj in ocene stopnje tveganj prevzema ALCO. 
Poleg ekonomskega vidika mora Banka izpolnjevati tudi pravne predpise doloËene z Basel II sporazumom in slovensko zakonodajo. 
Regulatorni kapital za kreditno, tržno in operativno tveganje mora ustrezati kapitalski zahtevi, medtem ko bilanËni kapital (temeljni kapital, dodatni kapital 1 in dodatni kapital 2) predstavlja dejanski kapital Banke. Uprava Banke redno spremlja kapitalsko ustreznost, o kateri poroËa Banki Slovenije vsake tri mesece. Banka Slovenije zahteva, da vse banke ohranijo stopnjo skupnega regulatornega kapitala (stopnja kapitalske ustreznosti), ki po mednarodnem dogovoru znaša najmanj 8 % tveganjem prilagojenih zneskov. 
Spodnja tabela predstavlja kratek pregled sestave regulatornega kapitala in stopnjo kapitalske ustreznosti ob koncu let 2010 in 2009. KoliËnik kapitalske ustreznosti je padel iz 10,29 % ob koncu leta 2009 na 10,05 % ob koncu leta 2010. 
IzraËun kapitala in kapitalske zahteve 

EUR 1.000 Postavka  31. 12. 2010  31. 12. 2009  
SKUPAJ KAPITAL (za namen kapitalske ustreznosti )  203.670  199.196  
TEMELJNI KAPITAL  173.670  169.196  
VplaËani osnovni kapital  16.258  16.258  
Kapitalske rezerve  61.885  61.885  
Rezerve in zadržani dobiËek ali izguba  119.829  108.857  
(-) Ostale odbitne postavke temeljnega kapitala  (22.412)  (17.804)  
(-) Neopredmetena dolgoroËna sredstva  (15.02)  (12.621)  
(-) Druge deželno specifiËne odbitne postavke  (7.80)  (5.18)  
Razlika med izkazanimi oslabitvami in rezervacijami po MSRP in sklepom o ocenjevanju izgub  - - 
Drugi PP  7.80  5.18  
DODATNI KAPITAL I  30.000  30.000  
Podrejeni dolg I  0.000  0.000  
SKUPAJ TEMELJNI KAPITAL (za namen kapitalske ustreznosti)  173.670  169.196  
SKUPAJ DODATNI KAPITAL I (za namen kapitalske ustreznosti)  30.000  30.000  
Bruto znesek podrejenega dolga I  0.000  0.000  
Minimalni osnovni kapital  5.000  5.000  
KAPITALSKE ZAHTEVE  162.138  154.818  
VSOTA KAPITALSKIH ZAHTEV ZA KREDITNO TVEGANJE, TVEGANJE NASPROTNE STRANKE IN TVEGANJE ZARADI »ASOVNE NEUSKLAJENOSTI PLA»ILA IN IZRO»ITVE  154.940  148.036  
Standardizirani pristop (SA)  154.940  148.06  
SA kategorije izpostavljenosti brez pozicij listinjenja  154.940  148.06  
Enote centralne ravni države ali centralne banke  - - 
Enote regionalne ali lokalne ravni držav  4.514  .292  
Osebe javnega sektorja  .461  2.655  
Institucije  .904  5.244  
Podjetja  68.90  74.28  
BanËništvo na drobno  55.7  45.897  
Zavarovano z nepremiËninami  .074  2.066  
Zapadle postavke  5.800  .8  
Regulatorno zelo tvegane izpostavljenosti  4.756  5.758  
Ostale izpostavljenosti  5.191  5.41  
TVEGANJE PORAVNAVE  - - 
VSOTA KAPITALSKIH ZAHTEV ZA POZICIJSKO TVEGANJE, VALUTNO TVEGANJE IN TVEGANJE SPREMEMB CEN BLAGA  1.232  1.605  
Pozicijsko tveganje, valutno tveganje in tveganje sprememb cen blaga izraËunano po standardiziranih pristopih  1.232  1.605  
Dolžniški finanËni instrumenti  1.161  1.582  
KAPITALSKA ZAHTEVA ZA OPERATIVNO TVEGANJE  5.966  5.177  
Standardizirani pristop  - - 
Napredni pristop  5.966  5.177  
DRUGE IN PREHODNE KAPITALSKE ZAHTEVE  - - 
Ostale deželno specifiËne kapitalske zahteve  - - 
Presežek (+) / primanjkljaj (-) kapitala  41.532  44.378  
KoliËnik kapitalske ustreznosti (%)  10,05 %  10,29 %  

For whatever life brings. 


Everyone knows that life can be surprising. Many of these surprises are good things. Some are not so good. That is why people need their bank to be a reliable partner, helping them to deal with whatever life brings. 
Because this year’s report is inspired by real life, its graphics portray some of life’s more pleasant aspects, as well as a few of its less enjoyable features. Thus, the images present a range of contrasts, and our cover offers up a kaleidoscope of moments drawn from daily life. 
That is simply how life works. From the exciting to the ordinary, from the expected to the unanticipated, life is always changing and makes demands on all of us. 
And UniCredit is here to lend a hand. 

Our job is about more than offering products and managing transactions. It is about understanding the needs of our customers as individuals, families and enterprises. Our goal is to deliver solutions for the everyday issues that people face. This means providing them with concrete answers - day by day, customer by customer, need by need. 





of UniCredit, and we will progressively allocate more capital to it for this reason - it is our future. More than 70 % of the Group's revenues in the region derive from five markets that we believe show the best potential - Turkey, Russia, Poland, the Czech Republic and Croatia. The Bank is positioning itself to be an active local player in each of these countries. In 2011, we also plan an additional 50 % increase to the existing number of branches in Slovenia with additional branches, wishing to come even closer to our clients. We are aware that in financial intermediation, personal contact will never be completely replaced by even the most advanced technology. Moreover, we put even more emphasis on our clients and potential clients (and all other stakeholders) with the new mission which we adopted last year. We believe that our commitment is our biggest advantage. It is the main reason why we are a major European bank with over 10,000 branches in 22 countries. Our international presence extends to 50 markets, where over 162,000 of our employees share their banking knowledge and advice. Despite the crisis and even more prudent cost management and investments, we remain strongly committed to employee education in order to remain the top and most credible financial advisor to our clients, as well as to the special care for the reputation of our Bank, as we wish to justify the trust of the people who enable us to walk with determination on our path of realizing your and our business wishes and objectives every day. 
Banking operations are changing, so we must be capable of adapting to the new needs of businesses and individuals at the same time, if we wish to remain ahead of the competition. Therefore, we claim that we support our declared ››real-life banking« also with our actions. We are and wish to remain a leading European bank, which is easy to deal with, whose people deliver concrete answers and services which provide real benefits to the challenges and opportunities customers face in real-life today. 
By 2015, we wish to rank among the top three banks in terms of customer satisfaction in all the countries we operate in. We also want to be among the top three banks for people engagement, reputation, market capitalization and cross-border business. With the help of the UEFA Champions League, currently our most high-profile sponsorship, we also wish to become one of the top three most recognized European banking brands, renowned for its unique business model, product excellence, unmatched quality and professionalism of its people and the ability to give specific answers to the everyday needs of our customers. 
We are well on our way to realizing our set objectives, and this is made possible by our business partners, customers and investors who have entrusted us with their assets. We are happy to see that they are becoming more numerous and that we have managed to persuade many new ones, despite the more difficult or changed conditions in which banking operations currently run. We would also like to thank our suppliers, who know how to listen to us when we communicate to them the wishes of our customers in order to form them together into products and services. I would especially like to thank our employees who justify the trust shown by our customers and business partners every day with their actions. In the future, we will keep trying to to be an individual-friendly employer and a family-friendly organization and to offer our employees sufficient opportunities to realize their potentials, personal development and advancement. 
Federico Ghizzoni Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. 
Ljubljana, February 2011 






hand under the influence of positive signals which came from foreign markets in the form of increasing foreign demand. The latter resulted in the growth of the domestic industrial production and consequently export growth. In other words, it is evident that since the first quarter of 2009, the current GDP dynamics in Slovenia has been similar to that in the Eurozone. The biggest noticeable difference was with investments, which grew in the Eurozone, while in Slovenia investments, mostly those in fixed assets, even decreased in real terms (by 9.3 %). Basic reasons for negative trends can be found in different directions: 
• 
We have undergone a further drop in construction investments which last year reached the lowest point during crisis. Only investments in technology recorded symbolic growth. 


• 
An obstacle to new investment, in numerous companies, was the fact that the ratio between equity and debt capital was very unfavorable. More precisely, the crisis affected devaluation of property, while debt capital remained nominally unchanged. This means that the current level of debt is an objective obstacle for taking out new loans, while on the other hand the existing owners do not have fresh capital which would help them - in combination with debt capital - to provide financing of new investments at the same time. We should add that trust towards foreign owners or co-owners is still relatively unstable in certain environments, and there are similar conditions for potential domestic owners. It is necessary to observe that in this aspect the government - as a co-owner in important companies - also failed to show suitable interest or provide a model for new co-partnerships and positive development of events. 

• 
Domestic banking sector failed to play the role of a promoter, since it was facing its own considerable credit exposure in large financial groups which ran into difficulties due to the crisis. This resulted in delays in loan repayments and in many cases banks even faced insolvency and non-repayment of loans by debtors, some of which even ended in bankruptcy. We also saw similar events in the construction sector, which plunged into an even deeper crisis. 


Furthermore, it is evident that the Eurozone saw faster growth of consumer spending, but the difference was considerably smaller (in Slovenia, household spending was by 0.4 % lower than in 2009). 

As regards growth of the government consumption, the difference between the Eurozone and Slovenia was negligible, which generally means that due to budget restraints and saving program, the government investment activity was also considerably decreased or merely symbolic. 
On the basis of such domestic and foreign ››terms of trade«, the domestic banking system also faced a range of new facts and difficulties, which were reflected especially in the following: 
• 
Domestic primary resources, i.e. financial funds which were entrusted to banks by the retail clients and businesses, recorded growth in the amount of approximately 4 %. This marks a considerable decrease as compared to the period before the crisis, which is understandable for both retail clients and businesses. Namely, retail clients faced a considerably higher unemployment rate and thus lower income, while operating results in businesses were poorer than in the previous period. Lower growth of savings, together with lack of trust among financial intermediaries on monetary markets and consequently decreased inter-bank financing, resulted in growth of deposit interest rate. Growth of the latter was considerably bigger than in other countries in the Eurozone or such differences ranged between 1.5 and 2.5 percentage point. Taking into consideration the fact that until the end of 2010 Slovenia had a valid government guarantee without limitation of amounts for such deposits, such interest rate differentials are even more unusual. Thus savers were most interested in who offered the highest nominal interest rate, since the risk of deposit repayment was taken by the government. The answer can mostly be found in the fact that the ratio between loans to the non-banking sector and deposits collected from this sector is very unfavorable in Slovenia and has exceeded 140 %. The other part of the answer which explains the decreased growth of savings in banks is indicated in the growth of deposits into mutual funds, which was 9 %. This is a proof that trust regarding expectations of higher returns is slowly returning among investors. When we speak of primary sources, it is important to mention that the level of sight financial resources in banks is somewhat higher in Slovenia than in the Eurozone. This means that interest margin, which is charged in this segment by the bank, is mostly for the benefit of all the domestic banks which have extensive tradition in retail operations or were taken over by foreign banks. The latter fact is necessary to be mentioned especially because it is continually wrongly found that banks in foreign ownership have considerably cheaper resources at their disposal. When we talk about non-banking resources, we should not overlook the fact that the government placed part of financial resources, which it acquired from bonds issued on international markets, mainly in the form of short-term deposits in the domestic banking system, more or less according to the criterion of market participation of banks. 

• 
Among resources available to banks, inter-bank resources or “funding” are very important, and they were additionally reduced in 2010. The reasons for the reduction are, on the one hand, short-term arrangements and on the other wishes of banks to reduce such inter-dependence. It should also be mentioned that three banks placed medium-term or long-term bonds on 



Statement by the Chairman of the Management Board 

international markets, but in combination with a government 
guarantee. 
• 
Among the sources used by banks were also resources of the European Central Bank, mostly acquired by three annual tenders and representing approximately less than a tenth of primary sources during the year. 

• 
As regards bank assets, most of them were in the form of financing of non-banking sector -businesses and retail clients. Corporate financing net amount has recorded a slight fall for the second consecutive year, while the retail segment achieved an approximately 7 % growth, especially for the purposes of purchasing immovable assets in the form of mortgage loans. As regards credit receivables, another two facts were important in 2010: Due to the crisis, borrowers asked banks for conversion of short-term loans into medium-term and long-term loans, which resulted in the reduction of the share of short-term loans by approximately 10 %, and more importantly, considerable liquidity and solvency issues of several businesses, mostly financial holdings and groups, as well as construction businesses. This in turn caused debt delays, incapacity for interest and principal repayment, debt restructuring and, in numerous cases, also debtors’ bankruptcy. A large part of bank exposure is linked to the financing of large privatization projects, which were, together with numerous banks, blocked by the crisis. Consequences of such developments are mostly evident in the results of the entire banking sector, which are mostly reflected in the following parameters: 


-Stagnation of the volume of assets growth; -Over 60 % growth of impairments of credit receivables and provisions; -Additional reduction of profit, which was lower by two thirds as compared to 2009; -Additional drop in return on capital, from 2.9 % in 2009, to a symbolic 0.9 % in 2010. 
Having taken into consideration the economic trends on the domestic and foreign markets, as well as achieved results of the entire banking sector in Slovenia, we can see that operations of UniCredit Banka Slovenija d.d. were very successful. We have not only reached but also exceeded our set objectives, which is mostly reflected in the following specific results: 
• 
The Bank’s total income grew by 16.3 %, while growth in the banking sector amounted to only 3 %. 

• 
The Bank’s operating profit grew by 35.3 % and amounted to 

36.4 million euros. 

• 
The Bank’s pre-tax profit amounted to 15.8 million euros, which means it grew by 40.6 %. As mentioned before, it decreased in the banking system by two thirds. 

• 
Impairments and provisions of the Bank amounted to 20.2 


million euros and grew by 19.0 %, whereby it should be added 
that only our Bank, among all the banks in Slovenia, acquired 
the approval and confirmation of the Bank of Slovenia to enter, 
in the following year, the Basel II model, the so-called internal 
rating advanced approach to risk management. This meant that 
UniCredit Banka Slovenija d.d. had to form provisions also 
for loans which are repaid in accordance with the concluded 
agreements, namely in the amount of 4 million euros. 
• 
Within thus created profit, net interest represents the largest share; namely, they reached 53.0 million euros or grew by 35.8 %, while the amount of non-interest income was 22.1 million euros and was lower by 13.0 % as compared to the year before. 

• 
Total costs of operations amounted to 39.1 million euros and recorded a 7.9 % growth partially due to depreciation and new employments related to the offer of additional bank products. 


First and foremost, we have to thank our partners for the results thus achieved, who have shown us their trust, on the basis of which the Bank acquired adequate financial resources. The latter were then placed to individuals and legal entities, mainly in the form of various loan arrangements, as well as in some other forms. The Bank retained, despite the crisis, a dominant place in the market with derivatives, while also being among the most important players on the capital market. 
Further thanks go to our owners, who for a number of years have formally enabled, with their constant profit distribution policy -the latter is being re-invested and is thus strengthening the material basis of the Bank -additional organic growth, while at the same time providing the foundation for its financial stability and suitable capital adequacy. 
We would also like to thank all the members of the Supervisory Board as well as the members of the Audit Committee for various analyses and discussions, for advice in the search of solutions related to actual business issues as well as strategic questions. We would also like to take this opportunity to give special thanks to the Chairman of the Supervisory Board, Mr. Federico Ghizzoni, who also became the Chairman of the Management Board of UniCredit in October 2010, for his personal commitment regarding activities which our Bank implemented on the domestic and foreign markets. 
And finally, on behalf of the entire Management Board and myself, I would especially like to thank all the employees who represent the most important "living capital of the Bank" by contributing their knowledge and experience. They are the ones who create and co-create the results of our Bank as well as the entire UniCredit and represent the foundation of trust which is strengthened with the passing years -both as regards the increasing number of business partners as well as regarding achievement of results. The quality of performed services of financial intermediation, which is based on the standards of high ethical principles, paves the way towards trust, which is of utmost importance when it comes to money, no matter where in the world. Without trust, even the most tempting offers are only dead letters on paper. This is why trust remains our main asset also in the future, as this is the only way to ensure further prosperity of the Bank. 
Dr. France Arhar Chairman of the Management Board UniCredit Banka Slovenija d.d. 
Ljubljana, February 2011 


Headquarters:  Šmartinska 140  
SI - 1000 Ljubljana  
Slovenia  
Telephone:  + 386 (0)1 5876 600  
Toll-free telephone number:  080 88 00  
Fax:  + 386 (0)1 5876 684  
Website:  www.unicreditbank.si  
E-mail:  info@unicreditgroup.si  
Main activity:  Other monetary intermediation  
Activity code:  K/64.190  
Established in:  1991  
Chairman of the Supervisory Board:  Federico Ghizzoni  

The Bank is legally registered: with the District Court in Ljubljana under Reg. No.: 1/10521/00 
Share capital: 16,258,321.26 EUR Reg. no.: 5446546 VAT ID no.: SI 59622806 
Settlement account: 01000-0002900092 Swift: BACXSI22 

Supervisory Board  
Beginning of term  Termination of term  
Name  Board member  of office  of office  
Federico Ghizzoni1  Chairman of the Supervisory Board  25 April 2007  n.a.  
Herbert Hangel  Deputy Chairman of the Supervisory board  25 April 2007  29 April 2010  
Martin Klauzer2  Member of the Supervisory Board  24 April 2007  n.a.  
Wolfgang Edelmüller  Member of the Supervisory Board  24 April 2007  16 April 2010  
Franco Andreetta  Member of the Supervisory Board  9 February 2009  n.a.  
Giuseppe Verrascina  Member of the Supervisory Board  9 February 2009  n.a.  
Heinz Karl Tschiltsch  Member of the Supervisory Board  8 September 2010  n.a.  
Alessio Pomasan  Member of the Supervisory Board  29 April 2010  n.a.  
Management Board  
Beginning of term  Termination of term  
Name  Board member  of office  of office  
Dr. France Arhar  Chairman of the Management Board  3 June 2003  n.a.  
Janko Medja, MBA  Member of the Management Board  16 September 2008  n.a.  
Francesco Vercesi  Member of the Management Board  20 October 2009  n.a.  

1  On 18 Januar y 2011, the Chairman of the Super visor y Board Federico Ghizzoni submitted a statement that as of 31 March 2011 he shall withdraw from the position of the Chairman of the Bank 's Super visor y Board. 
2 On 3 May 2010, the Member of the Super visor y Board, Mar tin Klauzer, was appointed the Deputy Chairman of the Bank’s Super visor y Board 

Introduction 


Valid until 30 April 2010 

*Section renamed “Soft Collection Group” to “Contact Center” and internal relocation of employees valid as of 1 March 2010 
**Depar tment renamed from “Risk assessment” to “Underwriting“ vailed from 01. 03. 2010 

Valid from 1 May 2010 


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Branch Ljubljana BTC  Branch Maribor  
Šmartinska 140, SI - 1000 Ljubljana  Svetozarevska 6, SI - 2000 Maribor  
Phone: + 386 (0)1 5876 719  Phone: + 386 (0)2 2285 320  
Branch Ljubljana Celovška  Branch Murska Sobota  
Celovška 150, SI - 1000 Ljubljana  Trg zmage 5, SI - 9000 Murska Sobota  
Phone: + 386 (0)1 5000 546  Phone: + 386 (0)2 5341 440  
Branch Ljubljana Rudnik  Branch Nova Gorica  
JurËkova cesta 231, SI - 1000 Ljubljana  Tolminskih puntarjev 2b, SI - 5000 Nova Gorica  
Phone: + 386 (0)1 2836 000  Phone: + 386 (0)5 3383 130  
Branch Ljubljana Tržaška  Branch Novo mesto  
Tržaška 19, SI - 1000 Ljubljana  Glavni trg 20, SI - 8000 Novo mesto  
Phone: + 386 (0)1 2410 364  Phone: + 386 (0)7 3737 400  
Branch Ljubljana Wolfova  Branch Ptuj  
Wolfova 1, SI - 1000 Ljubljana  Ulica heroja Lacka 1, SI - 2250 Ptuj  
Phone: + 386 (0)1 5876 472  Phone: + 386 (0)2 7980 340  
Branch Celje  Branch Radovljica  
AškerËeva 14, SI - 3000 Celje  Gorenjska cesta 24, SI - 4240 Radovljica  
Phone: + 386 (0)3 4252 479  Phone: + 386 (0)4 5971 630  
Branch Kamnik  Branch Sežana  
Ljubljanska cesta 4b, SI - 1240 Kamnik  Partizanska 37a, SI - 6210 Sežana  
Phone: + 386 (0)1 8396 500  Phone: + 386 (0)5 7314 589  
Branch Koper  Branch Slovenska Bistrica  
Pristaniška 12, SI - 6000 Koper  Trg svobode 21, SI - 2310 Slovenska Bistrica  
Phone: + 386 (0)5 6101 010  Phone: + 386 (0)2 8051 972  
Branch Kranj  Branch Trbovlje  
Na skali 1, SI - 4000 Kranj  Ulica 1. junija 2, SI - 1420 Trbovlje  
Phone: + 386 (0)4 2018 180  Phone: + 386 (0)3 5612 561  
Branch Logatec  Branch Velenje  
Tržaška cesta 32, SI - 1370 Logatec  Šaleška 20a, SI - 3320 Velenje  
Phone: + 386 (0)1 7591 940  Phone: + 386 (0)3 8987 300  

For whatever life brings. 



JANUARY 
New Strategy and Excellent Work Yield Return 
UniCredit received three prestigious prizes that are awarded to Central and Eastern European countries by the Global Finance magazine for: the best bank for payment transaction services and deposits, the best bank for float management, and the best bank for cash management. 
Media “Champions League” 
As a sign of the previous year’s excellent cooperation and as an invitation to efficient communication in 2010, UniCredit Banka Slovenija d.d. organized an event for journalists on the topic of UniCredit’s sponsorship of the UEFA Champions League. This already traditional networking of bankers and media representatives was also attended by players from the Slovenia Table Football Association, who showed some tricks to journalists before the match. Children of the Friends of Youth Association, to whom we gave a New Year’s donation, drew pictures with football themes for media representatives, who hung them in their editorial offices. 
FEBRUARY 
Two Slovenian Children Accompanied UEFA Champions League Football Players to the Field 
UniCredit Banka Slovenija d.d. organized a contest in cooperation with MasterCard. The two boys selected accompanied football players of the FC Internazionale Milano to the field. Almost 300 children from all around Slovenia applied. 
Expressed Opinions to Help Improve Organizational Atmosphere 
We offered our employees the possibility of completing a satisfaction survey - People Survey 2010 - to express their opinions and help improve the Bank’s internal climate. Based on the results, we prepared an action plan which we implemented during the year. The survey was conducted in all 22 countries where UniCredit has been present for several years. 
Collected Donations to Help Haiti Earthquake Victims 
UniCredit and the Unidea Foundation responded to the call for help from the victims of Haiti’s devastating earthquake. We also invited colleagues at the local Bank to join the humanitarian initiative. 
MARCH 
One Year’s Free Use of Selected Banking Services 
Along with promotion of the movie “Leap Year”, we prepared an offer with the same name to invite all new clients to approach a partner with whom they will undoubtedly be satisfied. Within the offer, UniCredit Banka Slovenija d.d. provided a year’s free use of selected banking services to all potential clients. 
Combined Deposit: Safe and Profitable Investment 
We expanded our offer with a new product called Combined Deposit, composed of two deposits with different maturities. The new investment opportunity was intended for investors seeking an attractive and innovative way of investing their assets; it enables payment of the principal in two parts and therefore allows access to a part of the paid-up assets during the deposit period. The first half of the paid sum, for which an investor receives a 5-percent annual interest rate, shall be returned after one year with the interest accrued during this period. Interest on the second half of the sum will be paid for a period of five years at a variable (not known in advance) interest rate tied to the trends of the share index of the biggest European companies (DJ Euro Stoxx 50). After the end of the five-year period, the investors will be guaranteed a payment of 100 % of the second half of the invested sum. The entry period ended on 6 May 2010. 
Presented our Business Results for 2009 
We exceeded our set goals in many areas. In March, we presented our business results to the public and invited journalists to a press conference. Our volume of assets increased by 13 %, thus reaching the level of 3.2 billion euros. 
Sought New Talents for Master’s Programs in Banking 
We gathered applications for the third generation of the international MBA in the area of retail banking and the New European Master’s program for the areas of banking and entrepreneurship. With this we offer young talents, who want to build their international career in the banking sector, opportunities for in-depth education in one of the two master’s programs launched by UniCredit in cooperation with experienced partners. Scholarships amounted to 25,000 euros. 
Children of Our Employees Met Petra MajdiË 
We invited our youngsters to visit the Bank. At our BTC Branch we showed them how ATMs work and counted coins. A special surprise was the arrival of a “mysterious guest”, Petra MajdiË, who has been sponsored by UniCredit Banka Slovenija d.d. for several years. Later, we exhibited photos of children dawn after their visit. 
Presented our New Mission 
We shared information about a new organizational scheme and our new mission of placing customers in the center of our profession commitment. 
APRIL 
General Meeting of Shareholders of UniCredit Banka Slovenija d.d. 
At the General Meeting of the Bank's shareholders the business policy and development plan for 2010 were approved. Discharge was provided to the Members of the Management Board and Supervisory Board for 2009, and the profit was entirely allocated to other profit reserves. 
Limited Edition of MasterCard with UEFA Champions League Design 
We expanded our range of payment cards with an exclusive MasterCard with the UEFA Champions League design, which also enabled clients to obtain more favorable consumer loans and an exclusive MasterCard; the first 100 holders of the card were rewarded. 
Found Substitute Grandmothers and Grandfathers 

We gave a New Year’s donation to the Slovenian Friends of Youth Association, enabling them to organize a “Generation Symbiosis” holiday for children from socially deprived families throughout Slovenia and volunteers - retired experts, teachers, social workers and psychologists. At the end of a one-week holiday, each of the children chose their substitute grandfather or grandmother who will also keep in touch with the child in the future, and encourage them on their way to a better tomorrow. Among the employees, clients, business partners and broader public, we looked for teachers, social workers and psychologists who were also prepared to actively cooperate as volunteers in future holidays with these children. 
Collected Usable Sports Equipment 

To create carefree and active holiday spirit for some socially deprived children, the employees at UniCredit Banka Slovenija d.d. again collaborated with the Slovenian Friends of Youth Association in collecting sports equipment, party games and educational toys at our business units. 
Financial Markets Breakfast 
Our clients and other interested members of public were invited to the Financial Markets Breakfast, where the experts of UniCredit served them with treasury ideas and presented the impact of the economic crisis on foreign trade operations. 
First Business Lunch with our Partners 

We deepened partnerships with our business partners, set new guidelines, exchanged the best practices and discovered new cooperation opportunities. Franz-Christopher Zeitler, vice-president of Deutsche Bundesbank, enriched the meeting with his extensive knowledge. With the participants’ help, we also gave the meeting a humanitarian touch, as we transferred a sum of 20 euros on behalf of each participant to the Foundation for Help to Children. 
MAY 
UniCredit Champions 

We included employees of UniCredit in the UEFA Champions League sponsorship. A competition entitled “Being UniCredit Champions” was held, which tested knowledge about UniCredit. Finalists from each country were selected in five rounds and were rewarded with a visit to the final football spectacle in Madrid. 
They Cheered with UniCredit Bank 
We enabled visitors to attend spectacular matches in many bars around Slovenia. They could start warming up before the UEFA Champions League final by competing in table football. Several clients of UniCredit Bank were given the possibility to attend the UEFA Champions League final in Madrid on 22 May. 
JUNE 
Enabled Clients to Assume Responsibility with New Insurance Product 
We enriched our offers with a borrowers’ life insurance package called “My responsibility”with a simple entry procedure in all the Bank’s branches. The product provided the clients with protection for family members during the loan payment time, natural and accidental death insurance, and the possibility of connecting permanent disability accident insurance with the payment of a single attractive premium. 
Renewed Deposit Offer 
With a new deposit product, we offered our clients the freedom to depart for their holidays while their assets were invested. We provided them with a 3-percent fixed annual interest rate for a six-month deposit and quick access to cash during their holiday using the exclusive MasterCard with the UEFA Champions League design. Our clients have the possibility of free withdrawals at all UniCredit members’ ATMs. 
Announced Public Offering for NLB Shares 
We began the procedure of publicly offering shares of Nova Ljubljanska Banka d.d., Ljubljana, due to the implementation of insurance from a certain banking transaction. The public offer was connected with the purchase of a package of 153,461 ordinary non-par value NLB shares, representing 1.72 % of NLB shares. 
Received Award for Achievements Related to Securities Custody 
The Global Finance magazine conferred UniCredit an award for outstanding achievements in the area of securities custody in Central and Eastern Europe. The US financial magazine selected UniCredit as “Best Sub-Custodian 2010”. 
Team Spirit Brought Results also in the Sports Area 
Ending in second place, we again achieved good results at the annual sport games for Slovenian bankers. Our female employees once more attained excellent results as they won first place, while our male team finished third. The over 140 employees who were at the annual games, either as participants or tireless cheerers, once again proved that we are also at the very top in sports among the Slovenian banks. 

