sosiete Jeneralis

2011 

wliuri angariSi 

ANNUAL REPORT

Sinaarsi 

jgufi sosiete Jeneralis Sesaxeb 

jgufis Sesaxeb 

zrdis strategia 

saerTaSoriso qseli 

menejmentis mimarTva 

sameTvalyureo sabWos Tavmjdomaris mimarTva 

generaluri direqtoris mimarTva 

bankis Sesaxeb 

istoria 

organizacia da mmarTveloba 

bankis strategia 

ZiriTadi movlenebi 

komerciuli angariSi 

komerciuli saqmianoba 

perspeqtiva 

riskebis angariSi 

finansuri angariSi 

auditis daskvna 

adamianuri resursis marTva da treningi 

korporaciuli socialuri pasuxismgebloba 

sakontaqto informacia 

danarTi 

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78 

CONTENTS 

SOCIETE GENERALE GROUP 

Presentation 

Strategy 

International Network 

THE WORD OF MANAGEMENT 

Letter from the Chairman of the Supervisory Council 

Letter from the Chief Executive Officer 

THE PROFILE OF THE BANK 

History 

Organization and Governance 

The Bank’s Strategy 

Major Events 

COMMERCIAL REPORT 

Commercial Activities 

Outlook 

RISK REPORT 

FINANCIAL REPORT 

AUDIT REPORT 

HR AND TRAINING 

CORPORATE SOCIAL RESPONSIBILITY 

CONTACTS 

APPENDICES 

Photos & Design by NEPIstudio 

2011 


ANNUAL REPORT


strategia 

saerTaSoriso qseli 

Presentation 

Strategy 

International Network 

jgufi „sosiete Jenerali“ 


Annual Report 2011 

informacia jguf „sosiete Jeneralis“ Sesaxeb 


„sosiete Jenerali“ erT-erTi mowinave evropuli safinanso jgufia. universaluri, diversificirebuli 

sabanko modelis wyalobiT, jgufi warmatebiT uTavsebs erTmaneTs finansur simtkices da ganviTarebis 

mdgrad strategias. jgufis saboloo mizania, iyos „urTierTobebze orientirebuli“ banki, bazris 

lideri, maqsimalurad dauaxlovdes momxmarebels da gamoirCeodes umaRlesi donis profesionalizmi- 

Ta da momsaxurebis xarisxiT. 

jgufis 159,000-ze meti TanamSromeli msoflios 77 qveyanaSi 33 milionze met klients emsaxureba. „sosiete 

Jeneralis“ TanamSromlebi fizikur pirebs, kompaniebsa da dawesebulebebs sakonsultacio da sxva 

momsaxurebas sami ZiriTadi biznesxaziT uweven. esenia: 

n sacalo sabanko momsaxureba safrangeTSi „sosiete Jeneralis“ filialebis, „kredit diu nordisa“ 

da „bursoramas“ qselebis meSveobiT; 

n saerTaSoriso sacalo sabanko momsaxureba (centraluri da aRmosavleTi evropa, ruseTi, xmelTaSua 

zRvis auzi, afrika, azia da safrangeTis arakontinenturi teritoriebi); 

n korporaciuli da sainvesticio momsaxureba da sabanko, safinanso da sabazro saqmianobis farTo 

speqtri. 

„sosiete Jenerali“ erT-erTi mowinave jgufia specializebuli safinanso momsaxurebis, dazRvevis, individualuri 

momsaxurebis da globaluri investiciebis marTvisa da momsaxurebis sferoSic. 

SOCIETE GENERALE GROUP PRESENTATION 

Presentation 

Société Générale is one of the leading financial services groups in Europe. With its diversified universal banking model, 

the Group combines financial stability and a sustainable growth strategy with the ambition of being the relationshipfocused 

bank, a leader in its markets, close to its customers, and recognized for the quality and the commitment of its 

teams. 

The Group has over 159,000 employees across 77 countries, who serve more than 33 million customers across the 

globe. Société Générale’s teams offer advisory and other services to individual customers, companies, and institutions 

as part of three main business lines: 

n Retail Banking in France under the Société Générale, Credit du Nord and Boursorama brands. 

n International Retail Banking, which is present in Central and Eastern Europe, Russia, the Mediterranean Basin, 

Sub-Saharan Africa, Asia and in the French Overseas territories. 

n Corporate and Investment Banking with its broad range of expertise in investment banking, finance and market 

activities. 