Achievements and Events in 2010 

Petra MajdiË Participated in Traditional Olympic Running Event in Logatec 
Five hundred runners ran 3 km, and the most ambitious ones ran 10 km. Petra MajdiË had her hands full as children and families were eager to get her signature. Photoshooting was organized in front of UniCredit Bank sign. Promoters distributed leaflets and welcomed guests to compete in table football. At the same time, our employees gave a presentation of the Logatec business unit. 
Innovation Jam Organized Online Across the Group 
All employees in 22 countries received an electronic invitation to cooperate at the online platform of UniCredit. The online brainstorm is a new virtual project intended to exchange opinions and foster ideas on various topics related to innovations. 
UCTAM Founded 
This newly founded company specializes in collection, sale and/or management of assets (real estate, shares in companies, etc.) arising from the matured exposures of UniCredit Banka Slovenija d.d. The directors of the company are Miloš VignjeviE and Friedrich Buza, and the company is a part of UniCredit Turn-Around Management GmbH (UCTAM), with its base in Vienna. The company was founded as a consequence of the financial crisis, which substantially changed certain fundamental economic conditions. Estimates of market values, which were made during the time of decisions about investments, i.e. before the outbreak of the crisis, are no longer valid in some cases; therefore, ownership of real estate and shares in companies that show good opportunities for a change will be temporarily assumed through the newly founded company. 
Collected Old Books for Children 
We also collected old books and learning material in all Slovenian business units, under the slogan “Old book for a new smile” We handed the books to disadvantaged children at the 4th Moon Festival. 
Educated About Photovoltaics 
UniCredit has many years of experience in the area of implementation and financing of photovoltaics projects in the EU. Since such projects are expected to prosper in the future, we organized a meeting with experts in this area for potential investors. 
JULY 
Public Announcement of Stress Test Results 
The test, which included UniCredit, was organized by the Committee of European Banking Supervisors in cooperation with the European Central Bank and the Bank of Italy. The Group supported the public announcement of results by saying it was an important step towards the elimination of doubts regarding the European banking system. UniCredit was satisfied with its test results, as they confirmed the quality of the risk management procedures it follows. The stress test is used only to fulfill the risk management procedures and regular testing programs established in UniCredit. 
Invited Journalists to Apply for “Writing for CEE” 
Within UniCredit’s action, we also called upon Slovenian journalists to enter the competition “Writing for CEE”. The award for journalistic excellence in reporting on events related to Central and Eastern Europe amounted to 5,000 euros. The articles should focus on various barriers and prejudice in Europe, and overcoming them. 
AUGUST 
Extended Summer 
With our summer consumer loans, we enabled our clients’ immediate use of assets, ensuring them a carefree summer with a two-month moratorium on repayment. The loan was intended for those who needed additional funds on their accounts for last minute holidays, new furniture, a car, tuition fees, etc. 
SEPTEMBER 
Alessandro Profumo Tendered His Resignation from the Position of CEO 
Based on guidelines expressed by the Supervisory Board, the Management Board of UniCredit and Alessandro Profumo agreed it was time to change leadership after 15 years. Therefore, Alessandro Profumo offered his resignation from the position of CEO of UniCredit, which the Supervisory Board accepted while thanking him for the excellent results he had achieved. They pointed out that under Profumo’s leadership the Company developed from a completely local actor into one of the largest European banking groups. During that time, market capitalization increased from 1.5 to approximately 37 billion euros. And even during the global financial crisis, UniCredit remained profitable in all quarters of the year. These achievements served as a sustainable base for the Group’s future. 
Helped Our Employees Affected by Floods in Slovenia 
Floods caused real anxiety and costs to some of our employees and their families. Our employees took the initiative to make donations for them and contribute to repairing the damage. The Bank also carried out other activities to help colleagues in need. 
200 Employees Renovated a Children’s Holiday Home in Kranjska Gora 
Every year since the Bank was renamed, employees gathered at the end of the summer to celebrate its birthday. This time we gathered fun with a good cause, as we renovated a holiday home for children from socially deprived families. All members of the Management Board competed in the creative challenge of making playhouses for children. After each playhouse was opened, the employees voted for the best ones. This was just one of the activities to prove that we live out our social responsibility. The renovation works were carried out under the leadership of one of the best Slovenian sport climbers Klemen BeËan. Later, the deceased Jure RobiË joined the participants and accompanied some enthusiastic cyclists (a large number of employees come to the event by bicycle every year) on the path to VršiË. 
Offered Another Good Opportunity 

We expanded our list of investment products with “My Opportunity” investment life insurance. We offered our clients a 100 % payment of paid-up assets, participation in S&P BRIC 40 index return with up to 125 % payment of achieved return, the possibility of a 10 % bonus on payment in the case of positive trends, and a 110 % payment of insurance cover in the case of the insured’s death. Clients could enter a minimum single premium payment totaling 4,000 euros by the end of November 2010. 
New Investment Strategies 

We presented new investment strategies of the investment funds of the Pioneer Investments management company, which are adapted to the investment goals of an individual type of investor -Dynamic, Balanced or Prudent. With these strategies we enable clients optimal asset dispersion, the selection of an installment and/or single payment of assets, free switching between funds and extraordinary payments. 
OCTOBER 
New CEO of UniCredit Appointed 
Federico Ghizzoni, the Chairman of the Supervisory Board of UniCredit Banka Slovenija d.d. and the Head of the Group’s CEE banking operations, became the CEO of UniCredit. 
Bonus Deposit for Safe Assets Increase 

We offered clients a “Bonus” deposit - a safe investment intended for everybody wanting their finances to increase safely while at the same time taking care of their safety and the safety of their dearest ones. Clients could choose among various features of the product: a fixed annual interest rate irrespective of the fluctuation on financial markets, a short-term deposit for a period of 6 or 12 months, or for two years. With the Bonus deposit, clients’ safety was also provided for with free contingency insurance. 
NOVEMBER 
Free Visits to Museums 

On the UniCredit’s Art Day we invited our employees, along with their partners and family members, to visit two interesting locations 
-the National Museum and the Modern Gallery - to see current exhibitions. UniCredit employees and their families were also given an opportunity to visit many galleries and museums in neighboring countries. On the Art Day, we wish to encourage innovation and openness, and offer employees an opportunity for pleasure and personal growth. 
Holiday Offer of Consumer Loans 
We presented a fresh offer of consumer loans, among which consumers could choose a tailor-made benefit, a loan which would suit their needs in terms of duration and amount. The loans could be used for: summer vacations, winter vacations, holiday gifts, purchase of a car or other high value goods. 
Received Award for Corporate Responsibility 
Under the solemn sponsorship of the President of the Republic of Slovenia, Danilo Türk, the Institute for the Development of Social Responsibility and the Public Relations Society of Slovenia announced, in partnership with many expert interest organizations, the winners of the Slovenian Social Responsibility Award - Horus 2010. The winner in the category of large companies became UniCredit Banka Slovenija d.d. The mission of the Slovenian Social Responsibility Award is to promote integrity in thinking, innovation in functioning and responsibility in the business operations of Slovenian companies. The competition was used as a way to find and reward the most comprehensive approaches of companies to social responsibility. 
Became One of the Top Ten Educators 
At the 2010 Education Management Conference, Planet GV and the Sofos Institute for Education Management awarded ten Slovenian companies or organizations that systematically invest in the education and training of employees, among which our Bank was also selected. The purpose of the awards was to present the best Slovenian companies that systematically invest in knowledge; at the same time it was encouragement for an even greater development of educational practice and an increase in the reputation of the educational function. 
Financial Markets Breakfast 
Our clients and other interested members of public were invited to the Financial Markets Breakfast, where experts from UniCredit and a representative of the Ministry of Finance served them with information on events in the local and international markets, currency trends, interest rates and information on commodity instruments for easier decision-making regarding day-to-day transactions. 
Second Business Lunch with Our Partners 
We invited entrepreneurs, who are engaged in foreign trade operations and are facing new challenges and opportunities, for lunch. Experts from UniCredit introduced the macroeconomic situation and the vision of foreign trade operations to them. Again, a guest from abroad was invited; Lutz Diederichs, member of the Management Board of Corporate & Investment Banking at HypoVereinsbank, shared his experience with the guests. 

Achievements and Events in 2010 

DECEMBER 
Public Announcement of Expansion 
UniCredit Banka Slovenija d.d. is in intensive preparations for the openings of new branches in 2011. Employees are being selected and introduced to their work in the new units. 
Bank of Slovenia Confirmed Readiness to enter Foundation IRB Approach for Capital Requirement Calculation 
The Bank of Slovenia reviewed the readiness of the Bank for the introduction of advanced approach for capital requirement for credit risk based upon internal rating based approach (IRB approach) and also confirmed the Bank’s readiness for the new approach. This has made UniCredit Banka Slovenija d.d. the first bank in Slovenia to start using the IRB approach in 2011. 
New Methodology of Capital Requirement Allocation for Operational Risk by the Advanced Measurement Approach 
The Bank of Slovenia based on the examinations done in September and October issued positive opinion on new allocation mechanism of capital requirement for operational risk which is more sensitive to the effective risk profile of each legal entity. The Bank of Slovenia estimated that the Bank is adequately involved in the process of introducing the new distribution methodology, as based on guidelines and policies by the UniCredit it satisfactorily fulfills the required qualification criteria for use of the advanced approach on individual basis. 
Obtained Family-friendly Company Certificate 
A group of companies, including our Bank, that has decided to improve balance between the professional and private life of its employees, has received the Family-friendly Company Certificate. So far, the Bank has introduced many noveltiess, some of which are flexible working hours, children time bonus, and others which our employees indicated in the survey as being the most important. The projects we aim to introduce in the future are focused on making coordination of work and family life as easy and as adapted to the wishes of employees as possible. 
Confirmed Partnership with the Slovenian Philharmonic Orchestra 
For the ninth consecutive year, UniCredit Banka Slovenija d.d. helped the Slovenian Philharmonic Orchestra with the purchase of new concert instruments. At the end of 2010, we gave a donation to help buy two concert violas. During our years of cooperation, the sound of the Slovenian Philharmonic Orchestra has been enriched by a concert piano, violoncello, some exceptional concert violins and two violas. 
Exhibition of Paintings by Pomurje Artists in the Murska Sobota Branch 
We gave artists from Pomurje an opportunity to show their work. Paintings from Robin Kozar’s personal collection were exhibited in our branch in Murska Sobota. 
Enabling Slovenian Companies Access to State-of-the-art Solutions Related to the Group's Liquidity Management 
We introduced an extended range of services related to the international management of funds for Slovenian companies with subsidiaries abroad. We supported the cash pooling solutions with a technical solution that promises breakthroughs in the area of managing international liquidity of companies. Groups of companies present in several countries can use two versions of international pooling of funds, which enable tailor-made international management of liquidity-connected companies. In this case, specific wishes of the parent company and the needs of companies abroad for additional assets are considered. A company can also use such a service if a partner bank with which it cooperates abroad is not a member of UniCredit. 
Presented Career Opportunities at Career Fair 
We presented career development possibilities at the Career Fair. We showed that we can offer candidates and our employees professional development in the Slovenian branch of the Bank; they can also use the possibilities offered by UniCredit for those wishing to build an international career. 
Financed Start-up of First Solar Power Station 
We contributed to a cleaner environment. In December, the first solar power station financed by the Bank was connected to the electrical network. The power station, with a nominal power of 408 kWp, is situated on the roof of the Packaging and Graphic Company EGP in Škofja Loka. The solar power station can generate 410,000 kWh of electrical energy at an annual level, which is enough to supply 115 households. 
Good Deeds Instead of New Year Presents for the Fifth Successive Year 
Instead of buying New Year’s gifts for business partners, we gave a New Year’s donation to enable the organization of a children’s media camp at a holiday home in Kranjska Gora and a carefree holiday for children in Debeli RtiË. The basic goal of these projects is to equip children with positive life values and mutual respect, help develop empathy, human kindness and provide them with knowledge. We again collected toys and books in all the units of UniCredit Banka Slovenija d.d. across Slovenia to bring smiles to the faces of socially deprived children in the New Year. 
Business Report 



In 2010, the Slovenian economy started to grow again after the  the year before. Mostly due to this, the banking sector profit had  
strong decline of the year before. Unfortunately, the recovery was  reached only a fifth of the profit of the previous year by November  
very slow and certain sectors are still stagnating or shrinking. In  2010.  
December 2010, the number of unemployed exceeded 110,000.  
Industrial production grew quickly in the first half of 2010, but the  In 2010, the Ljubljana Stock Exchange continued to record a low  
trend significantly slowed in the second half of the year. Year-on­ volume of transactions and even lower prices of shares listed. Stock  
year production growth was comparable to the average of the 27  exchange transactions increased by 3.7 % compared to 2009, but  
EU Member States (EU27), but was significantly lower than that of  this is still exceptionally low compared to the years before the crisis.  
the driving force of the economic recovery - Germany. The sector  The SBI TOP index dropped on the annual level by as much as 13.47  
in which the decline continues is construction, where the number  % and showed a totally reversed trend compared to the main global  
of employees is decreasing together with the number and value of  indexes (DAX: +16.06 %; DOW: +11.02 %; FTSE: +9.00 %). The  
projects. The recession in the construction sector in Slovenia in  share of non-residents in the market capitalization of the Ljubljana  
2010 was also one of the highest among the EU27 members.  Stock Exchange grew to 9.8 % in 2010 compared to 2009, when  
it amounted to 7.4 %, but this was more the result of domestic  
The decreased quality of bank assets exceeded all expectations and  demand than increased interest of foreign investors.  
caused exceptional growth of provisions and impairments. At the  
same time, the low credit rating of the Slovenian banking system  
limited international financing sources, which together contributed  
to the low growth of credit activity. The year-on-year growth rate  
of loans to the non-banking sector had only reached 2.1 % by  
November; of those, loans to households and the government grew,  
while the extent of loans to non-banking sector had decreased by  
0.8 % by November. During twelve months of 2010, Slovenian  
banks formed almost 757 million euros worth of additional  
impairments and provisions, which is almost two thirds more than  

IMAD’S assumptions and international institutions’ forecasts for the economic growth in 2009 and 2010 

EMU 1.4 1.7 1.7 

1.3 1.5 1.4 
Germany 

2.5 3.3 3.5 
1.7 2.0 2.5 
USA 

2.9 2.6 2.9 
2.8 
2.3 3.0 
United Kingdom 


1.3 1.7 1.8 

2.0 
2.0 1.9 
Russia 



4.0 4.0 3.4 
4.2 4.3 4.3 

Source: IMAD, Autumn forecast 2010; IMF, World Economic Outlook, October 2010;UniCredit, Friday Notes Note: IMF - International Monetary Fund 
Selected macroeconomic indicators for Slovenia, 2005 to 2012 
4.5 5.9 6.9 3.7 (8.1) 
2.5 3.1 
2.2 2.3 


Source: IMAD Autumn forecast 


Our Commitment is Our Strength 
At UniCredit, our greatest strength is our solid and rigorous commitment - to our customers, to our employees, to our investors, to the communities we operate in, to keeping our core values, to respecting the culture, to achieving high quality in everything we do, and to the sustainable success of our Company. 
At UniCredit, this commitment is renewed every day through the efforts and expertise of more than 162,000 employees across 22 countries, who represent the largest banking network and regional coverage in Central and Southeastern Europe. 
We are committed to investing in new client relationships and playing an active role in the local communities. By following a sustainable growth path, over the last few years the Bank has been constantly employing new people, thus becoming a reliable and attractive employer for the local environment. 
Mission and Vision 
In 2010, we committed ourselves to fulfilling the new mission statement: We, the UniCredit people are committed to generating value for our customers. As a leading European bank, we are dedicated to the development of the communities in which we live, and to being a great place to work. We aim for excellence and we consistently strive to be easy to deal with. These commitments will allow us to create sustainable value for our shareholders. 
Our vision is to focus on people as individuals. To achieve this, we aim to enhance our clients’ potential and make their plans and ideas come true. 
It is our firm belief that every individual has both the right and responsibility to shape his or her own future and that financial expertise of UniCredit Banka Slovenija d.d. can assist people and businesses in doing so, as well as in achieving their full potential. The Bank aims to achieve profitable, sustainable growth in a manner that benefits society as well as our stakeholders. 
Values 
Our set of values - shared throughout UniCredit - is based on integrity as a condition of sustainability, which makes it possible to transform profit into value for all our stakeholders. This set of values is embedded in our Integrity Charter, which forms the strong backbone for everything we do. These values are: 
• 
Fairness - having one high standard for everything we do, applied evenly and without discrimination. 

• 
Trust - we possess a mutual code of honor among people, which 


governs everything we do. It is a strong basis of our reputation, and builds the confidence in our company that is so essential to our profitable, sustainable growth. 
• 
Respect - we constantly strive to earn it, and willingly give it to those who deserve it. 

• 
Transparency - making certain that everything we do is always honest, relevant, and straightforward. 

• 
Reciprocity - actively seeking to help those around us with the unspoken certainty that the way we treat others will have a positive return on us. 

• 
Freedom of action - fostering a culture of openness that enables our people to reach their potential and empowers them to achieve more for our customers and our stakeholders. 

• 
We see adherence to these values as a prerequisite for maintaining the confidence placed in the Bank and the Bank’s reputation. 


Value-based Management and Transparency of Results 
The overall management and steering of the Bank is based on the principles of value-based management. In line with UniCredit, the Bank implemented Economic Value Added (EVA) as the main performance measure. EVA measures the profit contribution in excess of the cost of capital and is applied not only at the overall bank level but also is taken into consideration in individual loan decisions. EVA today is seen as a standard performance measure, which combines both growth via the development of risk weighted assets and thus the capital allocation needed and profitability enhancements as value drivers. 
The Bank consequently aims to ensure that the capital is invested in those business segments, product areas, and services where the highest added value can be generated. Transparency on value creation and/or value destruction is of utmost importance for achieving sustainable results. 
Divisional Business Model 
The UniCredit’s business model is based on specialization in specific customer segments. For business activities such as investment banking, trading, international corporate banking or asset management, it is clear that customer needs, service models, and market segments are more similar to each other across countries than the national market practice. However, we believe that this also applies to retail banking in an environment of industrialized banking, while still taking into account local market specifics. 
In line with our mission, it is our main objective to meet every client’s personal needs in accordance with the idea that all business is local through discretionary or standardized products. However, in creating and developing products we try to unlock the economies of scale on the revenue as well as on the cost side and profit from the membership in the Group. Consequently, also in our Bank, the organizational set-up follows the Group standards and allows knowhow and best-practice transfer throughout the Group. 
It also is seen as a competitive advantage to be able to serve customers through an extensive network of leading local banks. We are able to support international group clients operating in the Slovenian market as well as Slovenian customers in their attempts to extend their businesses abroad. In trading and investment banking, we profit from the competencies and placing power of UniCredit Markets and Investment banking. 
In asset management, we benefit from the expertise of Pioneer Investments - a global top player. 
Global Banking Services, a global UniCredit division, supports us in maintaining cost efficiency and unlocking synergies via IT harmonization and Group-wide procurement or process design. 
Sustainable Success 

UniCredit Banka Slovenija d.d. is convinced that financial targets can only be reached through sustainable development in line with the following principles: 
• 
We aim to build long-term customer relationships and take account of customer satisfaction in our incentive system. 

• 
Diversity: We want to use all our employees’ various talents despite age, gender, religion, health, or sexual orientation. 

• 
Corporate citizenship: We want to be a committed and valuable member of local communities, which is underlined by our donation and sponsorship activities. 


• 
Ecological sustainability: We attach great importance in our current business to ecological sustainability. We encourage and support awareness of the interdependence of environmental topics and the banking business. 

• 
Training, encouragement, and our incentive systems are intended to enable our employees to take an entrepreneurial approach while simultaneously fostering work/life balance. 



General Performance Overview 
HIGHLIGHTS 
The year 2010 was characterized by slow recovery from the financial crisis which mainly affected generation of higher operating income and yet building additional loan loss provisions which were necessary as the Slovenian economy needs some time to fully regenerate. In parallel, administrative costs were constantly under strict control. 
The banking sector is still influenced by the low liquidity which contributed to high liquidity costs and limitations of financing. The Slovenian banking sector took controlled approach to new lending activities due to capital adequacy and need for additional capital which consequently decreased its willingness to take new risks and to finance the economy. 
Regardless of the macroeconomic environment and continued difficulties the banking industry faced in 2010, UniCredit Banka Slovenija d.d. successfully tackled the challenges and consequently improved its profitability. 
In 2010, the operating income was by 16.3 % higher than in the previous year and it amounted to 75 million euros. The Bank achieved good results in all business segments in line with expectations, the profitability of the Bank's core customer business developed well. 
In line with the value generation concept, the Bank focused on a structural improvement of its result. As in previous years, the Bank focused on non- or low-capital consuming business, such as banking services and customer business. When granting new loans, the Bank targeted a minimum margin that covers all cost factors and at the same time gives the required return on capital. The value creation is measured via EVA, or the economic value added which implies cost of capital on top of the conventional profitability measures. This concept ensures optimal allocation within business units. 
Statement of Comprehenesive Income 
The net interest income and dividends increased year-on-year from 
40.67 million euros to 55.29 million euros, which is a 36-percent increase. Thereof the dividend income in 2010 amounted to 2.29 million euros, compared to 1.64 million euros in 2009. In 2010, the major reason for increased interest income was primarily higher volume of loans to customers and lower interest rates on the market, which due to the structure of the balance sheet had a positive effect both on interest income and expense. The Bank also adapted to the changed market conditions by improving the funding strategy which was the main reason for drop of the interest expense in 2010. Despite the fact that loan margins were still under pressure due to competition pricing behavior and influenced by increased liquidity costs, the Bank increased the margin income out of the loan business due to the changed conditions of operations. Corporate loan margins continued to grow in 2010 absorbing the increased liquidity costs payable by the Bank. 
The net fee and commission income grew in 2010 by 10.1 % and reached 18.74 million euros (in 2009, which was a record year: 
17.02 million euros). Tailor-made solutions as well as the Bank's focus on customers, which resulted in attractive products and competitive service, are reasons for this further increase. Despite economic crisis, security and custody fees increased by 42.4 % and thus amounted to 5.03 million euros. 
Loan and lending related fees decreased from 6.28 million euros in 2009 to 5.46 million euros in 2010. In the corporate business area, the Bank approximates the effective yield concept by accruing fees within the net interest income. However, this doesn’t apply to retail business. In line with the Bank’s expectations, payment transaction and foreign trade related fees were at the similar level as in the preceding year. Thus, in 2010 this category amounted to 5.29 million euros as compared to 5.11 million euros in 2009. 
In 2010, realized gains and losses on financial assets and liabilities not measured at fair value through profit and loss amounted to 
0.65 million euros, which in comparison with strong result in 2009 represents a decrease of 0.72 million euros. Within this position, 
OPERATING INCOME OPERATING PROFIT PRE-TAX PROFIT CUSTOMER LOANS CUSTOMER DEPOSITS 
+ 16 % + 35 % + 41 % + 10 % - 5 % 












2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 
the Bank reports the result of the sale of available-for-sale equity 
OPERATING INCOME 
investments and bonds as well as the write-offs of loans carried at 

1 
effective interest method and their recoveries. 
1 
Trading result which consists of the trading activities on the Bank’s account as well as the profits generated out of customer related derivatives business, dropped in 2010 and reached 0.80 million euros of profit (2009: 5.75 million euros). Thereof, gains and losses 

19 	on financial assets and liabilities held for trading amounted to 3.77 million euros which is a drop of 4.61 million euros. The sharp 

decrease is the consequence of the widening of the credit spreads in all asset classes in the bond market. Gains and losses on financial 
1 
6  
17  
41  


assets and liabilities designated at fair value through profit or loss dropped from 0.14 million euros to 0.01 million euros, whereas net income from exchange differences amounted to 4.59 million euros and remained at similar and strong level as in 2009, when it totaled 
4.77 million euros. 
The Bank reported a loss of 0.36 million euros (2009: a loss of 0.37 million euros) on derecognition of assets other than held for sale. The Bank reports on this position gains and losses on derecognition of its property and equipment as well as intangible assets. 
Due to increased volume of operations, additional employees and inflation, in 2010 the Bank’s administrative costs and depreciation increased by 2.88 million euros or by 8.0 %. The Bank is constantly increasing its productivity and efficiency thus keeping the need for new employees at a low level. Additionally, in 2010 the Bank focused on marketing activities, which supported the retail expansion and increased the recognition of UniCredit brand. The Bank managed its administrative costs tightly and cautiously. 
Staff expenses increased from 18.74 million euros in 2009 to 20.35 million euros in 2010. Main reasons for the increase are additional employees, inflation adjustment of the salaries and increased part of staff expenses related to variable and bonus compensation due to the Bank’s improved profitability. By the end of 2010, the Bank employed 521.3 full-time employees (2009: 504.8), while in that year on average 517.7 full-time employees (2009: 500.6) worked for the Bank. The Bank also increased its training expenses by 12 % to the level of 374 thousand euros in 2010 (2009: 335 thousand euros). 
Amounts in million EUR 
2009 	2010 

OTHER NET PROFITS 

FROM FINANCIAL ASSETS NOT MEASURED AT FAIR VALUE THROUGH P&L TRADING RESULT FEE AND COMMISSION NET INCOME INTEREST NET INCOME 
Other administrative costs increased in 2010 by 1.13 million euros to 14.13 million euros, which is a 8.7-percent increase, while depreciation increased from 4.44 million euros in 2009 to 4.59 million euros in 2010, which is a 3.3-percent increase. 
UniCredit Banka Slovenija d.d. optimizes the impairment losses on financial assets by state-of-the-art risk management techniques and a focus on clients with high credit worthiness. In 2010, the impairment of assets including provisions amounted to 20.19 

Financial Results 

EXPENSES 3 
5 
2 4 

million euros (2009: 16.97 million euros), which is an increase of 
3.23 million euros and is a result of adjusting to market conditions and forming of 6.20 million euros of additional IBNR provisions for performing clients (2009: 1.90 million euros). 
Operating profit (profit before impairments and taxes) amounted to 
36.35 million euros and increased by 9.49 million euros (35.3 %) compared to the year 2009. 
In 2010, the Bank achieved a pre-tax profit of 15.81 million euros, compared to 11.25 million euros in 2009, which is an increase of 
4.56 million euros or 40.6 %. 
Within the tax expenses of 2.67 million euros (2009: 2.45 million euros), the Bank records current taxes of 2.56 million euros (2009: 
1.94 million euros) and a deferred tax profit of 0.10 million euros (2009: 0.51 million euros of loss). 
The net profit for the financial year 2010 amounts to 13.15 million euros compared to 8.80 million euros in 2009, which represents an increase of 4.35 million euros or 49.4 %. 
Statement of Financial Position 
In line with its strategy, UniCredit Banka Slovenija d.d. is committed to profitable growth. Consequently, the Bank doesn’t believe that balance sheet growth per se is a good performance measure. In 2010, the Bank’s balance sheet dropped by 270.88 million euros or by 8.3 % to 2,996.49 million euros. The main reason for this decrease is that the liquidity situation on the market is more stable and the Bank decided not to keep more cash with the Central Bank as well as with Bank Austria AG which is the UniCredit’s liquidity center for Slovenia. The purpose of these measures was to have sufficient amount of cash at any point of time. Deposits to banks were decreased by 548.02 million euros. 
On the other hand, the Bank continued to actively finance the non-banking sector, so that loans in this segment increased by 210.06 million euros (in 2009: 32.47 million euros) and amounted to 2,309.16 million euros. 
Cash and cash balances with central banks grew in 2010 by 6.29 
13  
19  
17  

14  
20  
20  

Amounts in million EUR 
2009 2010 

TAX EXPENSES 

million euros to 84.32 million euros. 
Available-for-sale financial assets increased in 2010 from 352.61 

million euros to 390.75 million euros. The position consists of the 
DEPRECIATION Bank’s capital investments, the liquidity portfolio, as well as some OTHER ADMINISTRATIVE EXPENSES credit spread positions in corporate and bank bonds and stocks in companies. The Bank intends to sell the latter as it acquired them as 
STAFF EXPENSES 

a result of realization of loan collaterals. PROVISIONS AND IMPAIRMENTS 
FINANCIAL ASSETS 
Loans and receivables to banks decreased from 573.67 million euros 

15 
Amounts in million EUR 


30 in 2009 to 25.64 million euros. The major part of this difference is due to short-term positions, as a consequence of the stabilization of 10 the liquidity situation on the market and the Bank’s intention to keep 


30 less liquidity available. 26 
Loans and receivables to non-banks rose from 2,099.10 million euros to 2,309.16 million euros by the end of the year 2010. The increase was moderate primarily due to higher demand for loans and generally improved economic conditions. This position represents 77 % of the balance sheet (2009: 64 %). 
Held to maturity financial investments, where UniCredit Banka Slovenija d.d. owns local bank bonds, amounted to 29.89 million euros and are thus at a comparable level with 2009, when this category amounted to 29.77 million euros. 
The increase of tangible and intangible assets from 22.15 million euros to 24.03 million euros reflects the Bank’s investments into business infrastructure. 
The decrease from 14.83 million euros to 9.89 million euros within other assets and claims for taxes is mainly the result of pending securities transaction. 
In 2010, there were no financial liabilities to the Central bank compared to the year 2009 when they amounted to 120.63 million euros, which reflected the amount of repo transactions (repurchase agreements) the Bank concluded for financing reasons with the Central bank. 
Financial liabilities held for trading increased in 2010 by 68.59 million euros and amounted to 164.88 million euros. The position comprises solely of the negative market value of derivatives, which is a consequence of customer driven business. 
The decrease on the asset side was mainly financed by financial liabilities measured at amortized cost, which decreased from 2,836.58 million euros in 2009 to 2,608.92 million euros by the end 
2009 2010 
OTHER ASSETS HELD TO MATURITY LOANS AND RECEIVABLES WITH BANKS LOANS AND RECEIVABLES WITH CUSTOMERS* AVAILABLE FOR SALE HELD FOR TRADING CASH AND CASH BALANCES WITH CENTRAL BANKS 
* The item ››Loans to customers« includes loans measured at amortized cost as well as those measured at fair value through profit and loss. 
of 2010. 
Deposits from customers were slightly decreased by 37.93 million euros to the level of 782.83 million euros. 
In order to maintain enough capital and to comply with the Bank of Slovenia’s regulation regarding capital adequacy, the Bank holds 
30.15 million euros of subordinated liabilities (2009: 30.13 million euros). 
The shareholders’ equity increased in 2010 by the profit carried forward from 2009 and partly offset by lower revaluation reserve. In order to finance future growth and stay in line with the capital 

Financial Results 

LIABILITIES 	adequacy regulations set by the Bank of Slovenia, the Bank will also retain the full 2010 profit and will not pay dividends. The 

191 	shareholders’ equity amounts to 197.05 million euros (2009: 191.22 


million euros). 
20 

197 
121 
24 

Amounts in million EUR 
2009 	2010 
TOTAL EQUITY OTHER LIABILITIES DEPOSITS FROM CENTRAL BANKS LOANS FROM BANKS (SUBORDINATED LIABILITIES INCLUDED) DEPOSITS FROM CUSTOMERS DEPOSITS FROM BANKS HELD FOR TRADING 

Business Report 



Retail and Small Business Banking 
GENERAL OVERVIEW 
2010 was another successful year for UniCredit Banka Slovenija 

d.d. in the area of retail banking (households and small companies). We managed to achieve the majority of our objectives despite a still challenging macroeconomic environment. The total number of clients increased to over 92,500 and we were particularly successful in the segment of small businesses, where we exceeded the planned revenue by 15 %. In the housing loans segment, we increased our solid market share to 13 %, while deposits from households grew by almost 20 %. 
As in the previous years, customer satisfaction remained at the highest level. Within the framework of UniCredit customer satisfaction methodology, we have been implementing for a number of years an in-depth survey of clients’ satisfaction with our Bank and with competitive banks on the Slovenian market. The survey confirmed again this year that we are a bank which offers the most satisfaction to clients on the Slovenian market. By listening to our customers and by constantly investing in service quality, we plan to satisfy our clients' expectations and wishes even in the future, by delivering optimal solutions to their individual needs. 
Lastly, given the economic environment, we have maintained the highest focus on risk management. Unemployment for individuals and financial difficulties among small businesses were the reasons why the number of clients who had difficulties in meeting their loan obligations increased in 2010, similarly to the year before. For this reason and in order to fully comply with the IBNR regulatory requirements, we increased credit risk provisions by 15 %. In line with our corporate responsibility standards, we listened with understanding to our clients and helped them overcome the problems by offering them expert advice and various types of restructuring solutions for their financial liabilities. 
SEGMENTS AND PRODUCTS 

Since we strive to understand the needs of individual segments of clients and offer them products and services suitable for them, we reorganized the marketing function into three segments in 2010: the Mass Market segment, the Personal Banking segment and the Small Business segment. Within the Marketing and Segments department we also formed a special group which deals with the development of modern marketing channels and another one responsible for marketing communications. 
Mass Market and Personal Banking Segment 
In 2010, we formed a new service model - Personal Banking 

-intended for more demanding clients, especially those who in addition to the classic banking services need advice on where and how to invest their assets, given their higher saving capabilities. Here, we devoted special attention to the selection and education of our personal bankers, who comply with the highest local standards. We formed a new package - Elite - for our personal banking clients which brings advantages, such as a black BA Maestro card with higher basic overdraft, unlimited number of transactions via a selected banking channel, special advantages in loan taking and investment products and additional benefits from our business partners. With the development of the new service, we expect to become the first choice in the future for clients who expect more from their bank and their personal relationship manager. 
In 2010, we also were very active in the area of deposits and investment products, as we significantly expanded our offer of investment opportunities for our clients together with our international and reputable partners. With an attractive and competitive deposit offer, we managed to increase the total amount of deposits by almost 20 % compared to the previous year. In addition to interesting combination of products, such as the Investment Duo (whereby a client invests part of their funds in a classic deposit and the other part in other investment products), in cooperation with the Generali d.d. insurance company we developed - as the first bank in Slovenia - the Bonus deposit which is a combination of a term deposit and an accidental insurance. The product is intended especially for those clients who wish to provide, besides the classic term deposit, additional security for their family in case of unforeseen events. 
2010 was a very positive year for our life insurance business. In this area, UniCredit Banka Slovenija d.d. cooperates with ERGO, an institutional pan-European partner of UniCredit. We managed to distribute 1,600 insurance policies in 2010, which is almost double compared to the previous year. We developed, among others, the product (Moja priložnost), with a limited placement period to clients who look for investments with the possibility of higher returns but do not wish to take the risk of losing part of the investment funds. 
In cooperation with Pioneer Investments we prepared three different investment strategies adapted to investment objectives and risk tendency of individual investors: Dynamic, Balance and Prudent. These profiles are used as reference when our clients take the advantages of mutual funds as way of investment, within their personal asset allocation. 
As in previous years, when we became known as the bank with competitive offer of loan products, we recorded good results in this area also in 2010. We managed to increase the total amount of loans as compared to the year before by more than 20 %. We were particularly successful in the area of housing loans, where we increased our market share to 13 %. In the consumer loans area, we detected a slight drop in demand, partially related to the continued negative macroeconomic outlook. 
In order to ensure safety to borrowers who wish to protect themselves 

Bank’s Segment Performance Review 

and their relatives against the loan obligations due to an unforeseen event, we developed borrower's life insurance (Moja odgovornost), again with the ERGO insurance company, which turned to be an important value proposition for our loan takers on both housing and consumer loans. 
In the area of cards, while introducing the new MasterCard card with the UEFA Champions League design, we upgraded and simplified Visa payment-credit card, which the clients can use either as payment or credit card. As a result of our focus on this area, we achieved a 16 % growth in number of cards compared to the year before. 
Small Businesses Segment 
Our Bank’s Small Business segment (legal entities with a turnover of less than 1.5 million euros) reported successful performance in 2010. We exceeded the planned revenue by 15 %. The total number of clients has increased to almost 6,000, which is an 18-percent increase as compared to 2009. We have leveraged our know-how with companies and the cooperation with the Slovenian Enterprise Fund and the European Investment Bank, by which we offered our clients favorable sources of long-term financing in 2010. 
Private Banking 
The Private Banking segment offers services to the highest segment of clients who have at least 400,000 euros of financial assets. In 2010, we reorganized the Private Banking segment according to the guidelines and standards of UniCredit. In order to provide our clients with quality information on financial markets, we renamed our Asset Management department to Global Investment Strategy and moved it closer to the business network as far as organization is concerned. 
The main feature of our services is comprehensive personal consultancy, which requires time for a thorough analysis of clients' needs and optimum offer of individual financial solutions. Financial planning, asset management, active investment consultancy, regular portfolio overview and information on financial markets represent the main services of this segment. 
Even for the Private Banking segment, we firmly believe that we are the Bank of excellence, thanks to the local know-how and to UniCredit resources available to our customers. 
UniCredit is one of the larger asset managers in Europe and the leading player in the CEE region, as it manages over 12 billion euros of assets. Access to global financial markets and expertise offered by UniCredit thus represent clear advantages for our clients. 
FUTURE FORECAST 
We have entered 2011 with very ambitious goals. Successful operations of branches opened in the past three years give us additional trust in the strategy of business network expansion. In 2011, we plan to open ten new branches and we will devote special attention to further development of modern channels. 
By preserving high quality of our services and the highest customer satisfaction, continuously improving our offer and expanding our business network, we firmly believe that we will become the first choice for clients in Slovenia for any of their banking needs, from day-to-day operations, savings and investment needs and eventually financing facilities. 
Corporate and Investment Banking 
GENERAL OVERVIEW 
The year 2010 was marked by signs of slow recovery for the Slovenian economy, which continued to be accompanied by turbulent market conditions, problems in some industries and companies and, most of all, by uncertainty about the future. Conditions in the banking sector remained demanding also, as banks faced an increased share of bad debt and limited volume of demand from entities with solid credit ability. The banking sector tightened its credit standard, which thereby further decreased the growth of the volume of assets and granted loans. By end of December 2010, the total volume of loans by the Slovenian banking sector amounted to 39,143 million euros, which represents a 1.2 % year on year drop. Compared to 2009, the volume of loans to the corporate sector decreased by 2.6 % and amounted to 19.649 million euros. Banks adapted the interest rate policy to clients’ decreased credit rating, which further increased the share of interest income compared to non-interest income. Higher credit risk also significantly increased provisions in the banking sector, which on the one hand more accurately reflects the risks taken, and also partially makes up for the under-conservative provisions of the past. 
On the other hand, financial markets welcomed the efforts of countries and transnational organizations to decrease the tension in the economic and fiscal area. At the same time, the bond and bond-related markets punished the increased credit risk of (some) countries. Therefore, the required profitability of some sovereign bonds reached record high levels in 2010, which had an important impact on numerous bond portfolios. 
Specific market conditions also affected the operations of UniCredit Banka Slovenija d.d. During its 2010 reorganization of operations, the Bank merged the corporate and investment banking segments into the Corporate and Investment Banking division, thereby connecting two previously separated yet, in terms of content, strongly connected units which serve corporate and institutional clients with their products and services. Despite adverse conditions, the Corporate and Investment Banking division achieved strong results in 2010. The Division’s revenues exceeded those in 2009 by 6.6 % and reached 44.1 mio EUR. At the same time, the volume of loans to corporates also increased and amounted to 1,360 million euros by the year end. 
SEGMENTS AND PRODUCTS 

As of 2010, the Corporate and Investment Banking division is composed of three units, which are separate in terms of content, yet logically connected among each other and serving corporate clients with all their needs. Within the Corporate Sales and Relationship Managment (CSRM) unit, the Bank offers financing and other classic banking products to companies. The Global Transaction Banking unit provides services related to cash management and import/export financing as well as custody services. Within the Products and Markets unit, the Bank offers services to financial institutions, as well as brokerage, treasury products, and trades for its own account. 
Corporate Sales and Relationship Managment 

In the area of CSRM, even the demanding year 2010 was successful, as the Bank achieved good results, and from the viewpoint of its revenues it again exceeded set goals. In this area, the Bank’s revenues were 22 % above the 2009 result. Extreme increase of revenues from transactions with medium-sized companies should be pointed out, for it reached 45 percent in 2010. Therefore, the Bank kept its market position compared to other banks in the CSRM, which represents an important achievement under the current conditions and at the same time under a conservative credit risk policy. 
Consistent consideration of companies’ credit rating, sufficient cash flow for repayment of obligations, and the quality of collateral offered is the Bank’s fundamental guideline when deciding on entering new transactions. Due to more conservative approach to expanding the portfolio and the wish for keeping a quality Bank’s portfolio, the market share of UniCredit Banka Slovenija d.d. experienced a slight decrease in the CSRM compared to the previous year. It is important to mention that in 2010, when the entire Slovenian banking sector stagnated in the area of financing corporates, the Bank increased its volume of loans to corporates by 2 % compared to 2009. The Bank’s strategy remains the same also in the future: the Bank will continue entering only into quality transactions which guarantee sufficient cash flow for repayment of obligations, and which at the same time offer appropriate ratios between return and risks taken. Also, the Bank will continue doing its best to meet companies’ expectations. 
The fact that we successfully meet the expectations of the companies, that are already our clients, is confirmed by the customer satisfaction survey results, which are more encouraging every year. We can conclude from the results that in the corporate banking segment UniCredit Banka Slovenija d.d. successfully meets clients’ needs, both with its wide range of products for different clients’ needs as well as with tailor-made solutions and excellent partnership with clients. 
Notwithstanding adverse market conditions and a conservative approach to the approval of financing, the volume of loans to corporates increased by 27.4 million euros in 2010. The growth is a result of increased financing in the segment of medium-sized companies, which augmented the volume of loans by 22 %. On the other hand, liabilities towards corporates remained at roughly the same level as in 2009. As of the end of 2010, the Bank held 283.7 million euros of deposits by corporates. 
Global Transaction Banking 
The Global Transaction Banking unit represents one of the pillars within which the Bank continuously develops new tailor-made products. This unit is composed of the following equal client business pillars: Cash Management, Trade and Export Financing and Documentary Operations, and Custody Services. Compared to the previous year, the revenues in this area increased by 75 %, thereby strongly exceeding the set goals. 
All three pillars of the Global Transaction Banking unit contributed to the excellent results, but in particular the outstanding results in the field of custody services, which was very successful despite the crisis on capital markets. Clients’ assets under in custody increased by 50 %, thereby exceeding 4.6 billion euros at the end of December 2010. The custody service net revenues in 2010 were 67 % higher than in 2009. The main reason for more assets under in custody is due to an increase of investments in the Republic of Slovenia bonds by foreign investors. Assets under custody were also higher due to the increased activities of some global custodians on the Slovenian market. In the area of custody services for foreign investors, the Bank retained its leading position also in 2010. 
In the area of cash management, in 2010 the Bank introduced a new service for Slovenian companies with subsidiaries abroad, i.e. cash-pooling, which is the first of its kind in Slovenia due to being highly technically advanced. We are among the first in Slovenia to offer clients a service of exchanging e-invoices, which will, in the years to come, radically change the method of business operations in all companies. 
In the segment of trade and export financing, in 2010 we added to the existing export financing services in cooperation with SID, factoring and documentary transactions also the supply chain financing services. 
Products and Markets 
In the products and markets segment, the Bank recorded lower revenues than those of the last year. The reason for the deterioration lies primarily in fiercer conditions in the financial markets. Namely, UniCredit Banka Slovenija d.d. composes its portfolio conservatively, mostly of bonds and interest rate linkeg products, which suffered a record drop in value last year; in particular because we were, for the first time since the formation of the EMU, faced with the crisis at a national level (e.g. Greece, Ireland, Spain). In view of such market 

Bank’s Segment Performance Review 

conditions, the influence of the trading result was negative and substantially affected the ability to reach set goals, which could not be made up for by good results from other parts of the area. The trading result also affected the Bank’s performance in the area of non-interest income. The latter decreased for the entire Division due to the negative trading result compared to 2009. However, such data is somewhat misleading as core non-interest income (fees) compared to 2009 actually increased by 2.9 million euros. When excluding the impact of the trading result, the growth of the Bank’s non-interest income in the segment of corporate and investment banking achieved a 25.6-percent growth compared to 2009. In stock markets and derivatives markets, 2010 remained a period of high volatility and dependence on daily news about the effectiveness of crisis control measures and signs of recuperation. The major global stock indices increased from the previous year’s low levels and at the same time the fierce economic conditions and consequently lower credit rating reduced the number of clients apt to use some of the riskier financial products. The performance of the Ljubljana Stock Exchange was characterized by a substantial decrease in volume of transactions (compared to the previous year, it dropped by almost a half). However, irrespective of this UniCredit Banka Slovenija d.d. kept its leading position in the area of normal trades also in 2010. In normal transactions, the Bank was engaged in almost a fifth (17.5 %) of the Ljubljana Stock Exchange turnover, and in overall turnover (considering also block trades), the Bank achieved a still leading 14.4 % share. Finally, in 2010 the Bank was very successful, in terms of client relationships, in the field of financial markets and products. Namely, in 2010 the Bank was also successfuly executed two mandates to issue client bonds in the total amount of 850 million euros. 
FUTURE FORECAST 
In 2011, further recovery of the global economy and the resurrection of investments and consumption are expected. According to forecast, in Slovenia too the economic growth is expected to revive again and rise to 2.5 percent. As a result, we can expect the credit crunch to ease, although banks will keep on insisting on tighter credit standards financing, trying to decrease the impact of potential provisions on their profits. Thereby, success in finding solid new transactions as well as in ensuring suitable structure of financings will be even more important to banks. Since the key guideline of UniCredit Banka Slovenija d.d. is entering high quality transactions, which ensure sufficient cash flow to repay liabilities and at the same time offer the right ratios between return and risks, we expect further moderate growth of the Bank’s loan volume, which will remain based on quality. 
In the Global Transaction Banking unit, we will continue developing products and services which best suit the current needs of clients and thereby ensure the best range of corporate services. A comprehensive solution for clients will remain the Bank’s basic key strategy, with an emphasis on further development of electronic transactions and the Bank’s support to companies in the entire 
supply chain. In the field of custody services, we will do our best to 
retain the leading position in custody services to foreign financial 
institutions by offering new services and further increasing the 
quality of the existing ones. 

According to forecasts for the next year, financial markets will be 
full of volatility and uncertainty. However, with better economic 
prospects it will start settling down. Consequently, we expect also 
gradual improvement of results in the Products and Markets unit, 
which will be backed by further development of tailor-made services, 
in-depth knowledge and excellent relations. 
UniCredit Banka Slovenija d.d. will thus continue to follow its 
ambitious goals in the area of corporate and investment banking, 
with particular focus on the following: 

• 
Further growth of revenues, profitability and improvement of ratio between revenue and average risk weighted assets; 

• 
Targeted acquisition of new clients; 

• 
Keeping clients in the center of our efforts and attention; 

• 
Further increasing customer satisfaction compared to other banks and to the previous period; 

• 
Maintaining or achieving a leading position in the area of some products, such as cash management, risk reduction instruments, debt capital market instruments, project financing, and others; 

• 
Consistently meeting the regulatory requirements, 

• 
Improving internal processes through better operating efficiency and higher quality of services for clients, and developing the knowledge, experience, and satisfaction of our team, which is a necessary requirement for long-term success. 


Global Banking Services 
In the framework of the Bank’s reorganization, an integration of supporting activities was implemented in May 2010 in the newly established division GBS - Global Banking Services. The reorganization of UniCredit Banka Slovenija d.d. took place in accordance with the guidelines of the parent bank. The change from product to process organization of the Bank ensures orientation of every organization unit of the Bank towards the full service of the Bank clients, with high cost effectiveness. Coordination of the organization model enables the Bank to utilize the advantages of a large banking group and ensures uniform processes within the Bank. 
Within the division three departments were formed, namely: Information Communication Technology (ICT), Organization and Logistics, and Bank Operations and Services. The Information and Communication Technology department centralizes all the activities that are related to the development and support of information solutions and communication infrastructure. The Organization and Logistics department centralizes activities related to Bank organization, management of project and process portfolio, management of Bank premises, general services and purchasing. The Bank’s Operations and Services department centralizes activities of payment transactions, support for management of client data, accounts and cash, support for credit operations and support for brokerage, treasury and management of loro/nostro accounts. 
IT Support of Operations 

In the IT support of operations field, 2010 marked a year of continued activities in automatization of business processes for UniCredit Banka Slovenija d.d., upgrading of document management tools, introducing IT support for the IRB Basel standards and development of additional services in card, payment and e-banking operations. 
Increasing the level of services and responsiveness, and increasing productivity of complex business processes by computerization (introduction of the so-called ››workflow« tools), which was launched in 2008, continued intensively in 2010 and was extended to new areas. Implementation of support for the process of approving mortgage loans for retail clients and the process of managing principals was finalized. The computerization of the process for approving consumer loans project is in the final stage with the foreseen transition into regular use in March 2011. All the processes are basically linked to the document management system of the Bank. 
Support for the Basel II standards of capital adequacy assessment, which are synchronized on the level of the entire Group, is also one of the most important priorities of IT development in 2010. A series of information system expansions was introduced (evaluation and monitoring of client risks, control of loan collateral, control of bad loans payment), while for the integrated collection and monitoring of data, we introduced a central data warehouse, which currently serves primarily the processing of the Basel II related information. A part of it is also establishment of the control system and data quality management. 
As for the introduction of the Single Euro Payments Area (SEPA), the Bank transferred all permanent orders into the SEPA scheme in April 2010. In July 2010, we supported the use of cross-border SEPA direct debits and in November 2010, we implemented a new universal payment order. 
The development of new services in the area of card operations has been a regular practice within the Bank. In 2010, we started using the new DDA chips (higher level of security and lower risks) in Maestro cards. The Bank also completed the ››3D secure issuing« development, which is intended for increased security when making card payments over the internet. 
In the area of electronic banking, UniCredit Banka Slovenija d.d. introduced the use of e-invoices in the E-bank system in 2010. At Online b@nk, we developed services for the support of operations for medium and large businesses (electronic bank statements, import of orders, distributed signature) and established support for advertising (added advertisement space on the entry page, enabled sending of formatted messages to certain user groups). In 2010, we used a new application to optimize work in the area of executions, upgraded the system for sending messages to the Bank of Slovenia and implemented the transfer from analogue telephony to IP technology. 
In 2011, the Bank will continue to implement IT support projects for business and back-office processes as well as conduct activities aimed at supporting the Basel II standards. One of the key orientations will also be the development of new technologies or changed use of existing ones for improving cost efficiency. 
Organization and Logistics 
In 2010, the Bank simultaneously managed 25 larger projects, which were mostly oriented towards the introduction of new services for clients and implementation of regulatory requirements. The share of projects which the Bank had to launch has increased in the last two years and already amounts to around 60 %. 
Optimization of processes has been a regular practice, which the Bank followed also in 2010. Processes related to support for the IRB Basel standards and certain products (derivatives and custody) have been in the forefront. In 2010, UniCredit also made a step forward in the integration of processes, and prepared a new concept of process management along with a new process matrix. Both steps are important for the standardization of all the processes within all the members of the Group. 
In 2010, renovations of branches in Nova Gorica and Trbovlje were successfully implemented. In Novo mesto, two additional offices for operations with small businesses were arranged. Advisory points in a large number of Bank branches were also rearranged, now offering more privacy in operations with the Bank’s customers. According to the plans on the expansion of the Bank’s branch network in 2011, we launched an intensive search for suitable locations for the new branches and implemented a tender for applications from contractors for their construction in 2010. 
In order to increase security of operations and decrease operational risks, anchoring of all the Bank’s day-and-night vaults was implemented. Some day-and-night vaults were replaced by new ones. 

Bank’s Segment Performance Review 

Bank Operations and Services 
In 2010, we continued the integration of back-office activities and oriented ourselves towards the automatization of processes in order to achieve increased efficiency and higher-quality support for our clients. 
We integrated management with cash operations (support of discharges and grants from branches to the central treasury) and centralized support for deposit operations for natural individuals. Within the automatization of processes, we are in the final stages of implementing a new system support for opening clients, their transaction accounts, connections of e-banking solutions and ordering of payment, debit and credit cards. This system solution provides increased efficiency and quality, and ensures compliance with the legislative requirements both in the area of data and documents. 
In the area of treasury and brokerage support, several system and process controls were developed for increased efficiency and quality. At the end of 2010, we implemented a system connection of analytical and book-keeping application for the automatization of booking of clients' funds managed by the Bank. Implementation 
INDEX OF GROWTH IN THE NUMBER OF DOMESTIC AND INTERNATIONAL PAYMENT TRANSACTIONS (in %) 
145.80 


2007 2008 2009 2010 
Domestic payment transactions Foreign payment transactions 

SCOPE OF CARD TRANSACTIONS (in %) 
143 


Maestro cards MasterCard cards VISA cards 

GROWTH OF CARD SCOPE (in %) 149 

Maestro cards MasterCard cards VISA cards 

ELECTRONIC BANKING - GAIN BY SYSTEMS AND USERS (in %) 
158156 


Online b@nk for individual clients - users 
E-Bank and MultiCash for corporate clients 
(legal entities) - installations 

of system support for automatization of monetary market booking treasury transactions is also underway. 

In the area of support for credit operations, several system solutions were implemented for improving quality of insurance data. The reminder procedure was upgraded and the necessary process adjustments were implemented for the purpose of acquiring the approval of the Bank of Slovenia for using the BASEL II IRB approach. System connection of analytical and book-keeping application for automated booking of housing loans insured by a mortgage was introduced. 
Payment transactions were again marked by legislative changes in 2010. Thus, the use of the UPN form as well as the establishment and implementation of passive participation in cross-border SEPA direct debit was implemented in the framework of the introduction of the Single Euro Payments Area (SEPA). 
The growth in the number of both domestic as well as cross-border and international payment transactions continued in 2010. The share of electronically submitted payment orders increased in all segments. 
Development of new services in the area of card operations continued also in 2010. We provided MasterCard payment card users with more secure online purchases by using 3-D Secure. The area of security was additionally improved by the transition to the new chip generation with the DDA support. The trend of growth in transactions, carried out with cards issued by the Bank, also continued in 2010. 
In the area of electronic banking, UniCredit Banka Slovenija d.d. continued its development, especially in the area of new services and products in the existing systems. We adapted the electronic bank for corporate clients to the new SEPA requirements and introduced a new product - e-invoice. We successfully continued the trend of increasing the share of e-bank users. 
Challenges of the Year 2011 
In 2010, banking intermediation in Slovenia faced a series of problems, which were caused by the economic and financial crisis and were reflected mainly in the following consequences: 
• 
Contraction of assets, 

• 
Reduced financing of the non-banking sector, 

• 
Rapidly growing share of bad loans, 

• 
Growing interest margins, 

• 
Low growth of total revenues and 

• 
Additional drop of the banking profit. 

Although, in different segments, UniCredit Banka Slovenija d.d. achieved significantly better results than a number of its competitors and the entire banking community, it has every intention to even improve its results in the year 2011, mainly in the following manners: 

• 
In view of the substantial fall of the credit facility to the non-banking sector in the last two years, the Bank shall strive to satisfy the needs of individuals, small and medium-sized enterprises as well as larger groups for financial sources by selective and careful approach and different loans. In its effort to satisfy the needs of its customers, the Bank’s key orientation shall be the analysis of all types of risks and the long-term sustainability at competitive appearance on the market. At the same time, the Bank shall, together with its existing contractors, search for the optimum opportunities relating to the modification of valid agreements in respect of conditions given on the market in order to mitigate the effects of the crisis and contribute to achieving better results. 

• 
Openness of the Slovenian economy or international trade shall remain one of the foundation stones for further prosperity of the country in the future as well. Thus, the Bank shall strive to support to an even greater extent arrangements of this kind on the basis of synergy and cooperation within the entire UniCredit by traditional “commercial financing” as well as by other products, which the Group has developed and which are becoming an increasingly 



Bank’s Segment Performance Review 

important basis of income growth with contractors as well with the  professional and quality service or advice. The Bank is aware that  
Bank.  excellence in operation, which is based on the highest ethical  
standards and responsibility, is the best invitation also to those,  
•  In order for the Bank to get even closer to individuals and all types  with whom the Bank is not conducting business at present, but has  
of legal entities, it shall continue to develop its business network,  an intention to begin business cooperation with in the future.  
the development of which was temporarily halted at the end of  
2008 due to the crisis. The crisis additionally emphasized the  Social responsibility for the prosperity of all participants and •  
importance of a close connection between two business partners.  local communities shall be an important concern of all the Bank’s  
Therefore, the motivation for the actual presence on different new  employees in the future as well. We are aware that trust paves  
locations is even greater. The Bank is well aware of the importance  the way to common and wider, therefore, we shall strive for it to  
and support of information technology, and, at the same time,  strengthen and lead to even better results, which would bring  
the fact that personal contact with partners still remains the most  satisfaction to both partners.  
important since fundamental trust is formed among people, where  
it also remains. Irrespective of the above said, the Bank shall  We are aware that the changed “terms of trade” - as a result of  
strive to even improve its banking offer by additional investments  the global crisis and, additionally, of local peculiarities - have  
into information technology from the point of view of information  had significant influence on the results of all market participants.  
support as well as from the point of view of quality and speed of  Therefore, findings of the last two years must serve as additional  
individual transactions.  encouragement and instruction telling us how to overcome  
obstacles so that overall results on the country level would nothing  
•  The Bank shall devote additional care to development of private  but improve. Only with better results shall our performance on the  
banking, which has lately been gaining importance despite the  domestic as well as on foreign markets be more successful and  
findings of the crisis. UniCredit with its broad experience and  thus we shall become even more attractive for further investments  
reputation in this field shall be additional base for even greater  supported by different forms of financing. Committed to these  
range of products and, at the same time, security, with its  objectives, the Bank shall strive to achieve the best results in the  
knowledge and the existing network. After regulations on deposit  year 2011.  
protection were amended in Slovenia, security has become an  
even more important element in different investment decisions  
taken by individuals.  
•  Consolidation of public finance requires from the state even  
better management of the existing debt and, at the same time, an  
additional arrangement at acquiring optimum financial sources on  
international markets. The Bank shall strive together with the entire  
UniCredit, on the basis of the existing successful cooperation  
with the government in this field, for adequate informing of the  
market also in the future because of even more successful bond  
placement or organization of the banking syndications. The Bank  
shall have a similar intent also in the case of financial support to  
individual larger projects, which the state is going to realize in the  
infrastructure field.  
•  Volatile capital and foreign exchange markets have brought among  
market participants certain new findings, which were sometimes  
also bitter and unexpected. Therefore, we shall strive to minimize  
risks of this type through financial derivatives, particularly in the  
case of long-term operations, so that the final result would be the  
best possible for both contracting parties.  
•  The Bank’s intention shall also be additional investment into the  
knowledge of employees, since such investments are one of the  
most important ones from the point of view of the Bank as well  
as from the point of view of the banking partnership, which needs  

Business Report 



Risk Management 

The year 2010 continued to show the importance of having a strong focus on risk management and the continuous need to refine risk management practice. While our risk and capital management continuously evolves and improves, there is no guarantee that we can anticipate all market developments - in particular those of an extreme nature - at all times. The risk management of UniCredit Banka Slovenija d.d. is driven by the Risk Management division. 
In line with our expectations, the credit risk environment of 2010 proved to be challenging. Preventive and responsive measures taken in the wake of the financial and economic crisis in 2008 and 2009, as well as the Bank’s prudent credit policy, have saved the Bank from significant exposure in the construction sector and to troubled financial holdings. Nevertheless, in 2010 the Bank still saw an increase in non-performing volumes and numbers of clients in both corporate and retail segments. 
In order to respond to the challenges of the environment characterized by decreasing creditworthiness, the Bank refurbished its risk reporting in order to have more complete and timely information and to be able to respond as soon as possible to any warning signals. The Bank introduced an automated monitoring tool to detect early warning signals. Additional employees joined to the restructuring and workout teams. Restructuring and workout processes were separated from each other in order to increase focus and improve the recovery rates of both. 
In June 2010, the Bank introduced a new model for calculating the IBNR1 provisions for the performing portfolio in order to reflect the changed creditworthiness of the Bank’s environment. 
In 2010, the Bank built up its impairments stock for an additional 

20.54 million euros, more than 1.5 times the budgeted net increase and 5 million euros more than the previous year’s net add-on. The increase was mainly driven by the economic developments mentioned. Almost one third of the net impairments is attributed to the IBNR build up, while slightly more than a third is attributed to the three biggest non-performing cases. UniCredit Banka Slovenija 
d.d. timely responded to the increased risk costs with an overall correction in credit risk pricing. 

In 2010, UniCredit Banka Slovenija d.d. continued to use the standardized approach for calculating capital requirements for credit risk. At the end of 2010 however, the Bank of Slovenia confirmed that UniCredit Banka Slovenija d.d. is ready to begin using the F-IRB2 approach as of 1 January 2011. UniCredit Banka Slovenija d.d. was thus the first bank in Slovenia to start using the IRB approach. It is 
1  IBNR - Incurred But Not Repor ted, i.e. generic provisions for per forming por t folio. 2  F-IRB - Foundation Internal Rating Based 
the Bank’s firm belief that from a strategic perspective this will give competitive edge in shaping the quality of its credit portfolio. 
The current economic situation and, in particular, the short-term outlook are still affected by major uncertainties and there are pronounced differences in the growth momentum among different segments of the Slovenian economy. 2010 has proved to be a test in time. We expect 2011 to present further challenges to be dealt with, in particular due to the impact of difficulties faced by large companies to small- and medium-sized companies. 
The Bank will continue to focus on intelligent restructuring of stressed credit exposure, improving its underwriting processes and monitoring activities. Regarding market and operational risk management, the Bank will continue its high quality monitoring of risks in line with the regulatory requirements and developments within UniCredit. 
Finally, in terms of risk appetite, a cautious expansion strategy shall be pursued in order to create a sufficient revenue base to maintain and improve the Bank’s loss absorption capacity. 