Société Générale is also a major player in the businesses of Specialized Financial Services and Insurance, Private Banking, 

Global Investment Management and Services. 

5


zrdis strategia 

rTuli garemo pirobebis miuxedavad, „sosiete 

Jenerali“ upirates mdgomareobaSi aRmoCnda 

soliduri frenCaizis da balansis gamo (saber- 

ZneTSi, italiaSi, irlandiaSi, portugaliasa 

da espaneTSi jgufis riskebi maRali ar iyo; 

amavdroulad, mas hqonda naRdi fulis didi 

rezervebi, Semosavlis miRebis kargi unari da 

saTanadod diversificirebuli riskebi); amas- 

Tan, „sosiete Jeneralma“ uecar cvlilebebze 

swrafi reagirebis unari gamoamJRavna, ris mowmenic 

zafxulis Semdeg gavxdiT (gansakuTrebiT 

es exeba dolariT gamoxatuli likvidurobis 

mkveTr vardnas da saxelmwifo valdebulebebis 

/savalo obligaciebis Rirebulebis Semcirebas). 

amave dros, jgufma gadawyvita daeCqarebina 

„sosiete Jeneralis“ gegmis „ambicia 2015“ ganxorcieleba 

da masSi saTanado Sesworebebi Seetana. 

Tumca, aRsaniSnavia, rom jgufis transformaciis 

ZiriTadi mimarTulebebi kvlav igivea, 

rac 2010 wlis strategiiT iqna gansazRvruli: 


Growth Strategy 

n klientebis gaZliereba _ universaluri sabanko 

modeli, romelic fokusirebulia komerciuli 

saqmianobis sam ZiriTad sferoze (franguli 

qselebi, saerTaSoriso sacalo sabanko 

momsaxureba da sainvesticio sabanko saqmianoba); 

n riskebis mkacri marTva; 

n saoperacio modelis gardaqmna. 

2011 wlis zafxulSi garemos uecari cvlilebis 

gamo saWiro gaxda zogierTi proeqtis daCqareba 

da damatebiTi RonisZiebebis gatareba, Sedegad, 

jgufi apirebs: 

n Seamciros Tavisi balansi, gansakuTrebiT 

korporaciuli da sainvesticio sabanko saqmianobis 

sferoSi da Sekvecos likvidurobis 

moTxovnebi; 

n akontrolos ZiriTadi xarjebi; 

n daaCqaros saqmianobis portfelis optimizacia, 

gansakuTrebiT iSviaT resursebTan dakavSirebiT 

(kapitali da likviduroba). 

Against a difficult backdrop, Société Générale benefited from its solid franchises and balance sheet (limited exposure 

to sovereign risk in Greece, Italy, Ireland, Portugal and Spain, considerable cash reserves and earning power, 

risk diversification) and has shown its ability to adapt rapidly to sudden changes in the environment after the summer 

(particularly with the sharply reduced liquidity in dollars and decreased value of some sovereign bonds). 

At the same time, the Group decided to accelerate and adapt implementation of its Ambition SG 2015 strategic 

plan. However, the major strategic axes announced in June 2010 remain the pillars of the Group’s transformation: 

n Reinforcing a customer – oriented universal banking model, refocused on three core businesses (French Networks, 

International Retail Banking and Corporate and Investment Banking) 

n Maintaining strict risk management. 

n Transforming the operating model. 