UniCredit Banka Slovenija d.d. as a part of UniCredit, a leading European bank, strives to be proactive in the area of corporate sustainability also and especially in the period of unstable market conditions. Now is the right time to establish and additionally build on the trust and proof that the Bank can stand by its clients also in more difficult times. Our advantage is our commitment to seeking the best solutions for all our stakeholders. Fairness, transparency, respect, reciprocity and freedom to act are the values we follow especially thoroughly in our daily work. 
It is essential for the Bank to create trust among the public (both locally as well as within the Group), strengthen it with its actions, and communicate it in a proper manner. It is important to do this in times of extremely volatile market conditions, when business partners seek the safest and most stable solutions and partners. 
We are building a positive climate within the Bank, as we wish to provide our top-notch co-workers with enough challenges and comfortable working environment. We constantly upgrade our operations in line with the values of the Integrity Charter, which is common to all members of UniCredit. 
Relations with Employees 
We are aware that our employees are the source of power, energy, and knowledge that contribute to achieving the Bank's long-term goals and satisfaction of customers and peers. Therefore, we pay careful attention to their personal development. 
COMMUNICATION WITH EMPLOYEES 
Our colleagues reflect the Bank’s operations and are the key factor in building respect in the eyes of other stakeholders. With activities that we performed in 2010 we wanted to show colleagues that their contribution matters, is welcome, and appreciated. 
We used communication to emphasize the connection of selling and non-selling points and joint commitment to reaching the same objective - realization of the Bank’s goals. With active communication and realization of the projects, such as the Integrity Charter Day, the Art Day, collecting donations by employees under the auspices of the Unidea Foundation, UniQuest perspective employees educational program, informing about other opportunities of education and employment within the Group, and other projects (of which quite a few took place in all the countries where the Group is present), we made connections also with UniCredit. 
We kept our employees informed about current topics by using channels such as letters from the Management Board, personal letters, e-mails, redesign of the Bank’s intranet page, and personal meetings with employees. We were actively involved in the preparation of on-line monthly newsletter, which was launched in all the CEE countries of the Group and regularly published local internal news called KomUNIkacija. 
We met with our colleagues, UniCredit Leasing d.o.o. and UniCredit CAIB Slovenija d.o.o., the other two members of the Group in Slovenia, in Kranjska Gora, where we celebrated the third anniversary of our new name. At this occasion, we combined the useful with the fun by working on the renovation of a vacation home for underprivileged children. Members of the Bank’s Management Board competed in the creative challenge of constructing playhouses for the children. At the inauguration of each of the playhouses, the Bank’s coworkers picked the best by referendum. This was just one of the activities with which we have proved that we also live by our written corporate sustainability principles. The renovation activities were led by one of the best Slovenian sport climbers, Klemen BeËan. Later on, the participants were joined by the deceased Jure RobiË, who accompanied a few enthusiastic cyclists (each year a large number of employees come to the event by bike) on their path to VršiË. 
Key employees received personal acknowledgement from the Bank’s management for successfully completed special projects which required high personal engagement. By doing this, the Bank emphasized their role during the projects and rewarded their efforts. 
In communication with employees, the Identity and Communications, Human Resources, and Marketing departments joined their forces and contributed to the strengthening of the involvement of employees into the Bank’s life, by increasing the feeling of being a part of the Bank and motivating employees for successful further work. 
GROWTH IN THE NUMBER OF EMPLOYEES AND HIRING 
UniCredit Banka Slovenija d.d. provides equal employment opportunities to all applicants for employment, regardless of gender or other personal circumstance. 
In the last five years (from 2006 to 2010), the number of employees at UniCredit Banka Slovenija d.d. has increased net by 296 employees. The highest growth was recorded in 2008, when despite volatile conditions on the market we implemented one of the biggest investment projects and opened six new branches. In 2011, according to the plans prepared in the second half of 2010 for the next five-year period, we once again expect the continuation of organic growth through new business units. 
The number of employees has been more stable since the beginning of 2009 than in the previous periods. At the beginning of 2010, UniCredit Banka Slovenija d.d. had 541 employees. By the end of the year, that number had grown to 566 employees. On a monthly basis we have additionally engaged 35 students on average. The growth in number of employees in the last year was 4.4 %. 
GROWTH IN NUMBER OF EMPLOYEES 
566 

2002 2003 2004 2005 2006 2007 2008 2009 2010 
year 
The average age of the Bank’s employees is currently 36 years: 

62.5 % of the staff employed by the Bank are women while 37.5 % are men - the gender ratio was unchanged from 2009. We take care of diversity among employees, which is also shown in mixed employee structure (namely, three employees or 0.5 % are expatriates, which is a result of employee development programs within the Group) and the structure of managers by gender, as there are 51.5 % women and 48.5 % men at all levels of the management structure. 
In total, 97.7 % of employees are employed on the basis of a collective agreement. 

In 2010, 56 new employees joined our ranks, while 31 left the Bank (of which one retirement). We have concluded 29 contracts for fixed-term employment, 9 traineeship contracts, and the remaining employment contracts were concluded for an indefinite period. On average, the Bank had monthly 78 fixed-term employees and 7 trainee employees, which is a total of 15 % of fixed-term employees over the year. The percentage of fixed-term employees has increased by 2.4 percentage points as compared to the end of 2009. There are three employees employed with the Bank for more than 10 years, three employees employed with the Bank more than 20 years and one female employee employed with the Bank for more than 30 years. 
In 2010, on average 36 women were on maternity leave throughout the year (6.3 % of the total employee population), and 40 children in total were born to our employees. 17 new fathers took paternity leave. 
According to the Bank’s decision to open new branches in 2011, we plan to increase the number of employees, especially different profiles of advisors to work with the clients. 
EDUCATIONAL STRUCTURE 
The Bank pays particular attention to knowledge and education, as evidenced by available data showing that 6 % of our employees hold a Ph.D. or Master's degree (an increase of 1 percentage point over 2009); 50.9 % of employees hold higher or university education degrees (up 0.3 percentage point); while 43.1 % of employees have high school diplomas (a 1.3 percentage point decrease over 2009). A trend of an improving education structure is seen, as the level of higher or university education degrees increased. 
TRAINING AND EDUCATION 
In 2010, the Bank allocated 0.34 % of total revenue toward training of employees, meaning that the amount spent for educational purposes has remained at the level of the previous year. Notwithstanding the very limited resources, the Bank succeeded in meeting the most important educational needs, for which we also received the Top 10 Educational Management 2010 award. The award is granted by Planet GV, in cooperation with the Sofos Institute for Educational Management, to ten Slovenian organizations that systematically invest in knowledge. In 2010, the Bank decided for the first time to financially assist its employees who study part-time, if they qualify for subsidies. For this purpose, the Bank allocated 8,450 euros and financially supported five employees, three of whom are studying at the Faculty of Commercial and Business Sciences (two in the undergraduate and one in the post-graduate program), 
EDUCATIONAL STRUCTURE OF EMPLOYEES 
Ph.D. 
or Master’s degree 

6.0 % 
High school 
degree 

43.1 % 


Corporate Sustainability 

NUMBER OF EDUCATION/TRAINING HOURS 31,000 

2005 2006 2007 2009 2010

2008 


and two of whom are enrolled in doctoral programs, one studying 
law and the other mathematics. 

In 2010, we conducted a total of 17,100 hours of educational 
and training activities. The average stood at 33 teaching hours 
per employee with an average cost of education and training per 
employee amounting to 418 euros. The topics covered by training 
and educational activities included banking specific topics, as well 
as sales techniques, management skills, and improving language 
skills. In 2010, we conducted two new Leadership Academy 
modules, which covered the topics of emotional intelligence for 
leadership and leadership communications, while for the new 
managers we repeated three modules which had already been 
conducted - “Communicating vision, strategy and business goals”, 
“Receiving and providing feed-back” and “Management styles”. 

The share of internal trainings was 40 % (representing a 30 % 
increase compared to 2009) and comprised the following topics: 
products and processes (a total of approximately 68 % of all 
internal trainings), the introductory seminar for new employees, 
titled “Welcome Amongst the Best” (a total of 11 % of all internal 
trainings), sales and communication skills (a total of 11 % of all 
internal trainings) and prevention of money laundering and financing 
terrorism (a total of 10 % of all internal trainings). 

The introductory seminar “Welcome Amongst the Best”, the purpose 

SHARE OF INTERNAL VS. EXTERNAL EDUCATION/TRAININGS IN THE YEAR 2010 
Internal education 


of which is faster and easier inclusion of the new employees as well as their acquaintance with the vision and strategy of the main organizational units and their roles in the Bank, has been conducted in the Bank since 2004. The seminar has been conducted 29 times since its launch; 43 employees attended in three repeats in 2010. 
4.5 % of all training hours were dedicated to this seminar. 
In 2010, we continued to implement the Talent Management Program, which was completed by 15 perspective young employees by finishing work on three current projects; "Collateral Management", "Easy to Deal With" and "E-news". Within the context of the Talent Development Program, a 2-day teambuilding was organized during the summer on the topic “The role of a team leader". In autumn, we were visited by the Group trainer, Kerr Wells, who performs management trainings for banks within the Group and who has prepared a 3-day workshop “Leadership 4 Results” for our talents and a workshop entitled "Giving and Receiving Feedback” for the management, both of which were held in English. Advisors and analysts in the field of corporate banking participated in an interesting 3-day business simulation game "Decision Base", which was led by two trainers from UniCredit Bank in Vienna. 
In the area of obtaining licenses in 2010, 17 employees passed the exam for sale of investment funds and 16 employees successfully passed the test of expert knowledge, necessary for performing insurance mediation operations. As of the end of 2010, there was a 
TOPICS OF EDUCATIONS 
Leadership skills Foreign languages 15 % 
Sales and communication skills 


total of 99 employees holding a license for sale of investment funds, 53 employees a license for insurance mediation, and 11 employees a stock exchange license. 
Within the total training and educational hours, we dedicated 73 % of them to banking professionalism, 15 % to training for the use of leadership skills and abilities, 4 % covers additional training in the area of sales and communication skills and 8 % were dedicated to learning foreign language. 
EMPLOYEE DEVELOPMENT AND REMUNERATION 
For the last few years, the Bank has been systematically taking care of the development of key employees (through the Executive Development Plan - EDP program) and of perspective employees (through the Talent Management Review - TMR program), implemented on the level of the entire Group, and the Talent Development Program, which has been carried out locally up until 2010. For 2011, we have decided to merge the local Talent Management Program and the TMR together to create a common Talent Development Program. 

In 2010, just as in 2009, we have identified a group of potential young experts and trained them for leadership roles in the future. The program was completed by 14 experts and potential young leaders. In two years, the Talent Development Program was thus completed by 5 % of employees in total. 
The program for the development of key human resources comprises 8 % of the employees, more precisely, the entire management structure, including the likely successors to the individual functions. The essence of all these programs is to take care of the continuous development of the employees, their skills and knowledge and to ensure the provision of new generations of capable leaders and experts who will provide long-term stability and growth for the Bank. 
Within the Group there are a many opportunities for additional training and education in international teams and in an international environment. In 2011, various post-graduate and master’s programs are in course, which offer additional expertise in investment and corporate banking and retail banking. The Group also offers the UniQuest program, for which every employee can apply and after passing the selection process in one year, they can work together with their Group colleagues on real business projects of the Group for one year. Each year, one employee of our Bank managed to qualify for the program, which means that we now have 4 "Uniquesters", who are always mandatory members of the next generation of talents, after the successful completion of the program. 
We systematically take care of employee development also with the help of the Management by Objectives system, the key characteristics of which are: joint objective setting (leader-employee) with each employee and mid-year evaluation as well as providing feedback on work performance. 
The annual development interview, as part of the Management by Objectives, represents a foundation for employee development and we consider it to be a competitive advantage, as assessment of quantitative and qualitative objectives as well as behavior and skills is the foundation for such an interview. The result of the Management by Objectives approach is better familiarity with the goals and strategy of the Bank and of the individual organizational units and therefore greater employee satisfaction. At the same time, the remuneration system also is connected to achieving individual goals. 
In 2010, based on the development programs, the Management by Objectives system, the annual development programs and the Bank’s needs, 20 % of employees in total were promoted, of which almost 7 % vertically, others horizontally. 
SURVEY ON EMPLOYEE SATISFACTION 
Since 2006, we have been conducting a survey on employee satisfaction (People Survey) within UniCredit, which presents the key element of our model of employee management and their skills and knowledge. Therefore, we conduct the survey each year, and we thus measure continuously the progress we have made in our efforts to maintain and increase business success and create a comfortable working environment, where employees can fully express their potential, while feedback helps us to improve quality of relations and satisfaction of our employees. 

Corporate Sustainability 

In 2010, over 134,000 employees from the entire UniCredit participated in the People Survey and shared with us their feelings and thoughts regarding their professional lives in the Group. At UniCredit Banka Slovenija d.d., the percentage of participants amounted to 81 % which is a reflection of strong commitment of our employees, which is one of our main advantages. 
The results of the survey conducted in January 2010 showed that, compared with the previous year, the perceptions of the employees regarding various aspects of the Bank’s operations remained at the same level as last year or changed only slightly. 
Based on the gathered information and an analysis of the key drivers of commitment to our Bank, we highlighted the main areas which we will be even more focused on in 2011 than we were before. The results of this year's survey on employee satisfaction were published on our intranet site and we discussed the specific reasons behind the results at our focus workshops, which were led by the Human Resources department. Within these workshops, we also collected suggestions as to what we all can do together to change a particular aspect of the Bank and how we feel as its employees. Much emphasis has been given to the fact that we all share the responsibility for our own well-being and thus also for the functioning of the entire Bank. A focused discussion between the Management (Management Board and heads of divisions and departments) on the critical areas and on the preparation of an action plan with key activities was also based on the results of these meetings, where there was a special emphasis on communication, work performance management and leadership. 
All the changes applied and measures taken are intertwined with an emphasis on self-education and promotion of all the educational activities within the Bank and also within the Group. In line with this stance, we are very proud of our internal library, which already counts more than 100 units and is steadily growing. 
In 2010, we also continued with the Leadership Academy, which enables leaders to acquire knowledge with the help of trainers from practice and includes topics, defined in the competence model. We have put (and will put also in the future) more emphasis on trainings being related to actual needs of employees and organizational units and defined during annual development interviews, but we have also focused on the development of leadership potential of young talents in the Bank. 
At the end of 2009, we conducted the first Group level internal survey on employee satisfaction with human resources services. Based on the results of that survey, we carried out a multitude of activities in the year 2010, including an emphasis on HR communication (we have established an HR communication strategy and started publishing an HR newspaper called HRMD news and interesting short articles on communication in everyday use), regular monthly briefings on interesting education activities in the coming month, we started a series of workshops for managers under the title "Managers as HR Champions", and introduced the role of administrator of each call for applications for a vacant position, in order to enable the process of staff selection to run faster and be more transparent. 
In 2010, on the basis of previous years, we continued with good practices, including the Breakfast with the Management event. The event allowed the employees of the Global Banking Services division, employees with children, representatives of Generation Y and employees with innovative ideas for changes that could be implemented, to share their thoughts, views and proposals with the Management. With the purpose of allowing the employees to gain better familiarity with the activities of the human resources department, in the fall we began hosting informal social events, which consisted of inviting employees from different units to have morning coffee and an informal chat under the title "Are you coming?". 
We are especially proud of the fact that we were among the recipients of the Family-friendly Company Certificate in December, joining many successful companies who have already obtained this Certificate. Accordingly, we started to pay much more attention to families and to help the employees balance their professional and private lives. Among the measures that were already implemented, we must highlight the children time bonus, which refers to the fact that all the parents whose children first started school in September, were able to accompany their children to school and were given special leave. In line with this vision, we will continue implementing these individual measures in the following years. In addition, we encourage our female employees to choose a 4-hour work day after returning from maternity leave with a 65 % salary. Among other measures that have already been introduced, we must mention the flexible working hours and for several years now we have been delighting the employees’ younger children with a visit from Santa Claus and with congratulations and a little present at their birth. 
Back-office employees had the opportunity to learn about the functioning of business units during a day that some back-office employees spent at the business unit. Of course, the employees of the individual business units also wanted to learn about the working day of back-office employees, which is why some employees from the units were invited to spend a day with us at the Bank’s headquarters and familiarized themselves with our work. Both days largely contributed to a better understanding of the operations of each unit and its importance and we have also significantly improved cooperation between the units. 
VALUES 
In 2010, as in previous years, we celebrated the Integrity Charter Day on 24 September 2010, dedicated to the discussion of six values: fairness, trust, respect, transparency, freedom of action, and reciprocity, which help an individual in their work and support them in their work with our stakeholders (employees, local communities, shareholders and clients). On this day, we organized workshops, where we exchanged “stories” - examples from practice, where concrete employees or organizational units rose to the occasion by working in the spirit of our Bank’s values. From 15 selected stories, we chose a winning story of showing respect and mutual cooperation of different units within the Bank. 
The Ombudsman position, which has been established in the Bank since 2007, allows independent submission of potential complaints relating to breaches of the Integrity Charter caused by acts or behavior among employees or between the employees and the Bank. By doing this, we aim to accelerate solutions of interpersonal conflicts and difficulties, to encourage cooperation at work, and to create synergies among members of the Group. The Ombudsman deals with topics such as discrimination in the work place, discrimination based on subjective criteria, intentional information withholding, mobbing, sexual harassment, stalking and so on. 
We nominated a deputy of the Ombudsman. Both Ombudsmen are former female employees, retirees, so they know the Bank and its employees very well and can thus more easily cooperate in the resolution of potential cases. In 2010, the Ombudsmen thus recorded 15 cases. The cases were mostly related to breaches of the following values: transparency, respect and equality. Several cases relating to harassment in the workplace, lack of communication within or across organizational units, lack of transparency in evaluating performance and in internal transfers, were recorded. Most cases were successfully resolved by means of discussion and finding new, different views on the situation. 
TAKING CARE OF EMPLOYEES 

Systematic taking care of and monitoring our employees’ health is both our obligation and a commitment that expresses our support of our employees. In 2010, we thus conducted 146 preliminary or periodic medical examinations and at the end of October, we traditionally provided our employees with the option for a flu vaccination. On average, 10 % of employees takes this option, which is organized at the Bank’s headquarters. Additionally, the Bank takes out a group insurance against accidents for all its employees. 
Education activities regarding health and safety at work and fire protection are also a component part of professional training of all employees, therefore we organize the necessary trainings in this area according to the legislation every year. One of these trainings is Health and safety at work and fire protection, which every employee must attend as soon as possible after being employed and these skills must be renewed in accordance with our Safety statement with 5-year risk assessment and in which 103 employees participated in 2010. 
Percentage of sick-leave remained close to the level of 2009, but increased minimally from 3.4 % to 3.5 %. The increase can be attributed to the young employee population and consequently to the fact that there are many young families with small children (family member care represents 15.9 % of total sick-leave days). 
Employees have an average of 25 days' leave and the holiday allowances are 17 % higher than the maximum amount that is exempt from the payment of contributions. 
Thanks to our young population, we once again contributed to the population growth, as we marked, as in the past three years, an increase in the number of women who gave birth. Namely, at the end of 2010, there were 36 female employees (6.3 % of all employees), who were on pregnancy leave. In 2010, our employees had 40 babies. This is also one of the reasons why we will continue focusing on the creation of an environment friendly to work/ life balance. 
Within the framework of our care for the elderly, we also provide the possibility of participating in a voluntary supplemental pension insurance, which is used by 67 % of our employees. This figure is understandable considering the age structure and awareness of our demographic situation in relation to pension forecast. 
The above described care for employees is also reflected in successfully maintaining the fluctuation rate at an acceptable level by taking into account the demographic and situation on the labor market. Thus, the fluctuation rate decreased from 8.09 % in 2008 to 
6.08 % in 2009 (also the result of the unstable labor market, since unemployment in Slovenia rose by 50 % as compared to 2008) and then to an even lower level of 5.6 % in 2010. 
In order to care for our employees, their health and well-being, as well as socializing, we support the following activities: organized sports events, subsidized cultural performances, various sports competitions, New Year’s get-togethers, visits of Santa Claus for children of our employees, sports day for our employees, summer picnic, etc. All these activities are organized through the sports association Tilda, which operates within the Bank framework and which has 437 employee members (78 % of all employees), 18 students and 9 retirees. Otherwise, the services the Association provides are available to all employees. 
Client Relations 
In 2010, we were, as the year before, faced with the specific conditions on the financial market, which we successfully adapted to in terms of the creation and implementation of our marketing strategy. We provided several marketing-communication offers to selected target segments and presented them with consumer loan, savings, investment and insurance products, as well as other 

Corporate Sustainability 

financial services, through advertising or direct mail. In this way, we were building a long-term relationship with the existing clients, while we tried to encourage the potential clients to change their bank. 
As members of UniCredit, we continued sponsoring the UEFA Champions League in the 2009/2010 season. With football-related promotions, we created special offers for individual segments, and presented our Bank to existing and potential clients in a sporting spirit with the Football Bank Package, a limited series of the MasterCard payment card with the UEFA Champions League logo, savings and investment products, contests, direct mail, promotion at branches and at several social events. In 2010, football fans also regularly encountered our brand at football matches, in particular on TV, and also at live events. 
As the sponsor of the UEFA Champions League, we provided some of our clients with a special experience - the attendance at the final of the UEFA Champions League in Madrid. We also provided a special experience to two children accompanied by their parents who traveled to Milan in February 2010 to see the Round of 16 of the UEFA Champions League, where they accompanied some of the biggest football stars to an evening game. We are renewing similar activities in 2011 too, as we wish to thank our clients for their trust with a very special experience. 
In 2010, we introduced the exclusive private banking service intended for clients with more demanding financial expectations. The service is based on the personal and comprehensive treatment of the financial needs of our clients, for whom we help select the right banking and other financial products through expert advice by our private bankers. In this way, we have strengthened the UniCredit brand positioning, which is distinguished by being modern and distinct, and also expressively focused on active individuals whose wishes, ambitions and goals we want to help realize. 
For business partners of the Corporate and Investment Banking division, we organized various interesting informative events. The best-known events for clients were the spring and fall meetings of the most eminent business partners and some of the most famous representatives of the Slovenian economy, who discussed current topics in this turbulent time of financial crisis and formed a joint opinion on the relevance of various projects for the development of the Slovenian economy. 
The traditional financial breakfasts were devoted to the presentation of cash instruments, currency trends and interest rates on local and international financial markets. The secondary market of government bonds and the price of the government borrowing were also covered. 
In cooperation with the Chamber of Craft and Small Business of Slovenia, we organized Financial Days in five Slovenian cities, where experts in law and finance examined the current topics and issues that companies face in their transactions during economically more demanding conditions; we instructed them on how to manage their receivables and therefore improve company’s transactions. 
Additionally, we organized an event for our clients on the topic of renewable energy sources. In cooperation with Ernst & Young, we organized a workshop on tax and financial advisory within the Planet business package, and we also carried out an educational event with Verlag Dashofer in which we discussed the topic “What we want annual reports to tell us”. 
We concluded the year 2010 with the traditional New Year’s concert at the Slovenian Philharmonic Orchestra. 
In the Azimut magazine for clients, we published expert topics connected with the modern professional’s lifestyle. 
As in previous years, in 2010 we approached our target segments through various communication channels and presented them interesting and tailor-made banking products. With our modern marketing communications, we have proven ourselves to be a strong and client-oriented bank. 
Media Relations 
The media is and will always remain one of the sources of information most trusted by the public and thus also our potential and existing clients. We are aware the media is an important factor when building the recognition and reputation of the Bank. Results of research show that the authorship articles by journalists are four to seven times more credible than paid advertising, which is why we strive in our communication with journalists for a proactive approach, professionalism, responses in line with set deadlines, availability of collocutors for giving statements and explanations, and thus to build long-term relationships with representatives of media houses. Good cooperation with the media was undoubtedly reflected also in increased interest by the media for reporting on UniCredit Banka Slovenija d.d. 
To continue the excellent cooperation during the past year and as an invitation for an effective communication, in 2010 we once again held a meeting with journalists, which was thematically linked to the UniCredit’s sponsorship - “Media UEFA Champions League". At this almost traditional gathering of bankers and representatives of the media, we were joined by the members of the Slovenian Table Soccer Association, who showed a few tricks to the journalists before the game. The children of the Slovenian Association of Friends of Youth, to whom this year's donation was given, drew football-themed pictures for the representatives of the media, which they later hanged in their offices. 
NUMBER OF PUBLISHED ARTICLES ON THE BANK 
3,756 


2005 2006 2007 

In 2010, we received a total of 660 sets of journalist questions, prepared more than 50 articles in the form of PR articles and nearly 70 press releases. Throughout the year, journalists were promptly updated on the events in the Bank and we published information and photographs on events and people also in the press center on our website. We set up and started to actively manage our presence in one of the social media. With an open approach we increased our presence in 2010, through 3,032 publications. 
At a press conference organized in spring of 2010, we presented to the media our business results that we achieved in 2009. Slovenian journalists were invited to participate in the UniCredit’s project "Journalist award for reporting about CEE ". We enabled some journalists to be present at the Euromoney or EBRD conferences, which were supported by UniCredit. The journalists were also invited to certain events for clients, especially the ones where we discuss the economic trends. 
Relations with Local Communities 

On their own initiative, the Bank’s branches were independently communicating with the local market through a variety of communication channels. The branches thus conducted local events, direct marketing, made donations and sponsored sports, charity and cultural events, taking place in their own local communities. Through direct mail and other activities, we contributed to the intensity of communicating these activities and the Bank's offer. 
2008 2009 2010 
Sponsorships and Donations 
For UniCredit Banka Slovenija d.d. social responsibility means building long-term partnerships with our audiences: our employees, clients, suppliers, investors and the local communities in which we operate. Regarding the Bank’s donations and sponsorships, we try to include our clients and employees in as many ways as possible. 
To create sustainable value and further development, we have supported, with sponsorships and donations, particular projects related to culture and sport. We have helped socially deprived and disadvantaged children and supported responsible environmental management at the national level. 
In spring 2010, children from socially deprived families and socially excluded children spent a week at a Generation Symbiosis camp with retired teachers, pedagogues and other experts, where children found their substitute grandmothers and grandfathers with whom they stayed in touch after arriving home. These substitute grandparents have continued encouraging the children on their way to a better tomorrow. 
With Pioneer Investments funds, UniCredit Banka Slovenija d.d. also cooperated in the third humanitarian action of the Moje Finance newspaper. Many management companies joined the action. The fund-collection action organized by the Friends of Youth Association under the name “Are Children Better than Stock Exchange Gurus?” was intended for socially deprived children. 
We supported the activities of the Slovenian International Ladies 

Corporate Sustainability 

Association (SILA) in the organization of the Charity Bazaar, the proceeds of which are intended for humanitarian purposes. UniCredit Banka Slovenija d.d. cooperated as a donor to support humanitarian activities in safe houses. We financially supported the organization of the Young Roots Camp intended for socially excluded, deprived children, and humanitarian projects such as Red Noses (collecting waste cartridges and financial contributions in the Bank’s branch network), Doctors without Borders (collecting correction glasses in the Bank’s branch network) and collecting plastic bottle caps for humanitarian purposes (to buy wheelchairs and equipment for children). To improve the health protection of women, we donated assets to the Maribor Health Center to purchase mammography equipment. We also donated funds for urgent repairs to the Elvira Vatovec Center for Training in DivaËa. During the consequences of devastating floods in Slovenia, we provided humanitarian financial aid for the victims of the floods to the Municipality of Ljubljana, and the communities of Zagorje and Dobrepolje. Furthermore, the employees and the Bank worked shoulder-to-shoulder to collect a contribution for the employees most affected by the floods. 
We financially aided the Institute of Mathematics, Physics and Mechanics in carrying out an educational conference on demanding mathematical methods in finance, and the Association of Economists in Maribor in organizing a summit called “Developmental Changes 
-A Way Out of the Crisis”. As the main sponsor, we supported the realization of the Financial Days for educating and informing the members of the Chamber of Commerce throughout Slovenia. 
Umanotera, the Slovenian Foundation for Sustainable Development, prepared an environmental protection education project “Planet of Changes in Hands of Youth - Educating Peers on Climate Change, Active Citizenship and Sustainable Development,” supported by UniCredit Banka Slovenija d.d. We joined the donors of the largest pan-Slovenian cleaning action “Clean Slovenia in One Day” and encouraged our co-workers throughout Slovenia to actively participate in the event. 
For the ninth consecutive year, our donations enabled the Slovenian Philharmonic Orchestra to buy new instruments: this time, two concert violas. We gave a donation to the Gallus institution, to support their activities in taking care of talented young musicians. Moreover, we sponsored the Ana Desetnica International Street Theater Festival in Ljubljana. To preserve the cultural and natural heritage, we gave a donation to support the activities of Dr. Šiftar Foundation. 
In the sports field, we supported the organization of the cycling race “Kranj Big Prize”. For several years, we have been proud sponsors of the Slovenian Nordic Skiing Teams with the successful ski runner Petra MajdiË at the forefront. We are also sponsors of the hockey club HDD Tilia Olimpija. In 2009, UniCredit became a partner and a proud sponsor of the UEFA Champions League for a period of three years. 
At the end of 2010, UniCredit Banka Slovenija d.d. made a donation to the Friends of Youth Association of Slovenia for the organization of a media camp where socially deprived children from throughout Slovenia will spend active holidays in a holiday home in Kranjska Gora and discover their talents while making video presentations. Furthermore, we made a donation to the Slovenian Red Cross to organize a summer holiday at Debeli RtiË for deprived children. At the end of the year, the employees and our clients collected old books and toys within the action “Old book for a new smile” in our branches across Slovenia. We gave the collected books, games and toys to children in cooperation with the Friends of Youth Association and the Red Cross of Slovenia. 
At the end of the year, we received the Horus 2010 Slovenian Social Responsibility Award, which has confirmed that our endeavors are focused in the right direction. 
For whatever life brings. 



In 2010, the Supervisory Board of UniCredit Banka Slovenija d.d. regularly monitored and oversaw current business operations of the Bank, financial results attained and work of the Management Board, in accordance with its powers, authorizations and duties as set out in the Articles of Association of the Bank, the Companies Act and the Banking Act. At the Supervisory Board’s regular sessions, the Bank’s Management Board kept members of the Supervisory Board informed of the following issues: all important business events in the Bank and other activities related to the Bank's operating business; the economic and political environment; important changes of legislation that affected the Bank's operating business; and achieved financial results as compared to the adopted financial plan of operations. The Management Board also regularly informed the Supervisory Board about the expected financial results through the end of the fiscal year and about end results. 
In 2010, there were some changes in the structure of the Bank's Supervisory Board. Based on the resignation statement of mag. Wolfgang Edelmüller, his function as the Supervisory Board member ceased on 16 April 2010. Based on the resignation statement and dismissal of mag. Herbert Hangel, his function as the Deputy Chairman of the Supervisory Board ceased on 29 April 2010. At the Bank’s General Meeting on 29 April 2010, Alessio Pomasan was appointed as the Supervisory Board member for the period until 24 April 2011. On 8 September 2010, Heinz Karl Tschiltsch was appointed as the Supervisory Board member at the Bank’s General Meeting for the period until 24 April 2011 as well. The Supervisory Board of the Bank is thus composed of six members, apart from the above mentioned Pomasan and Tschiltsch, the remaining members include Federico Ghizzoni (Chairman), and mag. Martin Klauzer (Deputy Chairman), Franco Andreetta and Giuseppe Verrascina. Despite the specific ownership structure, whereby UniCredit Bank Austria AG is almost a 100-percent owner of the Bank and its majority owner is UniCredit S.p.A., two Supervisory Board members (Franco Andreetta and Giuseppe Verrascina) are not employed with the Group, but as external experts in the area of accounting and financial business contribute to a high-quality and transparent performance of the Supervisory Board in the year 2010 as well. Moreover, the members are not personally, directly or indirectly, involved in the ownership structure nor are they in any business relationship with the Bank, thus avoiding any potential conflicts of interests. Regardless, UniCredit has all the adequate mechanisms to control and solve potential conflicts of interests, should they occur. 
In the year 2010, the Bank’s Supervisory Board met and adopted resolutions at six regular meetings. All members of the Supervisory Board were present at the third and fourth regular meeting, while the following members excused their absence: Herbert Hangel and mag. Martin Klauzer at the first meeting, Giuseppe Verrascina at the second meeting and Federico Ghizzoni at the fifth and sixth meeting. In line with legislation provisions, its powers as set out in the Articles of Association and in accordance with the Bank's need for efficient work, individual resolutions were also adopted at the Supervisory Board correspondence sessions and subsequently presented and validated during the next regular meeting of the Supervisory Board. 
The Supervisory Board verified its activities on regular basis and thus additionally contributed to expertise and quality of its work. The Supervisory Board therefore deems its work in 2010 as professional and in line with the valid legislation and internal rules of UniCredit. 
Important Supervisory Board Decisions 
At its 39th regular meting, on 8 March 2010, the Supervisory Board adopted the Annual Report of the Bank’s operations for 2009, proposed to the General Meeting of Shareholders of the Bank nomination of an External Auditor on the basis of the Audit Committee proposal, provided opinion on the Internal Audit unit’s Annual Report on internal audit for 2008, adopted the Resolution on use of the net profit for 2009 and approved the Management Board’s proposal for the use of accumulated profit for 2009. It was briefed about Auditor’s report of the Authorized Auditing Company for 2009, to which it had no comments, and approved all other documents, on whereupon the General Meeting of Shareholders of the Bank made decisions on 29 April 2010. 
At the 40th regular meeting, which took place on 3 May 2010, the Supervisory Board approved amendments to the Rules of procedure regarding work of the Bank’s Management Board and results of the Bank for the first quarter. On 22 June 2010, at their 41st regular meeting, members of the Supervisory Board approved the Report for the Bank of Slovenia on implementation of internal capital adequacy assessment process and resolution on diminishing the number of Bank’s procura holders. At its 42nd regular meeting, on 27 July 2010, the Supervisory Board was briefed about the findings and recommendations of the Audit Committee on the financial derivative instruments operations of the Bank and approved the half-year results of the Bank. At its 43rd regular meeting, on 14 October 2010, the Supervisory Board approved the results of the Bank for the third quarter. On 29 November 2010, at their 44th regular meeting, the Supervisory Board was briefed on the additional capital requirements in the next business year due to implementation of internal capital adequacy assessment process. 
The Supervisory Board participated in the approval of all measures and activities required to implement the overall business policy of the parent banking groups. It also approved the development plan and the Bank’s basic business policies for 2010. The Supervisory Board also closely monitored the preparations and activities of the Bank for the implementation of internal capital adequacy assessment process with regards to credit risk credit requirements valuation. Moreover, the Supervisory Board was regularly informed about the implementation of the plan of work of Internal Audit and its findings, as well as the inspections conducted by external institutions. 
Operations of the Supervisory Board Audit Committee 

The Audit Committee of the Bank’s Supervisory Board had six regular meetings in 2010 (consecutive numbers of meetings from 9 to 14). As an advisory body of the Supervisory Board, consisted of Guiseppe Verrascina (Chaiman), Franco Andreetta (member) and Živko Bergant (independent external member), the Audit Committee’s operations include assessing, advisory and proposing functions, whereby it aids the Supervisory Board with the fulfillment of its duties and responsibilities regarding: adequacy and effectiveness of internal audit banking procedures, including assessment and measurement of risks and risk management; compliance with the legislation, rules and policies governing the Bank’s operations; adequacy of accounting standards, used for preparation of financial statements; adequacy and independence of external banking auditors and provision of employees within the Internal Audit unit. 
Use of Net Profit and Accumulated Profit for Fiscal Year 2010 

In 2011, the Bank’s Management Board presented for discussion to the Supervisory Board the Resolution on use of the net profit for fiscal year 2010 in the amount of 13,146,276.81 euros and the draft Resolution on use of accumulated profit for fiscal year 2010 in the amount of 6,573,138.41 euros. Given the planned expansion of operations in 2011, and in subsequent years, the Management Board proposed, in accordance with the adopted mid-term plans of the Bank and with a view to meeting the capital adequacy requirements, that the Bank’s net profit be allocated, in its entirety, to other Bank reserves instead of being distributed to shareholders or other persons. The Bank’s Management Board also proposed that the Supervisory Board and the General Meeting of Shareholders adopt the proposed Resolution on the use of net profit for fiscal year 2010, in accordance with their powers. The adoption of such a resolution will allow for the Bank’s future growth. 
The Supervisory Board adopted the Resolution on use of the net profit for 2010, approved the Management Board’s proposal for the use of accumulated profit for 2010, and recommended to adopt it in the proposed form at the General Meeting of Shareholders. 
Annual Report for 2010 
The Bank’s Management Board prepared the Annual Report on the business operations of UniCredit Banka Slovenija d.d. in 2010 and presented it to the Supervisory Board for review by the legally prescribed deadline. Together with the Annual Report, the Supervisory Board also received the Audit Report on the review of financial statements for the fiscal year 2010 and an additional Audit report on meeting the criteria for managing risks in the bank from the first paragraph of Article 211 of the Banking Act, both prepared by the certified auditing company KPMG Slovenija d.o.o., allowing the Supervisory Board to formulate a position on the Bank’s Audit Report. 
The Supervisory Board reviewed the Annual Report, submitted by the Bank’s Management Board. It established that the Annual Report was consistent with the reports and information on the Bank’s performance in 2010, as well as with the reports on the economic and political environment in which the Bank operates and which were presented to the Supervisory Board during the course of the fiscal year. Comparing the Annual Report with the audited financial statements for the fiscal year 2010, the Supervisory Board established that the financial results presented in the Annual Report were consistent with the Audit Report. Having examined the reports, findings and recommendations of the Internal Audit and external auditors, the Bank’s Management Board took these recommendations into consideration and carried out the activities necessary for their implementation or ensured their initiation. In the opinion of the Supervisory Board, both the Management Board and the Supervisory Board fulfilled all their legal requirements in the fiscal year 2010. Based on the regular monitoring of the Bank’s operations and the above mentioned reviews, the Supervisory Board approved the Annual Report on the Bank’s business operations in 2010. 
The Audit Report on the review of the financial statements for the fiscal year 2010, which was presented to the Supervisory Board along with the Annual Report, also includes the opinion of the certified auditor. The certified auditor issued an unqualified opinion. The Supervisory Board was briefed about the Bank’s Audit Report for 2010 and about an additional Audit report on meeting the criteria for risk management for 2010 and had no objections thereto. 
Federico Ghizzoni Chairman of the Supervisory Board UniCredit Banka Slovenija d.d. 


The Management is responsible for preparing the financial statements for the financial year. These give a true and fair view of the state of affairs of UniCredit Banka Slovenija d.d. as of the end of the financial year and of the profit or loss and cash flow for that year. The financial statements are prepared on a going-concern basis. 
In preparing the financial statements in Annual Report for the year ended 31 December 2010, the Management has used appropriate accounting policies, consistently applied and supported them by reasonable and prudent judgments and estimates, and ensured that all accounting standards which they consider significant have been followed. 
The Management has the responsibility for ensuring that the Bank keeps accounting records which disclose with reasonable accuracy the Bank’s financial position and which enable the Management to ensure that the financial statements comply in all material respects with the regulations of the Government of the Republic of Slovenia, the Central Bank of Slovenia and the International Financial Reporting Standards as adopted by the EU. The Management also has a general responsibility to take such steps as are reasonably required to safeguard the assets of the Bank and to prevent and detect any fraud and other irregularities. 
On behalf of the Management 


Chairman of the Management Board 

Ljubljana, 17 February 2011 
Report of Auditors 




Financial Statements 
Financial Statements 
Financial Indicators 
Statement of Financial Position 
Statement of Comprehensive Income 
Statement of Changes in Equity 
Statement of Cash Flow 
Summary of Accounting Policies 
Notes on the Financial Statements 
Financial Indicators 


Statement of Financial Position (EUR 1,000)  2010  
Volume of assets  2,996,486  
Deposits, customers  782,825  
Deposits, legal and other entities  486,270  
Deposits, private customers  296,555  
Loans, customers  2,309,160  
Loans, legal and other entities  1,498,513  
Loans, private customers  810,647  
Equity  197,049  
Impairment of assets, measured at amortised cost  61,721  
Provisions  2,117  
Off-balance sheet items  5,068,424  
Statement of Income (EUR 1,000)  
Net interest income  53,000  
Net non-interest income  22,070  
Staff costs  (20,347)  
Other administrative costs  (14,128)  
Depreciation  (4,588)  
Impairment and provisions  (20,194)  
Net income before taxes  15,812  
Corporate income tax  (2,666)  
Employees  
Number of employees on 31 December  566  
Shares  
Number of shareholders  26  
Nominal value (EUR)  4.17  
Book value (EUR)  50.54  
Number of shares for nominal values below  
Number of shares  3,898,878  
Equity  
Capital adequacy  10.1 %  
Assets Quality and Commitments  
Impairment of assets measured at amortised cost and provision / Sorted assets and sorted off-balance sheet positions  2.2 %  
Profitability  
Interest margin  1.8 %  
Margin of financial brokerage  2.5 %  
Return on assets before taxes  0.5 %  
Return on equity before taxes  8.1 %  
Return on equity after taxes  6.7 %  
Operating costs  
Operating costs / Average assets volume  1.3 %  
Liquidity  
Average liquid assets / Average short-term deposits non-banks  42.1 %  
Average liquid assets / Average assets  8.9 %  

2009  
 
3,267,368 820,753 566,662 254,091 2,099,091 1,441,169 657,922 191,217 37,549 2,478 5,169,843  2,891,241 642,287 423,463 218,824 2,064,458 1,486,958 577,500 179,172 25,471 1,166 5,327,214  
39,030 25,513 (18,741) (13,006) (4,443) (16,965) 11,248 (2,450)  45,117 19,355 (18,648) (14,366) (3,548) (6,993) 23,527 (5,044)  
541  535  
26 4.17 49.04  26 4.17 45.95  
3,898,878  3,898,878  
10.3 %  9.5 %  
1.3 %  0.9 %  
1.3 % 2.2 % 0.4 % 6.1 % 4.8 %  1.8 % 2.7 % 1.0 % 13.6 % 10.6 %  
1.2 %  1.5 %  
37.9 % 9.2 %  28.7 % 6.7 %  


Financial Statements 
Statement of Financial Position 

EUR 1,000 Item  Note  31. 12. 2010  31. 12. 2009  
Cash and cash balances with the Central Bank  1  84,316  78,021  
Financial assets held for trading  2  117,940  85,190  
Financial assets designated at fair value through profit or loss  3  - 6,366  
Available-for-sale financial assets  4  390,750  352,608  
Derivatives - hedge accounting  5  4,874  5,672  
Loans and receivables  6  2,334,802  2,672,757  
To banks  25,642  573,666  
To customers  2,309,160  2,099,091  
Held-to-maturity financial assets  7  29,886  29,773  
Non-current assets held for sale  8  - 65  
Property, plant and equipment  9  8,995  9,530  
Intangible assets  10  15,032  12,621  
Tax assets  11  3,634  2,498  
Current tax assets  - 822  
Deferred tax assets  3,634  1,676  
Other assets  12  6,257  12,267  
TOTAL ASSETS  2,996,486  3,267,368  
Deposits from central banks  13  - 120,633  
Financial liabilities held for trading  14  109,352  82,290  
Derivatives - hedge accounting  15  55,524  13,992  
Financial liabilities measured at amortised cost  16  2,608,917  2,836,581  
Deposits from banks  1,443,842  1,602,586  
Deposits from customers  782,825  820,753  
Loans from banks  352,102  383,113  
Subordinated liabilities  30,148  30,129  
Provisions  17  2,117  2,478  
Tax liabilities  18  2,408  1,253  
Current tax liabilities  921  - 
Deferred tax liabilities  1,487  1,253  
Other liabilities  19  21,119  18,924  
TOTAL LIABILITIES  2,799,437  3,076,151  
Share capital  20  16,258  16,258  
Share premium  21  61,885  61,885  
Fair value reserves  22  (7,496)  (182)  
Retained earnings  23  119,829  108,857  
Net profit for the year  24  6,573  4,399  
TOTAL EQUITY  197,049  191,217  
TOTAL LIABILITIES AND EQUITY  2,996,486  3,267,368  

The notes form an integral part of the financial statements. 

Chairman of the Management Board Member of the Management Board 


Francesco Vercesi 


Member of the Management Board Chief Financial Officer 
Statement of Comprehensive Income 


Statement of Other Comprehensive Income 

EUR 1,000 Item  Note  2010  2009  
Net profit/loss for the financial year, net of income tax  13,147  8,798  
Other compehensive income, net of income tax  22  (7,314)  3,248  
Fair value changes from cash flow hedge (effective portion)  22  (2,746)  (1,228)  
Gains/losses recognised in fair value reserves  (2,746)  (1,228)  
Fair value changes from financial instruments available-for-sale  22  (6,397)  5,342  
Gains/losses recognised in fair value reserves  (6,397)  5,259  
Fair value reserves transferred to profit or loss  - 83  
Income tax on other comprehensive income  22  1,829  (866)  
TOTAL COMPREHENSIVE INCOME FOR THE YEAR, NET OF INCOME TAX  5,833  12,046  





Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board 

Francesco Vercesi 


Member of the Management Board Chief Financial Officer 
Financial Statements 

Statement of Changes in Equity 


OPENING BALANCE FOR THE REPORTING PERIOD 
Total comprehensive income for the year, net of income tax 
Transfer of net profit to retained earnings 
CLOSING BALANCE FOR THE REPORTING PERIOD 
BALANCE SHEET AVAILABLE PROFIT FOR FINANCIAL YEAR 
16,258 61,885 (5,183) 5,001 108,857 4,399 191,217 --(2,197) (5,118) -13,147 5,833 
----10,973 (10,973) -
16,258 61,885 (7,380) (117) 119,830 	6,574 197,050 6,574 6,574 

16,258 61,885 (4,148) 719 95,216 9,242 179,172 
--(1,035) 4,282 -8,798 12,045 
----13,641 (13,641) -
16,258 61,885 (5,183) 5,001 108,857 4,399 191,217 
4,399 4,399 

The notes form an integral part of the financial statements. 

Janko Medja, MBA Chairman of the Management Board Member of the Management Board 

Member of the Management Board Chief Financial Officer 
Statement of Cash Flow 


EUR 1,000 Item  2010  2009  
A. CASH FLOWS FROM OPERATING ACTIVITIES  
a) Total profit or loss before tax  15,812  11,248  
Depreciation  4,588  4,443  
Impairments / (reversal of impairments) of financial assets held to maturity  20,540  15,611  
Net (gains) / losses from exchange differences  4,585  (4,773)  
Net (gains) / losses from financial assets held to maturity  (81)  (53)  
Net (gains) / losses from sale of tangible assets and investment properties  70  - 
Net (gains) / losses from sale of intangible fixed assets  5  - 
Other (gains) / losses from financing activities  (9,637)  (129)  
Net unrealised gains in fair value reserves from financial assets available for sale (excluding effect of deferred tax)  (6,397)  5,342  
Net unrealised gains in fair value reserves from hedging of cash flows against risks (excluding effect of deferred tax)  (2,746)  (1,228)  
Other adjustments to total profit or loss before tax  (361)  1,354  
Cash flow from operating activities before changes in operating assets and liabilities  26,379  31,815  
b) (Increases) / decreases in operating assets  (108,119)  (122,626)  
Net (increase) / decrease in financial assets held for trading  4,226  686  
Net (increase) / decrease in financial assets designated at fair value through profit or loss  6,482  10,320  
Net (increase) / decrease in financial assets available for sale  7,873  (156,377)  
Net (increase) / decrease in loans and receivables  (150,421)  (8,195)  
Net (increase) / decrease in other assets  23,720  30,939  
c) (Increases) / decreases in operating liabilities  (385,719)  392,690  
Net increase / (decrease) in financial liabilities to central bank  (120,633)  (80,000)  
Net increase / (decrease) in deposits, loans and receivables and debt securities measured at amortised cost  (266,600)  474,464  
Net increase / (decrease) in other liabilities  1,514  (1,774)  
d) Cash flow from operating activities (a+b+c)  (467,459)  301,879  
e) Income taxes (paid) refunded  (1,837)  (5,017)  
f) Net cash flow from operating activities (d+e)  (469,296)  296,861  
B. CASH FLOWS FROM INVESTING ACTIVITIES  
a) Receipts from investing activities  65  266  
Receipts from non-current assets or liabilities held for sale  65  266  
b) Cash payments on investing activities  (6,540)  (7,411)  
(Cash payments to acquire tangible assets and investment properties)  (1,510)  (2,196)  
(Cash payments to acquire intangible fixed assets)  (5,031)  (5,215)  
c) Net cash flow from investing activities (a-b)  (6,475)  (7,144)  
C. CASH FLOWS FROM FINANCING ACTIVITIES  
a) Cash proceeds from financing activities  - 10,000  
Cash proceeds from subordinated liabilities issued  - 10,000  
b) Cash payments on financing activities  - - 
c) Net cash flow from financing activities (a-b)  - 10,000  
D. Effects of change in exchange rates on cash and cash equivalents  813  1,854  
E. Effects of change in fair value on cash and cash equivalents  (2,111)  570  
F. Net increase in cash and cash equivalents (Af+Bc+Cc)  (475,771)  299,717  
G. Opening balance of cash and cash equivalents  692,658  390,517  
H. Closing balance of cash and cash equivalents (D+E+F+G)  215,590  692,658  




Dr. France Arhar Janko Medja, MBA Chairman of the Management Board Member of the Management Board 
Francesco Vercesi Member of the Management Board Chief Financial Officer 



Summary of Accounting Policies 

General Information 
UniCredit Banka Slovenija d.d. is a commercial bank incorporated in Slovenia. It provides a wide variety of financial services to corporate and individual customers. The Bank was registered as a joint-stock company on 24 January 1991. The Bank’s legal address is Šmartinska 140, Ljubljana, Slovenia. On 31 December 2010, the Bank was operating a total of 20 branches throughout Slovenia. The Bank is a subsidiary of UniCredit Bank Austria AG. The ultimate parent company of the Group is UniCredit S.p.A. with registered office in Rome, A. Specchi, 16, Italy. 
UniCredit Banka Slovenija d.d. has authorization to perform banking services pursuant to Article 7 of the Banking Act (Official Gazette of the Republic of Slovenia, No. 131/06; hereinafter referred to as: the ZBan-1). Banking services include accepting deposits from the public and granting loans for its own account. 
The Bank has an authorization to perform mutually recognized and additional financial services. 
The Bank may perform the following mutually recognized financial services, pursuant to Article 10 of the ZBan-1: 
• 
Accepting deposits; 

• 
Granting loans, including: 

-Consumer loans, 
-
 Mortgage loans, 

-
 Factoring (with or without recourse), 

-
 Financing of commercial transactions, including forfeiting; 



• 
Payment transaction services in accordance with the Payment Transaction Act (hereinafter referred to as: ZPlaP), excluding payment system management services; 

• 
Issuing and management of payment instruments (i.e. credit cards and travellers cheques); 

• 
Issuing guarantees and other commitments; 

• 
Trading for own account or for account of customers in: 

-Money market instruments, 
-
 Foreign exchange, including currency exchange transactions, 

-
 Financial futures and options, 

-
 Exchange and interest-rate instruments, 

-
 Transferable securities; 



• 
Participation in the issuance of securities and services related to such issues; 

• 
Advice and services related to mergers and the purchase of undertakings; 

• 
Portfolio management and advice; 

• 
Investment and ancillary investment services and operations. 

The Bank may perform the following additional financial services, pursuant to Article 11 of the ZBan-1: 

• 
Insurance brokerage in accordance with the law governing the insurance business; 

• 
Custodian services according to the law governing investment funds and management companies. 


These unconsolidated financial statements were approved for issue by the Management Board on 25 January 2011. 
Summary of Significant Accounting Policies 
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to both years presented. 
STATEMENT OF COMPLIANCE 
These unconsolidated financial statements have been prepared in accordance with the International Financial Reporting Standards (IFRS) and interpretations approved by the International Accounting Standards Board (IASB) as adopted by the European Union. As of the date of issuing these financial statements, the IFRS as adopted by the European Union do not differ from the IFRS as issued by the IASB, except for portfolio hedge accounting under IAS 39 which has not been approved by the EU. The Bank does not use portfolio hedging and hence has determined that portfolio hedge accounting under IAS 39 would have no impact on the financial statements had it been approved by the EU as of the balance sheet date. 
These financial statements are prepared in accordance with the International Financial Reporting Standards (IFRS) under the historical cost convention, except for certain financial instruments measured at fair value. 
The Bank has no subsidiaries or associates with controlling interest, therefore it is not obliged to prepare consolidated financial statements. 
USE OF ESTIMATES AND JUDGEMENTS 
The preparation of financial statements requires the Management to make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. 
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in which the estimate is revised and in any future periods affected. 
(a) Determining Fair Values 
The Bank revalues on a daily basis its derivatives, trading assets as well as the available-for-sale portfolio to the fair value of the instrument. However, the determination of fair value for these financial instruments requires the use of valuation techniques in case there is no observable market price. For financial instruments which trade infrequently and have little price transparency, the fair value is less objective and requires a varying decree of judgment depending on different factors. 
The Bank uses the following methods for determining fair values: 

• 
Quoted market prices in an active market for identical instrument; 

• 
Valuation techniques based on observable inputs such as quoted market prices for similar instruments or valuation techniques where all significant inputs can be directly or indirectly observed from market data. 

According to the definition of the fair value, in line with IFRS 7, the Bank classifies financial assets in three levels, which are: 

• 
Level 1: fair value is determined by quoted prices (unadjusted) in active markets for identical assets or liabilities; 

• 
Level 2: fair value is determined by inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); 

• 
Level 3: fair value is determined by inputs for the asset or liability that are not based on observable market data (unobservable inputs); the Bank determines fair value using valuation models. 


(b) Impairment 

Impairment allowances on financial assets relating to customers, whose repayments significantly defer, are evaluated individually based upon best estimate of the present value of the cash flow that are expected to be received. In estimating these cash flows, the Bank makes judgments about the counterparty’s financial situation, past repayment discipline and repayment pattern. Collateral valuations are taken into account of the impairment calculation based on the Bank’s experiences and valuations if and when available. The Bank also uses different collateral factors in aspect of conservative approach to the value of available collateral. The Bank creates impairments on a monthly basis; the procedure is covered by guidelines and is supported by IT solutions. Each impaired asset is assessed on its merits, and a work-out strategy and estimate of cash flows considered recoverable are independently approved by the Credit Risk function. 
The Bank uses a collective assessment for customers with no signs for individual impairment. Impairment allowances cover credit losses inherent in portfolios of loans and advances. In assessing the need for collective loss allowances, management considers factors such as credit quality, portfolio size and economic factors including analysis of past repayment discipline in those classes. Impairments for “Incurred but not reported” events are calculated on a monthly basis, based on portfolio quality and so-called detection period. 
CHANGES IN ACCOUNTING POLICIES 
The Bank did not change its accounting policies in 2010. 
NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED 

A number of new standards, amendments to standards and interpretations are not yet effective for the year ended 31 December 2010, and have not been applied in preparing these financial statements: 
• Revised IAS 24 Related Party Disclosure (effective for annual periods beginning on or after 1 January 2011) The amendment exempts government-related entity from the disclosure requirements in relation to related party transactions and outstanding balances, including commitments, with 
(a) 
a government that has control, joint control or significant influence over the reporting entity; and 

(b) 
another entity that is a related party because the same government has control, joint control or significant influence over both the reporting entity and the other entity. 


The revised Standard requires specific disclosures to be provided if a reporting entity takes advantage of this exemption. 
The revised Standard also amends the definition of a related party which resulted in new relations being included in the definition, such as associates of the controlling shareholder and entities controlled or jointly controlled by key management personnel. 
The revised IAS 24 is not relevant to the Bank’s financial statements as the Bank is not a government-related entity and the revised definition of a related party is not expected to result in new relations requiring disclosure in the financial statements. 
• Amendment to the IFRIC 14 IAS 19 - The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction (effective for annual periods beginning on or after 1 January 2011) 
The amendment to IFRIC 14 addresses the accounting treatment for prepayments made when there is also a minimum funding requirements (MFR). Under the amendments, an entity is required to recognize certain prepayments as an asset on the basis that the entity has a future economic benefit from the prepayment in the form of reduced cash outflows in future years in which MFR payments would otherwise be required. 
The amendment to IFRIC 14 is not relevant to the Bank’s financial statements as the Bank does not have any defined benefit plans with minimum funding requirements. 
• IFRIC 19 Extinguishing Financial Liabilities with Equity Instruments (effective for annual periods beginning on or after 1 July 2010) 
The interpretation clarifies that equity instruments issued to a creditor to extinguish all or part of a financial liability in a ‘debt for equity swap’ are consideration paid in accordance with the IAS 39.41. The initial measurement of equity instruments issued to extinguish a financial liability is at the fair value of those equity instruments, unless that fair value cannot be reliably measured, in which case the equity instrument should be measured to reflect the fair value of the financial liability extinguished. The difference between the carrying amount of the financial liability (or part of the financial liability) extinguished and the initial measurement amount of equity instruments issued should be recognized in profit or loss. 
The Bank did not issue equity to extinguish any financial liability during the current period. Therefore, the Interpretation will have 

Summary of Accounting Policies 

no impact on the comparative amounts in the Bank’s financial statements for the year ending 31 December 2010. Further, since the Interpretation can relate only to transactions that will occur in the future, it is not possible to determine in advance the effects the application of the Interpretation will have. 
• Amendment to the IAS 32 Financial Instruments: Presentation 
-Classification of Rights Issues (effective for annual periods 
beginning on or after 1 February 2010) 

The amendment requires that rights, options or warrants to acquire a fixed number of the entity’s own equity instruments for a fixed amount of any currency are equity instruments if the entity offers the rights, options or warrants pro rata to all of its existing owners of the same class of its own non- derivative equity instruments. 
The amendments to the IAS 32 are not relevant to the Bank’s financial statements as the Bank has not issued such instruments at any time in the past. 
FOREIGN CURRENCY TRANSLATION 
Functional and presentation currency: Items included in the financial statements for both years, 2010 and 2009, are measured in euros, which is the Bank’s functional and presentation currency. 
Transactions and balances: Foreign currency transactions are translated into the functional currency using the European Central Bank exchange rates at the dates of transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the Income Statement except when deferred in equity as qualifying cash flow hedges and available-for-sale investments. 
Forward transactions denominated in a foreign currency are translated into euro using the forward rate. 
The spot rates of exchange used in preparation of the Bank’s balance sheet as of the reporting date were as follows: 
Currency  31. 12. 2010  31. 12. 2009  
CHF  1.2504  1.4836  
USD  1.3362  1.4406  

FINANCIAL ASSETS 
The Bank classifies its financial assets into the following categories: financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, and available-for-sale financial assets. The Bank determines the classification of its investments at initial recognition. 
All financial assets held by the Bank are recognized and derecognized using trade date accounting except loans and receivables, which are recognized on settlement date. When a financial asset is recognized initially, the Bank measures it at its fair value plus, in the case of a financial asset not-at-fair-value through profit or loss, transaction costs that are directly attributable to the acquisition of the financial asset. 
The Bank derecognizes a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by the Bank is recognized as a separate asset or liability. 
The Bank derecognizes a financial liability when its contractual obligations are discharged or cancelled or expire. 
(a) Financial Assets at Fair Value through Profit or Loss 
This category contains financial assets held for trading and those which are upon initial recognition designated by the Bank as at fair value through profit or loss. 
• A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or repurchasing in the near term or if it is a part of portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short-term profit-taking. Derivatives are also categorized as held for trading unless they are designated as hedging instruments. 

Subsequent to the initial recognition, these financial assets are accounted for and stated at their fair value, which approximates the price quoted on recognized stock exchanges or calculated by acceptable valuation models. The fair value model separates the interest rate risk and the credit spread for a particular security. The credit spread gets updated regularly according to the benchmark and frequency agreed for the single name. 
The Bank includes unrealized gains and losses in “Gains and losses on financial assets and liabilities held for trading”. Interest earned on trading securities is accrued on a daily basis and reported in “Interest income” in the Income Statement. 
• The Bank’s financial assets are designated at fair value through profit or loss when doing so significantly reduces measurement inconsistencies that would arise if the related derivatives were treated as held for trading and the underlying financial instruments were measured at effective interest method. 
Loans measured at fair value through profit or loss are fixed-rate loans which are hedged at the loans' reference rate with interest rate swaps. Loans are designated at their fair value through profit or loss in order to avoid a mismatch in the presentation of the economic content of a transaction. The change in fair value of loans is based on a marked to model methodology on a monthly basis. 
(b) Loans and Receivables 

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market, other than: 
• 
Those that the Bank intends to sell immediately or in the short term, which are classified as held for trading, and those that the Bank upon initial recognition designates as at fair value through profit or loss; 

• 
Those that the Bank upon initial recognition designates as available-for-sale; or 


• 
Those for which the holder may not recover substantially all of its initial investment, other than because of credit deterioration. 


The Bank assesses at each reporting date whether there is any indication that an asset may be impaired. If any such indication exists, the Bank estimates the recoverable amount of the asset. 
An individual assessment of financial assets is used for all loans, apart from private customers, where a portfolio assessment of the quality of a financial asset is applied. 
(c) Held-to-maturity Investments 

Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that the Bank has the positive intention and ability to hold to maturity. 
Held-to-maturity investments are measured at amortized cost. 
The Bank assesses at each reporting date whether there is any indication that an asset may be impaired. If any such indication exists, the Bank estimates the recoverable amount of the asset. 
(d) Available-for-sale Financial Assets 

Available-for-sale financial assets are those non-derivative financial assets that are designated as available for sale or are not classified as loans and receivables, held-to-maturity investments or financial assets at fair value through profit or loss. This portfolio includes both equity and debt securities. 
Subsequent to their initial recognition, available-for-sale financial assets are remeasured at their fair value. As the market value as quoted on the stock exchange regularly doesn’t reflect the fair value of a bond the fair value of the securities is determined with the fair value model which separates the interest rate risk and the credit spread for a particular security. The credit spread gets updated regularly according to the benchmark and frequency agreed for the single name. The Bank assessed fair value of non-quoted equity instruments by using appropriate ratios rate / gain or rate / cash flow, adjusted for specific circumstances of the issuer. 
A gain or loss on an available-for-sale financial asset is recognized directly in equity, through the Statement of Changes in Equity, except for impairment losses and foreign exchange gains and losses, until the financial asset is derecognized, at which time the cumulative gain or loss previously recognized in equity is recognized in the Income Statement. However, interest calculated are accrued daily using the effective interest method and are recognized in the Income Statement. Dividends on an available-for-sale equity instrument are recognized in the Income Statement when the Bank’s right to receive payment is established. 
DERIVATIVE FINANCIAL INSTRUMENTS 
In the normal course of business, the Bank is a party to contracts for derivative financial instruments, which represent a very low initial investment compared to the notional value of the contract. The derivative financial instruments used include interest rate, currency and commodity forward, swap, and option contracts. These financial instruments are used by the Bank to hedge interest rate risk and currency exposures associated with its transactions in financial markets, to open its positions actively and to sell those instruments to the customers. 
Derivative financial instruments are initially recognized at cost and subsequently remeasured at their fair value. Fair values are obtained from quoted market prices, discounted cash flow models and options pricing models as appropriate. Changes in the fair value of derivative financial instruments that do not qualify for hedge accounting are recognized in the “Gains and losses on financial assets and liabilities held for trading” as they arise. 
All derivatives are carried as assets when the fair value is positive and as liabilities when the fair value is negative. 
Fair value of currency derivatives is their market price in the front-end system Wall Street, fair value of interest derivatives is market price in the front-end system OPUS. Fair value of equity and commodity derivatives is provided by Bayerische Hypo- und Vereinsbank AG, München. 
HEDGING INSTRUMENTS 
a) Fair Value Hedge 
In the year 2010, the Bank had not implemented fair value hedging. 
b) Cash Flow Hedge 
In accordance with the IFRS, cash flow hedges serve to hedge uncertain (variable) cash flows in the future. For this purpose, interest cash flows of the hedged items and related derivatives designated as hedging instruments are projected into the future (forecasted transactions). The hedge relates to the exposure to variability in cash flows associated with recognized assets or a recognized liabilities or a planned or forecasted transaction (or portions of the three) which will affect reported net income. In the case of cash flow hedge accounting, the hedging instrument is recognized at its fair value. 

Summary of Accounting Policies 

The hedged items are interest cash flows (forecasted transactions) of underlying transactions. The underlying transactions in a cash flow hedge may be any customer or securities transaction, on the assets side or on the liabilities side of balance sheet, in which the interest rate is sensitive to changes in money market rates. Hedging instruments are any derivatives that can hedge the exposure to variability in the relevant cash flows. 
Changes in fair value are separated into an effective portion attributable to the hedge and an ineffective portion not attributable to the hedge. A hedge is considered as effective if, for each time bucket, the netted cash flows associated with the hedging instruments are smaller than or equal to the cash flows of the hedged item(s). The effective portions are recognized directly in equity (Fair value reserves, Cash flow hedge). The ineffective portion of the gain or loss on the hedging instrument is recognized in the Income Statement. In order to avoid ineffectiveness, projections are made, especially for limits and potential causes of ineffectiveness. The Market Risk department runs an efficiency test at the end of each month. 
Cash flow hedges are used by the Bank for managing interest rate risk on an aggregated basis. The derivatives are not attributed to individual transactions. 
PROPERTY, PLANT AND EQUIPMENT AND INTANGIBLE ASSETS 
Property, plant and equipment as well as intangible assets are initially recognized at cost. The Bank has chosen for measurement after recognition cost model, which means that an asset is carried at its cost less any accumulated depreciation and any accumulated impairment losses. 
Depreciation is calculated on a straight-line basis. Land and assets in the course of construction are not depreciated. 
The useful lives are set out below: 
31. 12. 2010  31. 12. 2009  
Leasehold improvements  10 years  10 years  
Hardware  4 years  4 years  
Furniture, devices and motor vehichles  4-10 years  4-10 years  
Intangible assets -software  5 years  5 years  

The Bank periodically reviews the useful life and amends the period of depreciation if appropriate. 
Leasehold improvements are capitalized and depreciated over the lesser of their useful life or the remaining lease term on a straight-line basis. 
If of a minor nature, repairs and renewals are charged to the Income Statement when the expenditure is incurred. 
The Bank assesses whether assets may be impaired. If, and only if, the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. That reduction is an impairment loss. 
A reversal of an impairment loss for an asset is recognized immediately in the Income Statement. 
The carrying amount of an item of property, plant and equipment is derecognized on disposal or when no future economic benefits are expected from its use or disposal. The gain or loss arising from derecognition of an item is included in the Income Statement when the item is derecognized. The gain or loss arising from derecognition of an asset is determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item. 
OThER ASSETS 
Other assets consist of prepaid expenses, accrued income, fees, which are not included in calculation of amortised cost of a financial asset and other assets that are not disclosed under any other item. 
FINANcIAL LIABILITIES 
Financial liabilities are recognized at fair value. After initial recognition, the Bank measures all financial liabilities at amortized cost using the effective interest method. 
The Bank had not yet recognized any financial liabilities at fair value through profit or loss. 
The position “Financial liabilities held for trading” represents negative market value of derivatives. 
PROvISIONS 
A provision is recognized when the Bank has a present obligation as a result of a past event and when it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of obligation. 
Provisions are recognized for the following: 
• 
Potential losses relevant to the risks resulting from off-balance-sheet items; 

• 
Jubilee awards and severance payments; 

• 
Pending or threatened litigation; 

• 
Other events, where the possibility of the outflow of the financial assets is very high. 


cASh FLOW STATEMENT 
For the purpose of the Cash Flow Statement, cash is defined as cash in hand and current accounts with banks, including the compulsory minimum reserve with the Bank of Slovenia. Cash equivalents are short-term, highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. 
EMPLOYEE BENEFITS 

The Bank provides its employees with jubilee awards and severance payments. The employees are entitled to claim jubilee awards in circumstances where they have been employed by the Bank for a defined period of time. The employees are entitled to receive severance payments if they are employed by the Bank until their retirement age and were employed by the Bank for a minimum defined period. 
Valuations of these obligations are carried out by independent qualified actuaries using projected unit credit method. The actuarial parameter and assumptions included in the calculation of the obligation are: 
• 
Discount rate determined by reference to market yields as of the balance sheet date on corporate bonds for the Euro-zone; 

• 
Estimated future salary increases; 

• 
Anticipated increase of jubilee awards; 

• 
Mortality rates - Slovenian mortality table 2000-2002; 


• 
Fluctuation (termination without payment) depending on the Bank’s past experience in service time; 

• 
Retirement age: 59 for women, 61 for men; 


• 
The Bank’s most recent employee data (the length of employment with the Bank, age, gender, average salary); 

• 
Average monthly salary in the Republic of Slovenia; 


• 
If, on the valuation date, the calculated retirement age has already been reached or exceeded, the retirement has been assumed to take place six months after the valuation date. 


These obligations are measured at present value of future cash outflows. The gains and losses are recognized in the Income Statement. 

Actuarial gains and losses, arising from experience adjustments and from changes in actuarial assumptions, in excess of the greater of ten percent of the value of plan assets or ten percent of the defined benefit obligation, are charged or credited to income over the expected average remaining working life-time of the related employees. 
The Bank additionally provides short-term benefits to its employees such as contributions to retirement pension insurance and recognizes the costs of these contributions as incurred. 
UniCredit established a medium/long-term share options and performance shares program, granting equity instruments by UniCredit Italiano S.p.A. The program was established in order to encourage affiliation and motivation of selected managers and employees to achieve strategic goals of the Group. Share-based payment transactions are equity-settled. In compliance with the IFRS, the subsidiaries whose employees have been granted equity instruments by the parent company must pay the latter for the allocation granted to their employees. 

Fair value calculation criteria for equity-settled stock options: The fair value has been measured by applying the Hull-White model. The model is based on trinominal tree price distribution using the Boyl’s algorithm and estimates the early exercise probability on the basis of a deterministic model connected to reaching a Market Share Value equals to an exercise price-multiple and probability beneficiary’s early exit after the end of the vesting period. Fair value calculation criteria for Stocks: Fair value was determined based on the market price of the share, adjusted for the present value of the dividends, entitled from the grant, to the settlement date. 
Vesting periods for stocks are one year, vesting periods for the stock options are four years. Granted stocks expire within five months after the end of vesting period, whereas stock options expire in six to ten years after the end of vesting period. 
SHAREHOLDERS’ EQUITY 
Shareholders’ equity is composed of paid-in share capital, share premium, fair value reserves (fair value reserves from financial assets available-for-sale and fair value reserves from cash flow hedge), reserves from profit, retained earnings and net profit for the year. 
EARNINGS PER SHARE 
The Bank presents earnings per share data for its ordinary (par value) shares. Earning per share is calculated by dividing the Bank’s profit or loss by the average number of shares outstanding during the period. 
The Bank has no preference shares or convertible bonds. Therefore, no diluted earning per share is calculated. 
FINANCIAL COMMITMENTS AND CONTINGENCIES 
Off-balance-sheet commitments from guarantees, both financial and service, represent irrevocable obligations that the Bank will make payments in the event a customer cannot fulfil its obligations vis-a­vis third parties. 
A documentary letter of credit is an irrevocable undertaking of the issuing bank acting at the request of a customer (buyer) to make payment to the beneficiary (seller) or to pay or accept bills of exchange drawn by the beneficiary against stipulated documents, provided all terms and conditions of the letter of credit are complied with. The documentary letters of credit are collateralized depending on the creditworthiness of the customer and on the same basis as guarantees or loans. 
The primary purpose of unused credit facilities (loan commitments) is to ensure that funds are available to a customer as required. Commitments to grant loans issued by the Bank represent issued loan commitments and the unused part of approved overdraft loans. 
The risk associated with off-balance-sheet financial commitments and contingent liabilities is assessed similarly as for loans to customers taking into account the financial position and activities of the entity to which the Bank issued the guarantee and taking into account the collateral obtained. 

Summary of Accounting Policies 

INTEREST INCOME AND EXPENSE 
Interest income and expense are recognized in the Income Statement using the effective interest method. 
IMPAIRMENT LOSSES ON LOANS AND RECEIVABLES 
The Bank assesses at each reporting date whether there is any indication that loan or receivable may be impaired. If such indication exists, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the asset’s original effective interest rate. The amount of the loss is recognized in the Income Statement. 
FEE AND COMMISSION INCOME AND EXPENSE 
Fees and commissions are in principle recognized upon completion of the underlying transaction. Fees and commissions charged for longer periods are being accrued. 
TAXATION 
Taxes are calculated in accordance with the Corporate Income Tax regulations. Generally, the taxable profit is based on the profit or loss recognized in the Income Statement prepared pursuant to the IFRS. It is adjusted for tax purposes as follows from the tax regulations. 
Tax expense (tax income) comprises current tax expense (current tax income) and deferred tax expense (deferred tax income). 
The current corporate income tax rate is 20 % (21 % in the year 2009), for deferred taxes 20 % (20 % in the year 2009) was used, which is the corporate income tax in 2011. 
Deferred taxes are provided for temporary differences arising between the tax bases of assets and liabilities and their carrying amount on the balance sheet. 
Deferred tax liabilities are the amounts of income taxes payable in future periods in respect of taxable temporary differences. 
Deferred tax assets are the amounts of income taxes recoverable in future periods in respect of deductible temporary differences, the carry-forward of unused tax losses and the carry-forward of unused tax credits. 
The Bank is subject to various indirect operating taxes. These are included as a component of administrative expenses. 
FIDUCIARY ACTIVITIES 
Assets managed by the Bank in its capacity as a nominee, trustee or agent are not assets of the Bank and are accordingly not included in these financial statements. 
SEGMENT REPORTING 
The Bank did not decide to disclose segment information as its equity is not publicly traded and it is not in the process of issuing equity or debt securities in public securities markets. 
REGULATORY REQUIREMENTS 
The Bank is subject to the regulatory requirements of the Bank of Slovenia. These regulations include limits and other restrictions pertaining to minimum capital adequacy requirements, the classification of loans and off-balance-sheet commitments and provisioning to cover credit risk, liquidity, interest rate, and foreign currency position. As of 31 December 2010, the Bank was in compliance with all the regulatory requirements. 
RELATED PARTIES 
Related parties are those counterparties that represent: 
• 
Enterprises that directly or indirectly through one or more intermediaries, control, or are controlled by, or are under common control by, the reporting enterprise; 

• 
Key management personnel, that is those persons having the authority and responsibility for planning, directing and controlling the activities of the Bank; 

• 
Close members of the families of such individuals, who include the person’s children and spouse or domestic partner, children of the person’s spouse or domestic partner; and dependants of that person or that person’s spouse or domestic partner; 

• 
Enterprises in which a substantial interest in the voting power is owned directly or indirectly by any person described above or over which such a person is able to exercise a significant influence. This includes enterprises owned by directors or major shareholders of the Bank and enterprises that have a member of key management in common with the Bank. 


In considering each possible related-party relationship, attention is directed to the substance of the relationship and not merely to the legal form. 
For whatever life brings. 


Notes on the Financial Statements 

Notes on the Statement of Financial Position 
Note 1: Cash and cash balances with the Central Bank 
EUR 1,000 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Cash  13,174  12,454  
Balances with the Central Bank  71,142  65,567  
Minimum reserve with the Central Bank  19,142  25,567  
Other balances with the Central Bank  52,000  40,000  
Total  84,316  78,021  

The European Central Bank (ECB) requires credit institutions established in participating Member States to hold minimum reserves; they are to be held on accounts with the ECB and participating national central banks. It is essential that credit institutions hold their balances only with the participating national central banks. 
Liabilities owed to any other credit institution and participating national central bank and liabilities owed to the ECB shall be excluded from the reserve base. 
A reserve ratio of 2 % shall apply to the following liability categories: 
• 
Overnight deposits; 

• 
Deposits with an agreed maturity up to two years; 

• 
Deposits redeemable at notice up to two years; 

• 
Debt securities issued with an agreed maturity up to two years. 

A reserve ratio of 0 % shall apply to the following liability categories: 

• 
Deposits with agreed maturity over two years; 

• 
Deposits redeemable at notice over two years; 

• 
Repos; 

• 
Debt securities issued with an agreed maturity over two years; 


The Bank’s minimum reserve calculated based on volumes as of 31 December 2010 amounts to 13,532 thousand euros. The Bank must maintain the minimum reserve during the period from 9 February 2011 till 8 March 2011. 
Note 2: Financial assets held for trading 

Equity instruments 
596 

Shares, corporates 
596 

Debt instruments 
22 

Bonds, Republic of Slovenia 
-

Bonds, central government units 
22 

Loans 
272 

Derivatives held for trading 
-

Forwards 
-

Options 
-

Swaps 
-

Total 
890 

-596 
-596 
403 425 
403 403 
-22 
-272 116,647 116,647 
608 608 33,838 33,838 82,201 82,201 
117,050 117,940 
191 -191 
191 -191 
2,644 4,671 7,315 
-4,671 4,671 2,644 -2,644 
531 -531 
-77,153 77,153 
-118 118 
-34,330 34,330 
-42,705 42,705 
3,366 81,824 85,190 

Annual changes, Debt instruments 

EUR 1,000  2010  2009  
Opening Balance  7,315  28,252  
Increases  864,619  649,030  
Purchase  864,619  649,030  
Decreases  (871,509)  (669,967)  
Sales / Redemption  (871,412)  (669,498)  
Negative changes in fair value  (97)  (469)  
Closing Balance  425  7,315  

Annual changes, Equity instruments 

EUR 1,000  2010  2009  
Opening Balance  191  - 
Increases  662  216  
Purchase  662  216  
Decreases  (257)  (25)  
Sales / Redemption  (231)  - 
Negative changes in fair value  (26)  (25)  
Closing Balance  596  191  

In Financial Statements as of 31 December 2009, claims arising from the settlement of spot transactions in the amount of 531 thousand euros are used to be reported among “Other assets”. In 2010, the Bank began to recognize them among “Loans held for trading”. In order to provide consistent comparative amounts with data for 2010, the Bank restated those claims in balance on 31 December 2009 to “Loans held for trading”. 
Note 3: Financial assets designated at fair value through profit or loss 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Level 3  Level 3  
Loans  - 6,366  
Total  - 6,366  

Annual changes 

EUR 1,000  2010  2009  
Opening Balance  6,366  16,730  
Increases  532  1,138  
New loans  189  651  
Exchange rate differences  343  342  
Decreases  (6,898)  (11,502)  
Redemption  (6,562)  (11,167)  
Negative changes in fair value  (121)  - 
Exchange rate differences  (215)  (335)  
Closing Balance  - 6,366  

Financial Statements 

Notes on the Financial Statements 

Note 4: Available-for-sale financial assets 


Bonds, Republic of Slovenia 
Bonds, central government units 
Bonds, banks 
Total 
50,735 -229 50,964 
-132,452 -132,452 44,757 --44,757 47,354 106,892 8,331 162,577 
142,846 239,344 8,560 390,750 
53,698 -229 53,927 
-163,160 -163,160 35,487 --35,487 
-87,043 12,991 100,034 
89,185 250,203 13,220 352,608 

As of 31 December 2010, the pool of available-for-sale securities eligible for borrowings from the Bank of Slovenia amounts to 148,931 thousand euros, 197 thousand euros investments into securities are kept for guaranteed claims of investors in line with the Financial Instruments Market Act and 5,896 thousand euros investments into securities, which the Bank keeps as liquidity assets for deposits guaranteed under the Deposit Guarantee Scheme. 
Annual changes, equity instruments 

282 282 61,861 -
61,176 -685 -
(8,216) (53) 
(8,163) -
(53) (53) 
53,927 229 

Annual changes, bonds 

217,107 30,225 127,212 93 
121,856 -5,356 93 
(45,638) (17,327) 
(44,987) (17,290) 
(651) (37) 
298,681 12,991 

Reclassification 

Financial assets reclassified out of trading 
88,752 88,752 
95,531 95,531 89,733 89,733

assets to available-for-sale financial assets 
If the Bank would not have made reclassifications of financial assets, the Statement of Income would differ in the following position in the following amount: 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Gains and losses on financial assets and liabilities held for trading  (981)  3,323  

Note 5: Derivatives - hedge accounting 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Level 2  Level 2  
Cash flow hedge  4,874  5,672  
Total  4,874  5,672  

Note 6: Loans and receivables 
Loans and receivables to banks 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Demand deposits  6,941  62,719  
Short-term loans  3,473  477,222  
Long-term loans  7,273  21,184  
Claims arising from pledged collateral  7,955  12,541  
Total  25,642  573,666  

The Bank did not recognize any impairment on Loans and receivables to banks neither on 31 December 2009 nor on 31 December 2010. 
In Financial Statements as of 31 December 2009, claims arising from pledged collateral due from banks in the amount of 12,541 thousand euros are used to be reported among “Other assets”. In 2010, the Bank began to recognize them among “Loans and receivables”. In order to provide consistent comparative amounts with data for 2010, the Bank restated those claims in balance on 31 December 2009 to “Loans and receivables to banks”. 
Notes on the Financial Statements 


Loans to corporates include loans to sole traders. 
The balance of loans to the employees on 31 December 2010 amounts to 22,264 thousand euros and 17,534 thousand euros on 31 December 2009. 
As of December 31, the pool of loans eligible for borrowings from the Central banks amounts to 98,063 thousand euros. 
In Financial Statements as of 31 December 2009, claims for fees in the amount of 66 thousand euros and their impairment in the amount of 9 thousand euros, claims arising from settlement of payment card transactions in amount of 2,111 thousand euros used to be reported among “Other assets”. In 2010, the Bank began to recognize them among “Loans and receivables to customers”. In order to provide consistent comparative amounts with data for 2010, the Bank restated those claims also in balance on 31 December 2009 to “Loans and receivables”. 
Annual changes, Impairment 
EUR 1,000  2010  2009  
Opening Balance  (37,559)  (25,471)  
Increases  (47,870)  (27,621)  
Decreases  23,708  15,533  
Closing Balance  (61,721)  (37,559)  

Note 7: Held-to-maturity financial assets 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Bonds, banks  29,886  29,773  
Total  29,886  29,773  

Annual changes 

EUR 1,000  2010  2009  
Opening Balance  29,773  29,721  
Increases  542  145  
Purchase  542  145  
Decreases  (429)  (93)  
Redemption  (429)  (93)  
Closing Balance  29,886  29,773  

As on December 31, the total volume of the securities, held-to-maturity was in the pool of securities eligible for borrowings from the Central Bank. 
Reclassification 


Financial assets reclassified out of trading 

29,886 29,861 
29,640 29,640 29,773 29,765
assets to held-to-maturity financial assets 

If the Bank would not have made reclassifications of financial assets, the Statement of Income would differ in the following position in the following amount: 
EUR 1,000  2010  2009  
Gains and losses on financial assets and liabilities held for trading  96  (8)  

Note 8: Non-current assets held for sale 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Non-current assets held for sale received as payment of claims  - 65  
Total  - 65  

Financial Statements 
Notes on the Financial Statements 

Note 9: Property, plant and equipment 




Cost Opening Balance 
9,068 


Additions 
574 Transfer from work in progress 

-Disposals 

-


Closing Balance 
9,642 Depreciation Opening Balance 

3,919 


Depreciation for the year 
738 Disposals 

-


Closing Balance 
4,657 Net book value Opening Balance 

5,149 Closing Balance 

4,985 4,112 5,538 175 18,893 
--969 1,543 511 464 (975) -
(358) (331) -(689) 
4,264 5,671 170 19,747 
2,991 2,453 -9,363 
558 678 -1,974 
(356) (229) -(585) 
3,193 2,902 -10,752 
1,121 3,085 175 9,530 1,071 2,769 170 8,995 


8,054 4,146 5,195 114 17,509 
1,116 --1,097 2,213 
-441 594 (1,036) -
(102) (475) (251) -(828) 
9,068 4,112 5,538 175 18,893 
3,192 2,847 1,938 -7,977 
825 617 676 -2,118 
(98) (473) (161) -(732) 
3,919 2,991 2,453 -9,363 
4,862 1,299 3,257 114 9,532 
5,149 1,121 3,085 175 9,530 
The Bank has no contractual commitments for the acquisition of property, plant and equipment. The Bank can not sell the leasehold improvements and has no other contractual commitments related to them. The Bank did not capitalize any borrowing costs related to property, plant and equipment. 
Note 10: Intangible assets 


EUR 1,000  2010  2009  
Cost  
Opening Balance  26,939  24,907  
Additions  5,025  5,180  
Disposal  - (3,148)  
Closing Balance  31,964  26,939  
Amortization  
Opening Balance  14,318  14,903  
Amortization  2,614  2,325  
Disposal  - (2,910)  
Closing Balance  16,932  14,318  
Net book value  
Opening Balance  12,621  10,004  
Closing Balance  15,032  12,621  

Intangible assets solely comprise computer software. The Bank has no internally generated intangible assets. The contractual commitments for acquisition of intangible assets amount to 1,048 thousand euros (115 thousand euros on 31 December 2009). 
The cost for research and development amounts to 1,202 thousand euros (1,777 thousand euros in year 2009), which the Bank has committed to the improvements of the existing business processes and technological solutions. 
The Bank did not capitalize any borrowing costs related to the intangible assets. 
Note 11: Tax assets 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Current tax assets  - 822  
Deferred tax assets  3,634  1,676  
Assets / Liabilities held for trading  75  181  
Loans to banks and loans to customers  16  21  
Available-for-sale financial assets  17  17  
Property, plant and equipment, Intangible assets  18  22  
Provisions for severance and jubilee salaries  147  137  
Fair value reserves, Cash flow hedge  1,845  1,296  
Fair value reserves, Available-for-sale financial assets  1,516  2  
Total  3,634  2,498  

Notes on the Financial Statements 


1,676 1,958 
1,298 2,063 378 (105) 
1,253 234 
1,253 234 
423 1,724 
45 1,829 378 (105) 

Note 12: Other assets 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Other claims arising from settlement of transactions  1,212  215  
Deferred expenses and accrued income  299  341  
Claims for fees  558  615  
Impairment on claims for fees  (6)  (9)  
Given advances  29  32  
Claims arising from matured derivatives  5,358  13,921  
Impairment on derivatives  (1,604)  (3,566)  
Other assets  411  718  
Total  6,257  12,267  

In Financial Statements as of 31 December 2009, claims arising from pledged collateral due from banks in the amount of 12,541 thousand euros, claims for fees in the amount of 66 thousand euros and their impairment in the amount of 9 thousand euros, claims arising from settlement of payment card transactions in the amount of 2,111 thousand euros and claims arising from the settlement of spot transactions in the amount of 531 thousand euros used to be reported among “Other assets”. In 2010, the Bank began to recognize claims arising from pledged collateral due from banks among “Loans and receivables to banks”, claims arising from the settlement of spot transactions among “Loans held for trading”, other above-listed claims among “Loans and receivables to customers”. In order to ensure consistent comparative amounts with data for 2010, the Bank restated those claims for 31 December 2009. 
Annual changes, Impairment on claims for fees 
EUR 1,000  2010  2009  
Opening Balance  (9)  (13)  
Increases  (14)  (10)  
Decreases  17  14  
Closing Balance  (6)  (9)  

Annual changes, Impairment on other assets 
EUR 1,000  2010  2009  
Opening Balance  (3,566)  (34)  
Increases  (1,647)  (3,578)  
Decreases  3,609  46  
Closing Balance  (1,604)  (3,566)  

Note 13: Deposits from central banks 


EUR 1,000  31. 12. 2010  31. 12. 2009  
Short-term debts arising from loans and advances from base money supply against pledged securities  - 120,633  
Total  - 120,633  

Among short-term debts to central banks, the Bank draws funds using the pool of collateral at the Bank of Slovenia under conditions, consistent with the monetary policy of the Central Bank. On 31 December 2010, no loans were drawn. 
Note 14: Financial liabilities held for trading 

-81,765 
-543 
-34,330 
-46,892 525 -525 81,765 

In Financial Statements as of 31 December 2009, liabilities arising from the settlement of spot transactions in the amount of 525 thousand euros used to be reported among “Other liabilities”. In 2010, the Bank began to recognize them among “Financial liabilities held for trading”. In order to ensure consistent comparative amounts with data for 2010, the Bank restated those liabilities also in balance on 31 December 2009 to “Financial liabilities held for trading”. 
Note 15: Derivatives - hedge accounting 
EUR 1,000  31. 12. 2010 Level 2  31. 12. 2009 Level 2  
Cash flow hedge  55,524  13,992  
Total  55,524  13,992  

Financial Statements 
Notes on the Financial Statements 
Note 16: Financial liabilities measured at amortised cost 
Deposits from banks 
EUR 1,000  31. 12. 2010  31. 12. 2009  
On demand  8,254  12,428  
Short-term deposits  966,227  1,144,155  
Long-term deposits  469,361  446,003  
Total  1,443,842  1,602,586  

Loans from banks 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Long-term loans  352,102  383,113  
Total  352,102  383,113  

Deposits from customers 
EUR 1,000  31. 12. 2010  31. 12. 2009  
On demand  323,338  274,444  
Corporates  183,307  147,363  
Financial institutions  7,646  4,043  
Public sector  5,131  4,998  
Private customers  99,168  90,112  
Non-residents  28,086  27,928  
Short-term deposits  310,020  439,817  
Corporates  71,117  90,245  
Financial institutions  10,654  30,928  
Public sector  131,025  225,324  
Private customers  83,402  69,465  
Non-residents  13,822  23,855  
Long-term deposits  149,467  106,492  
Corporates  14,750  4,427  
Financial institutions  1,053  1,053  
Public sector  11,703  1,452  
Private customers  113,985  94,514  
Non-residents  7,976  5,046  
Total  782,825  820,753  

Deposits from corporates also include deposits from sole traders. 
Subordinated liabilities 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Subordinated liabilities to banks  30,148  30,129  
Total  30,148  30,129  

In the year 2008, the Bank signed a subordinated loan facility agreement for ten years in the amount of 20,000 thousand euro with loan interest rate Euribor + 1.1 %. 
In the year 2009, the Bank signed an additional subordinated loan facility agreement for 10,000 thousand euro with loan interest rate Euribor 
+ 3 %. Both facility amounts were signed with UniCredit Bank Austria AG, Vienna and are fully drawn. 
Note 17: Provisions 


EUR 1,000  31. 12. 2010  31. 12. 2009  
For pending legal cases  119  119  
For severance and jubilee salaries  1,005  880  
For operational risk - money laundering  14  14  
For potential losses  - 931  
For off-balance-sheet items  979  534  
Total  2,117  2,478  


Opening Balance Increases Decreases 
Use of provisions Other decreases 
Closing Balance 119 880 14 931 534 2,478 


-141 --1,788 1,929 
-(16) -(931) (1,343) (2,290) 
-(16) ---(16) ---(931) (1,343) (2,274) 
119 1,005 14 -979 2,117 
5 794 14 -353 1,166 
119 127 -931 816 1,993 
(5) (41) --(635) (681) 
-(41) ---(41) 
(5) ---(635) (640) 
119 880 14 931 534 2,478 
Note 18: Tax liabilities 


EUR 1,000  31. 12. 2010  31. 12. 2009  
Current tax liabilities  921  - 
Deferred tax liabilities  1,487  1,253  
Fair value reserves, Available-for-sale financial assets  1,487  1,253  
Total  2,408  1,253  

Notes on the Financial Statements 

Note 19: Other liabilities 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Liabilities arising from settlement of securities  10,546  54  
Other liabilities arising from settlement of transactions  1,046  8,446  
Accrued expenses and deferred income  5,809  5,595  
Liabilities to suppliers  1,454  2,241  
Liabilities arising from gross salaries  1,323  1,160  
Liabilities for taxes and contributions  441  457  
Liabilities for fees  247  75  
Other liabilities  253  896  
Total  21,119  18,924  

In Financial Statements as of 31 December 2009, liabilities arising from the settlement of spot transactions in the amount of 525 thousand euros used to be reported among “Other liabilities”. In 2010, the Bank began to recognize them among “Financial liabilities held for trading”. In order to ensure consistent comparative amounts with data for 2010, the Bank restated those liabilities also in balance on 31 December 2009 to “Financial liabilities held for trading”. 
Note 20: Share capital 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Ordinary shares - subscribed by privates  1  1  
Ordinary shares - subscribed by foreign banks  16,257  16,257  
Total  16,258  16,258  

The Bank’s share capital on 31 December 2010 amounts to 16,258,321 euros and is comprised of 3,898,878 pieces of ordinary non-par­value shares, which are fully paid. Each primary non-par-value share entitles its holder to one vote when concluding decisions at the Bank’s General Meeting of Shareholders, to share in profit (dividend) and to appropriate share in remaining assets after the Bank’s liquidation or bankruptcy. 
The Bank had not paid out dividends for years 2010 and 2009. 
Note 21: Share premium 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Payments in excess of nominal amounts of paid-up shares  45,861  45,861  
Share premium account arising from general capital revaluation adjustment  16,024  16,024  
Total  61,885  61,885  

Note 22: Fair value reserves 


EUR 1,000  31. 12. 2010  31. 12. 2009  
Fair value reserves, Cash flow hedge  (7,380)  (5,183)  
Fair value reserves, Available-for-sale financial assets  (116)  5,001  
Total  (7,496)  (182)  

Fair value reserves, Cash flow hedge 

EUR 1,000  2010  2009  
Opening Balance  (5,183)  (4,148)  
Gross value  (6,479)  (5,251)  
Deferred taxes  1,296  1,103  
Increases  - 11  
Gross value  - 11  
Decreases  (2,197)  (1,046)  
Gross value  (2,746)  (1,239)  
Deferred taxes  549  193  
Closing Balance  (7,380)  (5,183)  
Gross value  (9,225)  (6,479)  
Deferred taxes  1,845  1,296  

Fair value reserves, Available-for-sale financial assets 

EUR 1,000  2010  2009  
Opening Balance  5,002  719  
Gross value  6,252  910  
Deferred taxes  (1,250)  (191)  
Increases  417  5,111  
Gross value  521  6,170  
Deferred taxes  (104)  (1,059)  
Decreases  (5,535)  (828)  
Gross value  (6,919)  (828)  
Deferred taxes  1,384  - 
Closing Balance  (116)  5,002  
Gross value  (146)  6,252  
Deferred taxes  30  (1,250)  

The equity shares in the amount of 53,098 thousand euros, which the Bank gained as a result of terminated repo transaction, are linked to each other via a profit-sharing agreement among other related banks. Therefore, the gains or losses for these shares are considered in aggregate as a package. A potential loss will be recognized in the Statement of Income only if the total fair value of all shares is substantially lower than the total acquisition value. 
Financial Statements 
Notes on the Financial Statements 

Note 23: Retained earnings 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Mandatory reserves  1,294  1,294  
Other reserves from profit  118,535  107,563  
Total  119,829  108,857  

Note 24: Net profit for the year 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Net profit for the year  13,147  8,798  
Transfer to reserves from profit  (6,574)  (4,399)  
Total  6,573  4,399  

Earning per share 
EUR 1,000  31. 12. 2010  31. 12. 2009  
(1) Net profit for the year  13,147  8,798  
(2) Number of shares  3,898,878  3,898,878  
(3) Earning per share in euros (1) / (2)  3.37  2.26  

Basic and diluted earnings per share are the same as the Bank has no dilutive instruments. 
Note 25: Interest income 
EUR 1,000  2010  2009  
Interest on deposits placed with the Central Bank  174  216  
Interest on financial assets held for trading  23,099  19,261  
Interest on financial assets designated at fair value through profit or loss  189  651  
Interest on derivatives used for hedging  8,483  6,210  
Interest on financial assets available for sale  10,080  10,625  
Interest on loans and receivables  70,090  77,974  
To banks  1,034  3,380  
To customers  69,056  74,594  
Interest from impaired loans  3,303  2,013  
To customers  3,303  2,013  
Interest on financial assets held to maturity  430  810  
Other interest income  1,038  847  
Total  116,886  118,606  

Note 26: Interest expense 


EUR 1,000  2010  2009  
Interest on balances with the Central Bank  603  2,207  
Interest on financial liabilities held for trading  22,389  18,361  
Interest on derivatives used for hedging  8,235  7,296  
Interest on received deposits and loans  32,646  51,701  
Paid to banks  24,677  40,161  
Paid to customers  7,969  11,540  
Other interest expenses  13  11  
Total  63,886  79,576  

Interest expense for subordinated loans amounts to 768 thousand euros for 2010 (712 thousand euros for 2009). 
Note 27: Dividend income 

EUR 1,000  2010  2009  
Dividends from financial assets available for sale  2,290  1,638  
Total  2,290  1,638  

Note 28: Fee and commission income 


EUR 1,000  2010  2009  
Fees from collateral granted  1,789  1,306  
Fees from payment operations  5,287  5,110  
Fees from agency services and commission operations  447  295  
Fees from securities business for customers  5,033  3,535  
Fees from lending business  5,455  6,283  
Other fees  4,580  3,884  
Total  22,591  20,413  

Note 29: Fee and commission expenses 

EUR 1,000  2010  2009  
Fees for banking services  2,385  2,271  
Fees for carrying out agency and commission operations  145  171  
Fees for securities business  963  620  
Fees for performing payment operations  361  327  
Total  3,854  3,390  

Financial Statements 
Notes on the Financial Statements 
Note 30: Realised gains and losses on financial assets and liabilities not measured at fair value through profit or loss 
EUR 1,000  2010  2009  
Realised gains  1,238  1,908  
On available-for-sale financial assets  1,166  1,874  
On loans  72  14  
On other financial assets and liabilities  - 21  
Realised losses  (591)  (544)  
On available-for-sale financial assets  (285)  (443)  
On loans  (306)  (81)  
On other financial assets and liabilities  - (20)  
Total  647  1,364  

Within “Realised gains on avabilable-for-sale financial assets” the Bank recognized in 2010 gains on sale of bonds (in 2009 gain realized with sale of equity investment into Petrol d.d., in amount of 1,824 thousand euros and of Sava d.d., in amount to 48 thousand euros). 
Note 31: Gains and losses on financial assets and liabilities held for trading 
EUR 1,000  2010  2009  
Net gains on securities trading  984  599  
Net gains on purchase and sale of foreign currencies  (4,136)  295  
Net gains on derivatives  (619)  (59)  
Total  (3,771)  834  

Note 32: Gains and losses on financial assets and liabilities designated at fair value through profit or loss 
EUR 1,000  2010  2009  
Net gains on loans designated at fair value through profit or loss  (11)  144  
Total  (11)  144  

Note 33: Exchange differences  

EUR 1,000  2010  2009  
Gains on foreign exchange differences  498,182  324,361  
Losses on foreign exchange differences  (493,597)  (319,588)  
Total  4,585  4,773  

Note 34: Gains and losses on derecognition of assets other than held for sale 

EUR 1,000  2010  2009  
Losses on derecognition  (364)  (372)  
Total  (364)  (372)  

Note 35: Other operating net income 


EUR 1,000  2010  2009  
Gains  163  294  
Gains on release of accrued expense  104  51  
Gains on operational risk  17  197  
Other gains  42  46  
Losses  (187)  (185)  
Memberships  (87)  (95)  
Losses from operational risk  (41)  (39)  
Other losses  (59)  (51)  
Total  (24)  109  

Note 36: Administrative costs 
Staff costs 

EUR 1,000  2010  2009  
Gross salaries  14,402  13,339  
Contributions for social security  1,164  1,046  
Contributions for pension insurance  1,374  1,264  
Other contributions levied on gross salaries  40  10  
Other staff costs  3,367  3,082  
Total  20,347  18,741  

Included in other staff costs are expenses for unused holidays in the amount of 59 thousand euros (9 thousand euros in 2009). 
The accrued expenses for equity settled share based payment (recognized in the Statement of Financial Position) on 31 December 2010 amount to 116 thousand euros (119 thousand euros on December 31 2009). The expense for equity settled share based payment amounts to 24 thousand euros (44 thousand euros in 2009). 
Notes on the Financial Statements 

Shares and share options 

35,165 4,03 116,181 0,97 
6,480 3,80 
28,685 4,08 116,181 0,97 

Other administrative costs 
EUR 1,000  2010  2009  
Operating leasehold on premises  2,222  2,173  
IT services  2,281  2,204  
Communication  1,552  1,710  
Consulting and auditing services  2,102  1,389  
Other outsourced services  1,053  740  
Marketing  1,665  1,592  
Training  374  335  
Material costs  451  474  
Costs of fixed assets maintenance  832  880  
Insurance  600  611  
Travel costs  260  195  
Other costs  736  703  
Total  14,128  13,006  

Consulting and auditing services include the audit of the financial statements for 2010 in the amount of 113 thousand euros provided by KPMG Slovenija, podjetje za revidiranje, d.o.o. The same audit company performed the audit of custody business which amounts to 8 thousand euros. The costs of tax advisory by Ernst & Young Svetovanje d.o.o. amount to 8 thousand euros. 
The Bank rents a number of branches and office premises. Rental contracts usually run for up to 15 years with the option to renew or cancel them. 
The future minimum lease payments to be paid not later than in one year amount to 2,087 thousand euros, payments to be paid later than in one year and not later than in five years 2,290 thousand euros and payments to be paid later than in five years 862 thousand euros (in 2009 2,124 thousand euros not later than in one year). 
Note 37: Depreciation 


EUR 1,000 2010 2009  
Depreciation of property, plant and equipment  1,974  2,119  
Depreciation of leasehold improvements  738  826  
Depreciation of computer hardware  558  617  
Depreciation of other equipment  678  675  
Amortisation of intangible assets  2,614  2,325  
Total  4,588  4,443  

Note 38: Provisions 


EUR 1,000 2010 2009  
For pending legal cases  - (114)  
For severance and jubilee salaries  (141)  (127)  
For potential losses  931  (931)  
For off-balance-sheet items  (444)  (181)  
Total  346  (1,354)  

Note 39: Impairment 


EUR 1,000 2010 2009  
Impairment of available-for-sale financial assets  - 83  
Impairment of financial assets, measured at cost  20,540  15,528  
Increase  43,817  29,569  
Loans  42,185  25,972  
Fees  5  19  
Other assets  1,627  3,578  
Decrease  (23,277)  (14,041)  
Loans  (19,670)  (13,995)  
Fees  (16)  (14)  
Other assets  (3,591)  (32)  
Total  20,540  15,611  

The Bank creates impairments of financial assets and provisions for assumed liabilities by off-balance-sheet items in accordance with the International Financial Reporting Standards. Thus, for creating impairments for the best clients the Bank uses the portfolio approach and the IBNR (Incurred but Not Reported) methodology. On the remaining part of the portfolio, the Bank creates impairments on individual basis (at the client or transaction level) while taking into account the following criteria: 
- Delay in contractually agreed payments of principal, interest and/or other fees; 
- Cash flow difficulties; 
- Breaches of loan covenants or conditions; 

- Bankruptcy or any other legal proceedings that can result in loss for the Bank from that investment; 
- Information that might have impact on received repayments to the Bank. 
Financial Statements 
Notes on the Financial Statements 
In case of individual assessment of losses from credit risk, the Bank calculates the required impairment of financial asset as a difference between the accounting and the replacement value. The latter is calculated by discounting expected future cash flows by using the effective interest rate, whereby it takes into consideration the expected cash flows from cashable collateral. 
Also, at reversal of impairments the Bank takes into consideration the criteria listed above and the calculation model. 
Note 40: Profit or loss from non-current assets held for sale 
EUR 1,000  2010  2009  
Profit from non-current assets held for sale  14  22  
Loss from non-current assets held for sale  (33)  (162)  
Total  (19)  (140)  

Note 41: Tax expense 

EUR 1,000  2010  2009  
Current tax  2,562  1,938  
Deferred tax  104  511  
Total  2,666  2,450  


11,248 
21.00 % 2,362 
(6.85 %) (771) 
4.24 % 477 
(4.54 %) 511 
0.37 % 42 
4.17 % 469 
(1.15 %) (129) 
21.78 % 2,450 

Notes to the Statement of Cash Flows 
Note 42: Cash and Cash equivalents 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Cash  13,174  12,454  
Minimum reserve with the Central Bank  19,142  25,567  
Other balances with the central bank  52,000  40,000  
Financial assets held for trading  403  4,671  
Available-for-sale financial assets  120,522  70,026  
Loans to banks with maturity up to 3 months  10,349  539,940  
Total  215,590  692,658  

Financial assets held for trading and available-for-sale financial assets comprise the Republic of Slovenia bonds. 
Notes to the Off-balance-sheet Items 
Note 43: Off-balance-sheet Items 

EUR 1,000  31. 12. 2010  31. 12. 2009  
Financial guarantees  105,251  47,962  
Non-financial guarantees  79,747  64,954  
Committed credit and overdraft lines  224,066  278,985  
Creditors on spot business  15,167  42,104  
Letters of credit  187  5,778  
Creditors under pledged securities for the bank's liabilities  6,093  120,728  
Notional amount of derivatives  4,637,913  4,609,332  
Total  5,068,424  5,169,843  

Guarantees 

EUR 1,000  2010  2009  
Opening Balance  112,916  145,171  
Increases  213,885  133,186  
Issued guarantees  202,608  115,698  
Exchange rate differences  11,277  17,488  
Decreases  (141,803)  (165,441)  
Redemption  (1,740)  (672)  
Expired guarantees  (127,693)  (140,132)  
Exchange rate differences  (12,370)  (24,637)  
Closing Balance  184,998  112,916  

Financial Statements 
Notes on the Financial Statements 

Derivatives 
EUR 1,000  31. 12. 2010 Level 2  31. 12. 2009 Level 2  
Forwards and futures  81,293  282,531  
Interest options  390,615  649,085  
Currency options  617,818  781,131  
Other options  355  - 
Interest swaps  3,321,351  2,884,432  
Held for trading  1,557,180  2,005,696  
Held for hedging  1,764,171  878,736  
Currency swaps  218,731  - 
Commodity swaps  7,749  12,153  
Total  4,637,913  4,609,332  

The explanations regarding an indication of the uncertainties relating to the financial derivatives is done within analysis of the counterparty risk, chapter Risk report. The Bank’s intention is also to close most of the postions out of derivative bussines. 
Note 44: Fiduciary activities 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Cash from clients for brokerage with financial instruments  6,133  5,955  
Receivables from brokerage business with financial instruments  533  76  
Receivables from managing financial instruments  6,525  4,569  
Receivables from custody business  4,750,683  3,154,032  
Receivables with the Central Securities Clearing Corporation for sold financial instruments  263  95  
Receivables from settlement business  473  - 
Receivables from other businesses on behalf and for account of third parties  258,807  336,775  
Assets total Liabilities to customers from money and financial instruments  5,023,417 4,763,603  3,501,502 3,164,651  
Liabilities to the Central Securities Clearing Corporation for financial instruments bought  532  76  
Liabilities to bank for commissions, expenses, etc.  2  - 
Liabilities from settlement business  473  - 
Liabilities from other businesses on behalf and for account of third parties  258,807  336,775  
Liabilities total  5,023,417  3,501,502  

Note 45: Agency services 


EUR 1,000  31. 12. 2010  31. 12. 2009  
Claims of settlement and transaction accounts for client assets  4,758,004  3,158,772  
From financial instruments  4,757,741  3,158,677  
To the Central Securities Clearing Corporation or to bank's clearing account for sold financial instruments  263  95  
Clients' cash  6,133  5,955  
On settlement account for clients' funds  5,238  3,867  
On banks' transaction accounts  895  2,088  
Assets total Liabilities of settlement account or transaction accounts for clients' funds  4,764,137 4,764,137  3,164,727 3,164,727  
To clients from cash and financial instruments  4,763,603  3,164,651  
To the Central Securities Clearing Corporation or to bank's clearing account for purchased financial instruments  532  76  
To the bank or the bank's settlement account for commissions, expenses, etc.  2  - 
Liabilities total  4,764,137  3,164,727  
Off-balance-sheet items  4,757,741  3,158,677  
Clients' financial instruments, itemised by services  4,757,741  3,158,677  
Reception, intermediary and execution of orders  533  76  
Managing financial instruments  6,525  4,569  
Custodian services  4,750,683  3,154,032  

Income and expenses from fees related to investment services and businesses 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Income from fees and commission related to investment and subsidiary investment services and businesses for clients  5,033  3,535  
Reception, intermediary and execution of orders  620  652  
Management of financial instruments  175  160  
Initial public offering and subsequent sales without obligation to buy  437  574  
Custodian and related services  3,801  2,149  
Expenses from fees and commission related to investment and auxiliary investments services and businesses for clients  982  643  
Fees related to the Central Securities Clearing Corporation and to similar organizations  535  313  
Fees related to the stock exchange and similar organizations  447  330  

Notes on the Financial Statements 
Note 46: Related parties 
The Bank is a subsidiary of UniCredit Bank Austria AG Vienna, incorporated in Austria, which owns 99.99 % of the Bank’s shares. The remaining shares are owned by the Slovenian legal entities and private individuals. The ultimate parent of the Group is UniCredit S.p.A., Italy. 
The Bank enters into a number of banking transactions with other members of UniCredit, which includes granted and received loans and deposits, buying and selling foreign currency as well as derivatives. 
The volumes of related-party transactions and related income and expenses are stated as follows: 
Statement of Financial Position 
EUR 1,000  31. 12. 2010  31. 12. 2009  
Loans  26,777  533,841  
Management Board  1  2  
Key management personnel  320  330  
Close members of the family of key management personnel  4  3  
Parent company  5,309  514,038  
Other companies within UniCredit  21,143  19,468  
Derivatives  22,149  16,759  
Other companies within UniCredit  22,149  16,759  
Other assets  10  1,064  
Parent company  7  48  
Other companies within UniCredit  3  1,015  
Total assets  48,936  551,664  
Financial liabilities measured at amortised cost  1,734,861  1,855,312  
Management Board  453  422  
Key management personnel  51  19  
Close members of the family of key management personnel  17  21  
Parent company  1,728,720  1,735,149  
Other companies within UniCredit  5,620  119,701  
Derivatives  157,670  86,369  
Other companies within UniCredit  157,670  86,369  
Other liabilities  1,422  4,214  
Parent company  63  2,008  
Other companies within UniCredit  1,359  2,206  
Total liabilities  1,893,953  1,945,894  

Loans granted to key management personnel are concluded in line with the Bank’s lending policy. Loans to banks within the Group include demand deposits, time deposits and loans to banks. They are unsecured and carry partially variable and partially fixed interest rates. 
Statement of Income 

EUR 1,000  2010  2009  
Interest income  1,021  2,832  
Management Board  - 2  
Key management personnel  6  12  
Parent company  787  1,626  
Other companies within UniCredit  228  1,192  
Interest expense  22,758  36,413  
Management Board  14  14  
Close members of the family of key management personnel  15  - 
Parent company  22,714  21,866  
Other companies within UniCredit  15  14,532  
Fee and commission income  1,320  1,155  
Parent company  651  381  
Other companies within UniCredit  669  774  
Fee and commission expenses  655  978  
Parent company  466  712  
Other companies within UniCredit  189  266  
Administrative costs  2,851  1,702  
Parent company  59  - 
Other companies within UniCredit  2,792  1,702  
Accrued costs for unused holidays  7  8  
Management Board  3  8  
Key management personnel  4  - 
Provisions for severance and jubilee salaries  9  5  
Management Board  6  1  
Key management personnel  3  4  

Notes on the Financial Statements 

Remuneration paid 
EUR 1,000  2010  2009  
Remuneration paid to the Management Board  642  657  
Salaries and other short-term benefits  608  623  
Insurance premiums  34  34  
Remuneration paid to the Supervisory Board members  57  17  
Remuneration paid to other employees with an individual contract  776  543  
Salaries and other short-term benefits  776  543  
Total Number of the Management Board members as of 31. 12.  1,475 3  1,216 3  
Number of the Supervisory Board members as of 31. 12.  6  6  
Number of other employees with an individual contract as of 31. 12.  13  10  

In 2010, there were on average twelve employees with an individual contract. 
In 2010, the Management Board members received: dr. France Arhar 190 thousand euros fixed salary, 41 thousand euros variable salary and 2 thousand euros other remuneration; Janko Medja 140 thousand euros fixed salary, 20 thousand euros variable salary and 2 thousand euros other remuneration; Francesco Vercesi 123 thousand euros fixed salary, 25 thousand euros for the purpose of social security contributions paid abroad and 39 thousand euros variable salary. Insurance premiums were paid on behalf of dr. France Arhar in the amount of 20 thousand euros, for Janko Medja 7 thousand euros and Francesco Vercesi 7 thousand euros. 
The Supervisory Board members received: Giuseppe Verrascina 28 thousand euros compensation paid and Andretta Franco 18 thousand euros compensation paid. 
Note 47: Events after the reporting period 
After 31 December 2010, the Bank did not detect any major events that would affect the business. 
Note 48: Legal disputes 
There have been five pending litigations amounting together to 7.6 million euros in which the Bank has been involved as a defendant on December 31 2010 (on December 31 2009: 6.4 million euros). Claims in all five litigations are in the Bank’s opinion entirely unfounded and therefore the Bank does not expect significant expenses in this respect. Furthermore, the Bank has formed adequate impairments and provisions for litigations in line with the professional rules. 
Note 49: Statement of material effect on the financial statement 
UniCredit Banka Slovenija d.d., as a member of UniCredit, enters into several business transactions with related parties from the Group. Such transactions are conducted at normal market conditions and have no negative impact in the presented financial statements. In line with paragraph 545 of the Companies Act, we declare that in the years 2010 and 2009 there were no detrimental transactions or other actions done, which would in any way jeopardise the operations of the Bank. 


Chairman of the Management Board Member of the Management Board 

Francesco Vercesi 



Member of the Management Board Chief Financial Officer 
Risk Repor t 
Overall Risk Management 
In line with UniCredit perspective, UniCredit Banka Slovenija d.d. identifies, measures, monitors, and/or manages the following categories of risk: 
• 
Credit risk; 

• 
Market risk (foreign exchange, interest rate, equity trading and commodity risk); 

• 
Liquidity risk; 

• 
Operational risk; 

• 
Business risk; 

• 
Real estate risk; 

• 
Risks arising from the Bank's shareholdings and equity interests. 


The Bank manages its risks as well as its capital in a coordinated manner at all relevant levels within its organization. Furthermore, the risk management framework is part of UniCredit's CEE risk management practice and of course supports UniCredit’s efforts to establish uniform Group-wide risk management and control procedures. 
All risk management activities of UniCredit Banka Slovenija d.d. are conducted by the Risk Management division, which is independent from the business units and reports to the Management Board and to the CEO (Chairman of the Management Board). There are three types of committees on the high level, which are central to the risk function: the Assets and Liabilities Committee (ALCO), the Credit Committee and the Operational Risk Committee. 
ASSET/LIABILITY COMMITTEE (ALCO) 
The ALCO, as the overall risk management committee for UniCredit Banka Slovenija d.d., determines the risk management principles in the overall bank risk policy and validates on a regular basis the Bank’s risk map. It approves the establishment of limits for all relevant risks and the risk control procedures. ALCO is responsible for the management of the balance-sheet structural positions, controls liquidity and interest rate risk, is informed about loan portfolio and deals with cross-divisional risk management issues arising between sales units and the overall bank management. The ALCO also deals with all issues relating to overall bank risk and capital management. It has an overview of capital adequacy, development of regulatory capital and ratios, economic capital, capital allocation and available financial resources. 
CREDIT COMMITTEE 
For the approval of customer credit exposures, the Bank uses a two-level credit committee structure, whereas the (potential) exposure amount of the client or the group of clients determines which level of credit committee is responsible for taking the approval decision. In both credit committees, representatives of the Risk Management and Sales divisions are present. Credit committee sessions are held two times per week. Procedures are prescribed and written down in guidelines. Lower exposures and exposures toward private individual clients are organized in the Bank via individual approval rights delegated by the highest level Credit Committee of the Bank. 
OPERATIONAL RISK COMMITTEE (OPRISK COMMITTEE) 
The OpRisk Committee is responsible for effective oversight over operational risk exposure. The OpRisk Committee shall have an overall understanding of the operational risk control framework and of how operational risk affects the company. The OpRisk Committee is also responsible for verifying that the operational risk measurement and control system is closely integrated in the day-to-day risk management process of the Bank. The OpRisk Committee meets on a bimonthly basis. 
RISK TAKING 
In the state-of-the-art banking business set-up, client business has to be treated free of interest rate, foreign exchange, and liquidity risk. As a consequence, it is necessary to determine a clear pricing basis for customer loans and deposits, in order to enable a clear separation of client business benefit from the internal funds management function of the Bank. The market and liquidity risks are transferred via a market-based fund transfer pricing system to the risk taking units. This makes it possible to attribute market and liquidity risk and contribution margins to the Bank's business divisions in line with the principle of causation. 
Within the Bank, the Markets division is the only unit that has the responsibility to manage market risks. The liquidity risk is managed by the Asset Liability Managment Department (ALM department) which reports directly to the CFO. The Markets division and ALM are accountable for optimizing the Bank’s overall maturity structure and the return on it. 
RISK APPETITE 
The Bank’s strategic targets are always assessed from three different perspectives (risk appetite framework): 
a) From the capital adequacy perspective, where on one side there are limitations and rules set by the regulator and on the other side there is 
the Group’s risk appetite. 
b) From the profitability and risk perspective, where the Bank wishes to manage the volatility of earnings and to maintain sustainable growth. 
c) From funding and liquidity perspective: liquidity is provided by the customers and the remaining part from the Group. 

Credit Risk 

Credit risk arises from all transactions that give rise to actual, contingent or potential claims against any counterparty, borrower or obligor. 
Credit risk consists of several risk types: 

• 
Default risk is the risk that after 90 days the counterparty fails to meet contractual payment obligations. 

• 
Country risk is the risk that the Bank may suffer a loss in any given country, due to any of the following reasons: a possible deterioration of economic conditions, political and social upheaval, nationalization and expropriation of assets, government repudiation of indebtedness, exchange controls and disruptive currency depreciation or devaluation. Bank is not exposed to this type of risk. 

• 
Settlement risk is the risk that the settlement or clearance of transactions will fail. It arises whenever the exchange of cash, securities and/or other assets is not simultaneous. 

• 
Concentration risk is the risk which arises from the overexposure toward single client, single industry or single geographic area. 

• 
Counterparty credit risk. 

• 
Securitization risk toward witch the Bank is not exposed. 



The main objective of credit risk management is to reach and obtain high quality and dispersion of the Bank’s credit portfolio. The Bank manages credit risk according to its internal rules. The credit risk management procedures are performed on a single transaction level, single client level and on a portfolio level. 
MEASURING CREDIT RISK 

The foundation of credit approval process is a detailed risk assessment of every credit exposure associated with counterparty. The Bank risk assessment procedures consider both credit rating of the counterparty and the risks related to the specific type of credit facility exposure. When measuring credit risk for corporate clients, the Bank calculates a credit rating which also forms basis for assessment of the probability of default. In addition to determining credit rating, exposure as well as repayment potential is also assessed based on the available cash flow projection. 
Credit rating is determined based on financial data, qualitative factors and warning signals. The Bank uses ten major credit rating classes with additional sub-classes. UniCredit’s scale includes in total 28 credit rating classes, which are calibrated on local circumstances. 
Comparison between internal and external ratings: 


PORTFOLIO ANALYSIS 

As of the end of December 2009, the Bank’s on-balance outstanding portfolio toward non-banking claims grew by 236 million euros or by 11 % compared to the end of the year 2009. Major growth of volumes was in the Households segment, where the Bank grew by 24 %. The total Bank’s on-balance outstanding portfolio including banking and non-banking claims decrease by 199 million euros or by 11 % compared to the end of the previous year, which is due to the decrease in the exposure toward banking sector by 535 million euros. 
Risk Report 
Risk Repor t 

Portfolio segmentation as of 31 December 2010 
Private Customers 
35 % 

Corporates 
54 % 


Banks 
1 % 

State and other public entities 
11 % 

Portfolio segmentation as of 31 December 2009 
Private Customers 
25 % 
Corporates 
46 % 


Banks 
21 % 
State and other public entities 
8 % 

Food and Beverages Holding
Financial Institutions 5 % & Insurance Machinery, Metals 
2 % 6 % 3 % 

Media, Paper Energy (Waste Mgmt.) 
1 % 2 % 

Real Estate 
1 % 

Consumer Servicesgoods 
7 % 6 % 

Construction, Telecom and IT Wood 
1 % 
Tourism 
4 % 2 % 
Transport, Travel 
7 % 
Forestry 
1 % 
Food and Machinery, 
Beverages Holding 
Metals
4 % 3 % 
2 % 

Financial Institutions & Insurance Media, Paper 
5 % 1 % 
Real Estate 
2 % 

Energy (Waste Mgmt.) 
Services

2 % 5 % 
Telecom and IT goods 1 % 6 % Consumer Tourism 
1 % 
Transport, Travel 
6 % 



Automotive Chemicals, Pharma, 2 % Healthcare 
1 % 

Geographical split of the Bank’s portfolio 


Slovenia EU (excluding Slovenia) Countries of former Yugoslavia Other 
Total 

2,289.99 
2,074.57 10 % 

27.59 
560.13 (95 %) 

58.21 
60.64 (4 %) 

20.73 
14.98 38 % 

2,396.52 
2,710.32 -12 % 

Please note that the above credit exposure is expressed in terms of gross values not including impaired amounts. The decrease in the exposure toward clients in the EU is due to the decrease in the exposure toward banking sector. 
COLLATERAL 

In order to decrease credit risk exposure, the Bank uses collateral in order to decrease credit risk exposure. The Bank has adopted internal policy regarding the collateral where it defines different types of collaterals and the procedures for monitoring its eligibility and its material value. Major types of collateral are: 
• 
Mortgages over residential and business properties; 

• 
Pledge over movables; 

• 
Pledge over cash deposits; 

• 
Charges over financial instruments (e.g. bonds, shares); 

• 
Guaranties. 



According to collateral guidelines, collaterals are exposed to a regular reviewing process, either on individual or portfolio basis. Such approach gives the Bank a better view of the current status and actual value of collateral. 
Banks exposure toward non-banks clients 


Please note that the above credit exposure is expressed in terms of gross values not including impaired amounts. 
Risk Repor t 

Banks exposure toward banks clients 

Exposure 
462.23 0.00 
23.01 0.00 
6.85 0.00 
15.18 5.00 
0.01 10.02 
0.81 0.00 
0.00 0.00 
0.00 0.00 
0.00 0.00 
65.57 0.00 
573.66 15.02 

Please note that the above credit exposure is expressed in terms of gross values not including impaired amounts. 
IMPAIRMENT AND PROVISIONING POLICIES 
The Bank has a defined procedure and internal policy for portfolio monitoring and impairments. Internal policy on impairments is in line with the Bank of Slovenia decree. Impairments of on-balance-sheet assets and off-balance-sheet assets are conducted according to the IFRS standards. For its best clients, the Bank uses the portfolio approach and methodology Incurred but Not Reported (IBNR). For the other clients, the Bank sets impairments using individual approach (on a client or transaction level) taking into consideration the following: 
• 
Delay in contractually agreed payments of principal, interest and/ or other fees; 

• 
Cash flow difficulties; 

• 
Breach of loan covenants or conditions; 

• 
Bankruptcy or any other legal proceedings that can result in loss for the Bank; 

• 
Information that might have impact on received repayments to the Bank. 


At individual assessment of the client credit exposure, the Bank calculates the needed impairment as a difference between book value and the recovery value. This is calculated using the discounted cash flows, taking into consideration the future cash flows from collaterals. 
The Bank regularly monitors the portfolio development and the coverage ratio, which is regularly reported to the senior management and to the Management Board. The Bank also performs monitoring on a single client level, for those clients whose payments are overdue. To identify which department is dealing with a specific client, the Bank has adopted three statuses, namely: 
1) The “Watch Loan” status means that the client is still performing, but may be endangered according to different warning signals criteria. In such cases, specific action plans are required by the Credit Underwriting department and set up and executed by the business units. 
2) The “Restructuring” status: In such a case, the Bank attempts to restructure the exposure towards the client with the aim to bring the client back to the normal performing status, whereby any potential losses are to be minimized. This activity is led by the Restructuring and Workout department and assisted by the business units. 
3) The “Work-out” status means that the contract with the client is cancelled and the Restructuring and Workout department is responsible for recovery via legal execution possibilities. 
Banks exposure toward non-bank clients according to their credit rating 

1 2 3 4 5 
Doubtful and default 
Not rated 
Total 

243.33 0.03 183.78 
246.04 0.00 205.11 

497.29 0.18 217.58 
295.50 0.02 90.77 

251.84 0.35 164.53 
287.08 0.05 168.18 

264.03 0.44 163.28 
335.52 0.13 197.88 

334.51 1.05 127.76 
373.53 0.33 148.93 

231.51 1.40 54.52 
312.68 0.27 102.48 

272.91 3.86 128.87 
91.02 1.00 35.10 

107.54 2.61 32.59 
51.76 1.20 22.72 

159.85 51.63 43.24 
112.31 34.56 55.10 

8.06 0.17 1.04 
31.21 0.00 1.08 

2,370.87 61.72 1,117.19 
2,136.65 37.56 1,027.35 

Credit assets are classified and reported as non-performing if one or more of the default criteria under the Basel II are met: full repayment unlikely, interest or principal payments on a material exposure more than 90 days past due, restructuring resulting in a loss to the lender, realization of a loan loss, or opening of bankruptcy proceedings. These advances are classified and reported under the non-performing assets. 
On average in the Bank, loan loss provisions covered 32.3 % of the reported non-performing (NPL) assets. Taking into consideration also the collateral the coverage ratio is 59.4 %. At the end of December 2010, NPL increased by 47.5 million euros or by 42.3 % to 160 million euros. Loan loss provisions for non-performing loans have increased by 17 million euros or by 49.4 % to 51.6 million euros. 
COUNTERPARTY RISK 

Credit risk is generally defined as risk of non-performance of counterparts on repaying principal, interest, and/or miscellaneous payments related to obligations out of properties of the transactions. Counterparty credit risk arises when transactions in treasury or security instruments are concluded with the counterparty. 
For the purposes of credit risk management, UniCredit Banka Slovenija d.d. has been using a counterparty credit risk model based on the simulation approach. The exposure of any individual counterparty is evaluated by running a path simulation of its portfolio based on the individual products contained therein. The future present value of the whole portfolio is calculated based on scenarios representing volatilities and correlations of a three-year time series of risk factors. 
The limit utilization is the maximum of the 97.5 % quantiles of each grid point. 
Risk Repor t 
Counterparty risk exposures of UniCredit Banka Slovenija d.d. by rating class 
million EUR Rating class  Counterparty risk exposure 31. 12. 2010  31. 12. 2009  
1  43.45  34.88  
2  26.74  21.66  
3  2.04  3.57  
4  1.30  5.27  
5  2.56  32.72  
6  8.47  27.45  
7  59.01  1.38  
8  15.87  2.49  
Non-performing  8.61  1.19  
Total  168.05  130.59  

Market Risk 
UniCredit Banka Slovenija d.d. takes on exposures to market risks, which is the risk that fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. 
Market risks arise from open positions in interest rate, currency, credit spread, and commodity and equity products. All of these are exposed to general and specific market movements and changes in the level of volatility of market rates or prices such as interest rates, credit spreads, foreign exchange rates, and commodity and equity prices. 
MARKET RISK MANAGEMENT TECHNIQUES 
Market risk management includes all activities in connection with the Banks’ treasury operations and management of the balance sheet structure. Risk positions are aggregated at least daily, analyzed by the independent market risk management unit and compared with the risk limits set by the ALCO committee. 
At UniCredit Banka Slovenija d.d., market risk management includes ongoing reporting on the risk position, limit utilization, and the daily presentation of results of treasury operations. 
The ALCO sets the risk limits for the Bank’s market risk activities at least once a year in close cooperation with the respective units at UniCredit Bank Austria AG, Vienna. The entire set of rules for treasury operations and market risk management is laid down in the Financial Markets Rulebook and is divided into three parts (General Part, Specific Part and Unit Parts). Only authorized risk-takers are permitted to enter into risk positions. 
UniCredit Banka Slovenija d.d. uses for its market risk management the NORISK risk model which was developed by the Strategic Risk Management unit of UniCredit Bank Austria AG, Vienna and has been used for several years by UniCredit Banka Slovenija d.d.. Ongoing refinement work which is done by the above mentioned Strategic Risk Management unit in Vienna includes reviewing the model as part of back-testing procedures, integrating new products and adjusting the system to general market developments. 
In this context, at UniCredit Banka Slovenija d.d., a product introduction process has been established in which the Risk Management unit plays a decisive role in approving new products together with the sales units. 
Based on aggregated data, the NORISK risk management system provides the major risk parameters for treasury operations once a day. 
The principal tool used to measure and control market risk exposures is Value at Risk (VaR). VaR is the estimated loss that will arise on a specific portfolio over a specified period of time (holding period) from an adverse market movement with a specified probability (confidence level). VaR for internal risk measurement is based on a one-day holding period and a confidence interval of 99 %. Besides VaR, the present value of the basis point (pvbp) and credit spread basis point are calculated. Basis point limits per currency and maturity band, basis point sums per currency and/or per maturity segment (total of absolute basis point values) and credit spread basis point limit are used for risk management. 
Other factors of equal importance are stress-oriented volume and position limits. Additional elements of the limit system are loss-warning level limits. Monitoring income trends by means of stop-loss limits provide an early indication of any accumulation of position losses. 
Regular stress scenario calculations complement the information provided to ALCO and the Management Board. Such stress scenarios are based on assumptions of extreme movements in individual market risk parameters. UniCredit Banka Slovenija d.d. analyses the effect of these fluctuations and a liquidity disruption in specific products and risk factors on the Bank's results and net asset position. 
These assumptions of extreme movements are dependent on currency and liquidity and are set by the Bank in close cooperation with the Strategic Risk Management unit of UniCredit Bank Austria AG, Vienna on a discretionary basis. The results of these stress tests are taken into account in establishing and reviewing limits. 
In addition to the risk model results, income data from market risk activities are also determined and communicated on a daily basis. These data are presented over time and compared with current budget figures. Reporting covers the components reflected in IFRS-based net income and the marking to market of all investment positions regardless of their recognition in the IFRS-based financial statements (total return). 
In order to check the market conformity of deals, UniCredit Banka Slovenija d.d. uses the MARCONIS system, which was developed by UniCredit Bank Austria AG, Vienna. The MARCONIS system reviews completely and systematically the market conformity of each treasury transaction. Both in 2010 and in 2009, there were no deals concluded which were finally classified as not market conform. 
INTEREST RATE, FOREIGN EXCHANGE, EQUITY AND SPREAD RISK 
The results of the internal model based on VaR (one day holding period, 99 % confidence level) for 2010 are at levels comparable to the previous year's results. The VaR figures for 2010 are compared to the year 2009 figures in the table below and include interest, foreign exchange, equity and spread positions of the Bank. 
VaR of UniCredit Banka Slovenija d.d. in 2010 and 2009 


Slovenia 

1,718.50 3,625.95 2,638.38 
1,446.20 4,844.50 2,824.70 

Risk Repor t 
VaR development of UniCredit Banka Slovenija d.d. in 2010 

In the management of interest rate risk the Bank positions itself mainly in EUR, USD and CHF. Exposures in these currencies during 2010 and 2009 are presented below and include trading book as well as all banking book items. The Bank only ran insignificant positions in currencies other than presented here. 
The relation between ‘interest rate risk in the banking book’ and the Bank's capital established by the Basel II framework requires the Bank to compare the change in market value of the banking book after a 2 % interest rate shock with the Bank's net capital resources. In case such an interest rate shock absorbs more than 20 % of the Bank's net capital resources the Bank’s supervisory authority may require the Bank to take measures in order to reduce risk. 
Stress testing results show that a 2-percent interest rate shock at year end 2010 would absorb about 3.8 % of the Bank’s net capital resources which is far below the threshold level of 20 %. The current investment of equity capital is taken into account as an open risk position. 
Interest rate basis point shift in 2010 

CHF 
132 (139) (1,449) (420) (985) (2,862) 3,139 (7,300) 2,064 
EUR 
(218) (6,263) (15,317) (11,584) 24,096 (9,284) 36,859 (16,252) 12,335 
USD 
(20) (27) 455 7 0 415 1,891 (135) 1,438 
Total 
372 6,429 17,244 12,011 25,082 12,585 37,030 69 15,886 
Interest rate basis point shift in 2009 

(58) 
(248) (1,968) 590 91 (1,592) 2,944 (8,435) 2,629 

(65) 
2,134 (6,892) 4,370 6,051 5,599 29,803 (22,110) 9,085 

(34) 
9 110 1,049 467 1,600 2,352 (275) 1,879 


163 2,393 9,040 6,009 6,610 8,858 33,591 63 13,649 
The Bank’s debt security portfolio mainly comprises bonds from first-class issuers classified as trading, available for sale or held to maturity. The Bank regularly monitors the situation on the financial markets and estimates credit ratings of the issuers. In addition to exposures in debt securities, credit spread positions are generated by the Bank’s bond future trading activities. As a measure of credit spread risk the Bank daily calculates and monitors the spread basis point value of its portfolios. 
Spread basis point value in 2010 
Total (1,554) (20,396) (113,088) (12,590) 147,628 161,556 111,857 141,786 



The sensitivity approaches presented above have been developed further to incorporate stress testing and scenario analysis for all the major market risk components. Each month the Bank runs and reviews Basel II prescribed stress tests as well as tests defined by UniCredit. The impacts of various potential interest rate, foreign currency and credit spread shocks get assessed for both the trading and banking book exposures. 
Besides VaR, FX positioning is also monitored by each currency on aggregated position level. Larger positions were only held in major currencies. 
Open FX position in major currencies in 2010 

EUR 1,000 Currency  max. short  max. long  
AUD  (71) (14) (4,760) (1,131) (1,982) (2,557)  44 111 1,810 370 30 2,998  
CAD  
CHF  
GBP  
JPY  
USD  

Open FX position in major currencies in 2009 EUR 1,000 
(76) 
120 

(33) 
102 




(4,453) 600 
(1,060) 500 
(1,018) 744 
(1,694) 4,689 

Risk Report 

Risk Repor t 
Financial instruments measured at fair value at the end of 2010, by the level in the fair value hierarchy 

Financial assets held for trading 
Financial assets designated at fair value through profit or loss 
Available-for-sale financial assets 
Derivatives - hedge accounting 
Total 
Financial liabilities held for trading 
Derivatives - hedge accounting 
Total 
890  117,050  - 117,940  
- - - - 
142,846  239,344  8,560  390,750  
- 4,874  - 4,874  
143,736  361,268  8,560  513,564  
278  109,074  - 109,352  
- 55,524  - 55,524  
278  164,598  - 164,876  

Financial instruments measured at fair value at the end of 2009, by the level in the fair value hierarchy 

3,366 81,824 -85,190 --6,366 6,366 89,185 250,203 13,220 352,608 
-5,672 -5,672 

92,551 337,699 19,586 449,836 
525 81,765 -82,290 
-13,992 -13,992 
525 95,757 -96,282 

Balance sheet positions in different currencies as of 31. 12. 2010 

Risk Report 

Risk Repor t 
Balance sheet positions in different currencies as of 31. 12. 2009 

76,810 501 710 78,021 82,236 218 2,205 84,659 5,372 994 -6,366 352,608 --352,608 5,672 --5,672 2,181,310 460,168 16,571 2,658,049 545,484 124 15,517 561,125 1,635,826 460,044 1,054 2,096,924 29,773 --29,773 65 --65 9,530 --9,530 12,621 --12,621 2,498 --2,498 822 --822 1,676 --1,676 27,468 5 33 27,506 
2,785,963 461,886 19,519 3,267,368 120,633 --120,633 78,615 835 2,315 81,765 13,992 --13,992 2,620,758 201,891 13,932 2,836,581 1,564,256 37,291 1,039 1,602,586 805,615 2,245 12,893 820,753 220,758 162,355 -383,113 30,129 --30,129 2,478 --2,478 1,253 --1,253 
1,253 --1,253 17,920 657 872 19,449 
2,855,649 203,383 17,119 3,076,151 16,258 --16,258 61,885 --61,885 
(182) --(182) 
108,857 	--108,857 4,399 --4,399 
191,217 --191,217 3,046,866 203,383 17,119 3,267,368 
4.237.854 820.003 111.986 5.169.843 
FINANCIAL DERIVATIVES 

Following international recommendations, the Bank classifies its derivatives transactions into interest rate contracts, foreign exchange contracts, securities related transactions and credit and other derivatives based on the underlying financial instrument. 
In all the categories, a distinction is made between over-the-counter (OTC) and exchange traded products. Most of the derivatives portfolio is composed of the OTC derivatives only a minor part represent bond futures as an exchange traded product. During the year, the Bank actively used this instrument for interest rate position management purposes. This is evident from the below tables showing a breakdown of all derivatives transactions by the remaining time to maturity. 
UniCredit Banka Slovenija d.d. is a business partner in plain-vanilla and structured transactions for corporate customers and promptly closes risk positions which could lead to an excess of the available market risk limits. 
UniCredit Banka Slovenija d.d. also uses derivatives to optimize its balance sheet structure. 
For portfolio management and risk management purposes, contracts are valued at current prices using recognized and tested models. Market values show the contract values as at the balance sheet date where positive market values of OTC contracts indicate the current default risk arising from the relevant activity. 
Risk Report 
Risk Repor t 
Total volume of derivative transactions as of 31. 12. 2010 

Total volume of derivative transactions as of 31. 12. 2009 


2,137 2,588 599 5,324 83 96 903 4,421 6 77 14 82 
2,135 2,588 599 5,322 83 96 903 4,418 6 77 14 82 
2 --2 ---2 ---­
1,251 2,204 568 4,023 42 51 843 3,180 6 36 13 38 
1,249 2,204 568 4,021 42 51 843 3,178 6 36 13 38 
1,182 1,223 318 2,723 36 46 843 1,880 6 31 13 33 
34 491 125 649 5 --649 -5 -­
34 491 125 649 -5 -649 ---5 
2 --2 ---2 ---­
2 --2 ---2 ---­
861 383 31 1,276 39 42 60 1,216 -39 1 42 
861 383 31 1,276 39 42 60 1,216 -39 1 42 
277 1 -278 2 5 -278 -2 -5 
20 166 31 217 8 9 60 157 -8 1 8 
293 108 -401 29 --401 -29 -­
271 109 -380 -29 -380 ---29 
25 --25 2 2 -25 -2 -2 
25 --25 2 2 -25 -2 -2 
25 --25 2 2 -25 -2 -2 
Risk Repor t 
Liquidity Risk 
Liquidity risk is the risk that the Bank is unable to meet on time its payment obligations associated with its financial liabilities when they fall due or to replace funds when they are withdrawn. The consequence may be the failure to meet obligations to repay depositors and fulfill commitments to lend. 
This type of risk is inherent in the banking operations and can be triggered by institution-specific events like a rating downgrade or market-wide events such as system outage or capital and money market disruptions. 
UniCredit Banka Slovenija d.d. considers liquidity risk as a central risk in banking business and manages it in a comprehensive and structured manner. Procedures, responsibilities and reporting lines in this area have been laid down in the liquidity policy and include a contingency plan in the event of a liquidity crisis. 
The two main components of the Bank’s liquidity risk management are short-term liquidity and structural liquidity management. Both include scenario analysis and stress testing aspects in addition to regular position monitoring and management activities. 
SHORT-TERM LIQUIDITY 
Under the short-term component of liquidity risk management, the Bank understands aspects of intraday liquidity and day-to-day funding needs of the Bank. The first focuses on ensuring access to sufficient intraday liquidity to meet any obligations the Bank may have to clearing and settlement systems and includes monitoring of major currency payment flows and payment system collateral in real time. 
The day-to-day funding is managed by active participation in the interbank market in line with the arising funding needs and developments identified in the monthly funding plan. Daily monitoring of short-term liquidity gaps ensures that on any day and over any future time period there is a limited amount of refinancing required. 
To ensure business continuity during periods of severely adverse developments, the Bank runs short-term liquidity stress tests for a range of potential scenarios. Stress testing is performed on a monthly basis and defines a name crisis and rating downgrade scenarios among possible UniCredit Bank specific scenarios. Among the market-wide scenarios the settlement or payments system disruption scenario and the funding market disruption scenario are regarded as the most relevant ones. By securing an appropriate level of funding resources the Bank ensures that its potential refinancing capacities at all times exceed the funding needs projected in individual scenarios. 
STRUCTURAL LIQUIDITY 
Structural liquidity management is a complement to the interbank market focused short-term liquidity framework. It covers an extended time horizon from overnight maturities up to the final maturities of the Bank’s long-term assets and liabilities and takes account of maturity, currency and concentration aspects. The overall structural liquidity position is continuously reviewed against a standard scenario and against scenarios of market and bank-specific liquidity crisis. Excessive structural mismatches are avoided by currency level monitoring which also confines the Bank’s sensitivity to swap market disruptions. 
A comprehensive self-assessment of the Bank’s overall funding possibilities is always available in the last version of the liquidity policy statement. 
Structural liquidity management is not restricted to the overall liquidity situation but also deals with developments of proprietary and customer positions on product level. The volumes of committed credit lines, volumes of customer sight deposits and savings accounts and volumes of newly approved loans are of particular relevance. Reflecting the growing importance of core customer deposits as a stable and reliable funding source, the Bank improved its sight deposit and savings account liquidity management by implementing an internal model approach based on behavioral characteristics of these products. 
Current management of the Bank's customer business takes account of liquidity costs. The applicable rates are debited or (on the basis of an opportunity approach) credited to the various products on the assets and the liabilities side which have an effect on liquidity. In the current controlling process, this ensures the proper pricing of the Bank’s business. 
YEAR-END ASSESSMENT OF LIQUIDITY 
Despite difficult situation on global and local markets, the Bank has maintained a strong liquidity profile throughout 2010. The main source of funding besides the primary funding sources remains the liquidity center at UniCredit Bank Austria AG, Vienna where the Bank refinances at the liquidity costs of UniCredit. 
The Bank maintains a portfolio of marketable assets including the Slovenian government bonds that can be sold or funded on a secured basis as protection against any unforeseen interruption to cash flow. 
Balance sheet, due to maturity on 31. 12. 2010 


Risk Report 
Risk Repor t 
Balance sheet, due to maturity on 31. 12. 2009 
78,021 78,021 ----­

84,659 -11,668 5,101 31,806 29,226 6,858 
6,366 -801 31 1,549 3,926 
352,608 -58 34,317 4,935 118,908 194,390 
5,672 -16 1,678 1,531 1,918 
2,658,049 62,719 328,578 252,398 550,524 793,496 670,334 
561,125 62,719 233,384 169,584 88,593 5,359 1,486 
2,096,924 -95,194 82,814 461,931 788,137 668,848 
29,773 --2 18 29,753 ­
65 ----65 ­
9,530 -----9,530 
12,621 -----12,621 
2,498 ---822 1,676 ­
822 ---822 -­
1,676 ----1,676 ­
27,506 -15,869 2,528 964 8,137 
3,267,368 140,740 356,990 296,055 592,149 987,105 894,329 
120,633 ---120,633 -­
81,765 -3,339 6,961 33,812 28,963 8,690 
13,992 -435 2,923 427 2,016 8,191 
2,836,581 286,871 615,339 818,250 263,904 469,336 382,881 
1,602,586 12,428 350,466 661,514 164,587 333,591 80,000 
820,753 274,443 264,155 155,991 42,121 83,313 
383,113 -589 745 57,196 52,432 272,151 
30,129 -129 ---30,000 
2,478 -189 33 1,081 525 
1,253 ----1,253 ­
1,253 ----1,253 ­
19,449 -14,231 281 2,258 2,176 
16,258 -----16,258 
61,885 -----61,885 
(182) -----(182) 
108,857 -----108,857 
4,399 -----4,399 
3,267,368 286,871 633,533 828,448 422,115 504,269 592,132 -(146,131) (276,543) (532,393) 170,034 482,836 302,197 
Operational Risk 
OPERATIONAL RISK FRAMEWORK 

Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with the bank’s processes, personnel, technology and infrastructure, and from external factors other than credit, market and liquidity risk. Operational risk also includes legal risk, but it excludes strategic and reputation risk. 
To monitor, mitigate and control the operational risk, the Bank has established a consistent, value-added framework for assessing and managing operational risk and the overall effectiveness of internal control environment. The Bank focuses on proactive identification and mitigation of operational risk and related incidents. The goal is to keep operational risk at appropriate levels, in light of the Bank’s financial strength, the characteristics of its businesses, the markets in which it operates, and the competitive and regulatory environment to which it is subject. Key themes are transparency of information, escalation of key issues and accountability for issue resolution. 
The Bank’s approach to operational risk management is intended to mitigate such losses by supplementing traditional control-based approaches to operational risk with risk measures, tools and disciplines that are risk-specific, consistently applied and utilized. Spread of culture that is aware of operational risk is an essential tool to mitigate the risk and reduce the actual losses. 
OPERATIONAL RISK GOVERNANCE SYSTEM 

The Management Board of UniCredit Banka Slovenija d.d. has the ultimate responsibility for the effective control over the operational risk exposure. The Management Board in co-ordination with the senior management is also responsible for verifying that the operational risk measurement and control system is closely integrated in the day-to-day risk management process. 
At UniCredit Banka Slovenija d.d., the entity responsible for taking decisions on operational risk topics is the Operational Risk Committee (OpRisk Committee). Within the Committee, the risk exposure, the mitigation actions, the measuring and control methodologies and all analyses done on operational risk are reported and discussed. The Committee is responsible for proposing interventions according to risks/ scenarios reported results, recommending insurance policies where applicable. Based on operational risk reporting, operational risk control procedures and limits are proposed and monitored. 
The Management Board is regularly updated on operational risk issues, notified on operational risk cases, operational risk changes as well as relevant breaches of policies. 
The Operational Risk unit is independently organized and incorporated within the Risk Management division, working in close cooperation with the operational risk managers from business divisions and staff functions. The Operational Risk team ensures regular control of operational risk and is responsible for the identification, assessment, monitoring and mitigation/control of operational risk. The Team is also involved in the new product implementation process. Operational risk managers are responsible for taking measures to reduce, prevent, or take out insurance against risks. 
OPERATIONAL RISK MEASUREMENT SYSTEM 

The operational risk governance system of UniCredit Banka Slovenija d.d. enables timely identification, management and mitigation of risk exposure, defining a system of responsibilities and controls of the involved structures. 
UniCredit Banka Slovenija d.d. has been using the Advanced Measurement Approach (AMA) for measuring and calculating capital requirement for operational risk since September 2009. An enhanced version of the risk capital model for operational risk has been developed at the Group level and implemented also in our Bank. It uses a combination of internal and external loss data to support statistical modeling of capital requirement estimates, which are then adjusted to reflect qualitative data regarding the operational risk and control environment. 
The Bank’s operational risk framework is supported by the Application for Risk Gauging Online (ARGO), a group internally designed operational risk software tool. ARGO integrates the individual components of the operational risk management framework into a unified, web-based tool. ARGO enhances the capture, reporting and analysis of operational risk data by enabling risk identification, measurement, monitoring, reporting and analysis to be done in an integrated manner, thereby enabling efficiencies in the Bank’s monitoring and management of its operational risk. 
A network of independent functions and teams is involved in managing and controlling risks, providing the Management Board with sufficient information on the risk situation and enabling the Management Board to manage risk. The main tool is the Operational Risk Managers Report which provides timely and accurate information, including information about actual operational loss levels as well as mitigation measures. The 
Risk Repor t 

purpose of these reports is to enable management to maintain operational risk at appropriate levels within each line of business, to escalate issues. 
The main four elements of Operational Management and Measurement System are: internal and external loss data collection and analysis, scenario analysis and business environment and internal control factors (KRIs). 
Internal Loss Data Collection 
Internal loss data has been collected since 2002 and has helped to: 
• 
Spread the awareness of operational risk throughout the Bank; 

• 
Build experience in the operational risk concept and tools; 

• 
Achieve a deeper understanding of the embedded risk in the business process. 

Internal Loss Data are collected and processed in close coordination and cooperation with other departments and units. The minimum threshold at which an event is recorded is 100 euros of actual loss or 10,000 euros of potential loss. Any losses below these thresholds are not collected. The operational risk events are allocated in line with operational risk standards to the following seven categories: 

• 
Internal fraud; 

• 
External fraud; 

• 
Employment practices and workplace safety; 

• 
Clients, products and business practices; 

• 
Damage to physical assets; 

• 
Business disruption and system failures; 

• 
Execution, delivery and process. 


Operational risk losses get regularly reconciled with the Bank’s Profit and Loss Statement in order to ensure completeness of the collected operational risk losses. 
The Bank has to consider the fact that it always takes numerous measures to manage and reduce operational risk. Implementation of mitigation measures is constantly monitored and new measures are proposed. 
Key Risk Indicators (KRI) 
Risk indicators are numerical variables whose trend is linked to the processes’ operational risk exposure. Risk indicators are ratios or data reflecting the operational risk profile: the value of an indicator should be correlated to changes in risk levels. Monitoring operational risk using indicators will give the Operational Risk Team, process owners and persons directly in charge of the risk management early warning signals. The selection process of indicators involves the Operational Risk Management function and process owners and is based on internal loss data, external events, scenario analysis, experts’ suggestion of processes and internal audit, business environment and internal control factors. 
Scenario Analysis 
The goal of scenario analysis is to assess the Bank’s operational risk exposure to high impact and low probability events. The scenarios are defined by analyzing internal losses, external events deemed relevant, key operational risk indicators' trend, processes, products and event types. The experience of process managers and operational risk managers as well as suggestions from internal audit and the senior management is taken into consideration. Results, in terms of worst case scenarios, critical processes, mitigation proposals or impacts on capital at risk are described in specific scenario reports. 
Internal Validation 
The Bank uses internal validation process and supporting architecture as a dynamic risk management tool. The main objective of the internal validation is to assess the overall soundness and the effectiveness of the Operational Risk Management System as well as the compliance to the Group standards and the Supervisory requirements for using the AMA. 
The goal of the internal validation process is to identify the key operational risks specific to our environment and assess the degree to which it maintains appropriate controls. Action plans are developed for control issues identified, and business units are held accountable for tracking and resolving these issues on a timely basis. 
PLANNED ACTIVITIES IN 2011 

In 2011, the activities with regard to operational risk will focus on the following: 
• 
Further improvement on local data quality as data quality issue will become of even greater importance with the adoption of the new allocation mechanism used for calculation of capital requirement for operational risk. 

• 
Further rising of operational risk awareness on all levels in the bank and to further create the environment where operational risk events are seen as a chance for process improvement and potential mitigation. 


Legal and Compliance Risks 

Banks are highly regulated financial institutions and constantly supervised by competent authorities as they bring and bear systemic risk. Legal and compliance risks represent risks of loss of earnings arising from violations or non compliance with laws, by-laws, rules, regulations, agreements, prescribed practices, or ethical standards. The Bank faces the legal methodology risk, which is the risk that the methods adopted and steps taken to protect the Bank’s assets against claims by others or to protect against liability to pay damages or compensation to others are inadequate. In addition, the Bank is subject to operational legal risk which arises, in the course of the conduct of the Bank’s commercial operations, that it incurs obligations or liabilities that were not foreseen, or are greater than were foreseen or that its rights and claims prove to be fewer, or of a lower value, than had been expected. 
The Bank is exposed also to the compliance risks, such as the risks of the law sanctions, measures of supervisory authorities, monetary losses or reputational risks, which the Bank shall bear as a consequence of unintentional or intentional (non)compliance with laws, external or internal regulations, standards, codes, etc. 
Our objective is to identify, manage, monitor and mitigate legal and compliance risks throughout the Bank. We seek to actively mitigate these risks by identifying them, setting minimum standards for their management as well as ensuring compliance through proactive monitoring. 
The legal and compliance risk policy is implemented through identification and ongoing review of areas where legal risk is found to be present, through allocation of responsibility for the development of procedures for management and mitigation of these risks and through establishing of procedures to monitor compliance, taking into account the required minimum standards. 
Legal and compliance risks cannot be entirely eliminated or avoided and they are hardly predictable. UniCredit Banka Slovenija d.d. is involved in a very few legal proceedings, which are still pending. 
Business Risk 

Business risk is defined as adverse, unexpected change in business volume and/or margins that cannot be attributed to other risk types, resulting in fluctuations of revenues and costs, not considering extraordinary items. The changes in business volume result from unexpected development of market trend, unexpected customer behavior or new market participants/products. 
The calculation of business risk is based on an earnings-at-risk model using historical time series of revenues and costs. 
Business risk measurement thus measures the influence of external factors on decline in profits and effect on market value. 
As part of the general income and cost management, the operational management of business risk is the responsibility of individual business units. 
Risks Arising from the Bank's Shareholdings and Equity Interests 
UniCredit Banka Slovenija d.d. is not actively making long-term investments in shares on its own account for the purpose of realizing short-term trading or long-term substantial value increases. The shareholdings of the Bank are either closely related to the Bank’s business (SWIFT; Bankart etc,) or the result of restructuring attempts (out of loans and reverse repo transaction). Hence, UniCredit Banka Slovenija d.d. sees no need for an active risk management approach. 
Risk Repor t 
Real Estate Risk 
UniCredit Banka Slovenija d.d. only has a minor exposure in real estate financing and does not invest in real estate itself. 
Information According to Pillar 3 
In line with the regulation on the Pillar 3 and the fact that UniCredit Banka Slovenija d.d. is consolidated into UniCredit, the Bank has to disclose the following information on capital management, available funds and capital requirements for different risk categories. 
Capital Management 
Within the Internal Capital Adequacy Assessment Process (ICAAP), UniCredit Banka Slovenija d.d. focuses on the economic view of matching the economic capital (capital demand) with the risk-taking capacity (shareholder’s equity) in line with Pillar II of the Basel accord. 
The economic capital is calculated retrospectively on a quarterly basis but it is also monitored within the yearly planning process. As both capital demand and capital supply evolve over time, the Bank ensures that on the one side capital demand - mainly driven by business plans and by risk-profile forecasts in combination with macroeconomic scenarios - does not exceed capital supply and on the other side the capital supply - mainly influenced by planned capital transactions and expected profits - is kept at a level to cover the calculated risks at all times. 
Economic capital is intended to reflect the Bank's specific risk profile in a comprehensive and consistent way, With the exception of liquidity risk, economic capital is calculated using uniform value-at-risk methods across all types of risk which were mentioned in this risk report. A specific factor taken into account in the required risk capital is business risk, which reflects the influence of external factors such as consumer behavior or competitive situation on the market value of business divisions or subsidiaries. Unexpected losses over a period of one year are calculated with a confidence level of 99.97 %. The overall responsibility for identification of risks and assessment of risk level is with the ALCO. 
Besides the economic view, the Bank has to comply with the regulatory requirements set by the Basel II and the Slovenian legislation. Here, the regulatory capital for credit risk, market risk and operational risk accounts for the capital demand, while balance-sheet capital (Tier 1, Tier 2 and Tier 3) constitutes the capital supply side. Capital adequacy is monitored continuously by the Bank’s Management and filed with the Bank of Slovenia on a quarterly basis. The Bank of Slovenia requires each bank to maintain a ratio of total regulatory capital to the risk weighted asset (the capital adequacy ratio) at or above the internationally agreed minimum of 8 %. 
The structure of the regulatory capital, capital requirements and capital adequacy ratio for 2010 and 2009 is presented in the table bellow. The capital adequacy ratio decreased from 10.29 % at the end of 2009 to 10.05 % at the end of 2010. 
Own funds and capital requirement 


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