The sudden change in the environment in the summer of 2011 meant certain projects had to be accelerated or additional 

actions had to be taken. As a result, the Group intends to: 

n Reduce the size of its balance sheet, particularly for Corporate and Investment Banking, and its liquidity requirements. 

n Control its cost base. 

n Speed up optimization of its activity portfolio, in particular in regard to scarce resources (capital and liquidity). 

universaluri sabanko strategia 

saerTaSoriso sacalo sabanko operaciebis ganyofileba 1998 wels Seiqmna; is miznad isaxavda „sosiete 

Jeneralis“ qselis Seqmnas da ganviTarebas afrikaSi, axlo aRmosavleTSi da safrangeTis arakontinentur 

teritoriebze. im dros, aRniSnuli ganyofilebis amocana biznesis gaaqtiureba da samoqmedo arealis 

gafarToeba iyo. qselis gafarToeba ZiriTadad im qveynebSi igegemeboda, sadac sabanko seqtoris 

zrdis Zalian kargi perspeqtivebi arsebobda, magram amave dros „jgufi“ uars ar ambobda sxva gaCenil 

SesaZleblobebzec. Sedegad, „jgufi“ gascda centraluri da aRmosavleT evropis zonas da muSaoba daiwyo 

ZiriTad samizne regionebSi _ xmelTaSua zRvis auzis qveynebSi, centraluri da samxreT afrikis qveynebSi 

da safrangeTis arakontinentur teritoriebze. 

A universal banking strategy 

jgufi „sosiete Jenerali“ 

The International Retail Banking Division was created in 1998 to develop and build on the network of Société Générale 

entities in Africa, the Middle East and the French overseas territories. The division’s ambitions at the time were to 

enhance its businesses and extend its operational sphere. Development was mainly focused on countries with real 

growth prospects in terms of banking services, but without dismissing the possibility of taking any opportunities that 

should arise. As a result, Central and Eastern Europe integrated the key target areas, alongside the Mediterranean 

Basin, Sub-Saharan Africa and the French overseas territories. 

7

wliuri angariSi 2011 

jansaRma poziciam da gonivrulma strategiulma arCevanma saerTaSoriso sacalo sabanko operaciebis 

ganyofilebas ganviTarebisa da mniSvnelovani zrdis saSualeba misca, ris Sedegadac man erT-erTi 

mowinave adgili daimkvidra sxvadasxva geografiul zonebSi da amJamad warmodgenilia: 

n centralur da aRmosavleT evropasa da ruseTSi; 

n xmelTaSua zRvis auzis qveynebSi; 

n afrikasa da safrangeTis arakontinentur teritoriebze; 

n aziaSi. 

saerTaSoriso sacalo sabanko momsaxurebis qseli: 

amJamad saerTaSoriso sacalo sabanko operaciebi 3 900 filialis meSveobiT xorcieldeba, sadac universaluri 

sabanko modeli adgilobrivi bazrebis specifikazea morgebuli. amis Sedegad, 37 qveyanaSi 

13.7 milion klients (fizikur pirebs, biznesebs, investorebs da asociaciebs) msxvili saerTaSoriso 

bankis produqtebisa da momsaxurebis farTo speqtriT sargeblobis SesaZlebloba eZleva. 

saerTaSoriso sacalo sabanko momsaxureba jguf „sosiete Jeneralis“ zrdis erT-erTi mamoZravebeli 

Zalaa. igi Tavisi saerTaSoriso saqmianobis gafarToebas 63,000 TanamSromlis Tavdadebuli Sromis 

Sedegad ganagrZobs. universaluri sabanko modeli „sosiete Jenerals“ saSualebas aZlevs, ganaviTaros 

Tavisi komerciuli saqmianobis yvela mimarTuleba, aqtiurad gamoiyenos sxvadasxva ganyofilebebSi 

momuSave eqspertebi da imoqmedos erTiani ZalisxmeviT. 

amave dros, saerTaSoriso saqmianobis Sedegad „sosiete Jenerali“ xels uwyobs im regionebis ganvi- 

Tarebas, sadac is muSaobs; es kidev ufro aZlierebs misi, rogorc socialuri pasuxismgeblobis mqone 

bankis reputacias. 


The quality of its positions and its judicious strategic choices have helped International Retail Banking develop an 

extensive growth policy, making it one of the leading players in the geographic zones where it is present: 

n Central and Eastern Europe, and Russia; 

n The Mediterranean Basin; 

n Africa and the French overseas territories; 

n Asia. 

The International Retail Banking network: 

With a network of over 3,900 branches, the International Retail Banking division adapts the universal banking model 

to the specificities of its local markets. As a result, 13.7 million customers (individuals, businesses, institutional investors 

and associations) in 37 countries are able to benefit from the comprehensive range of products and services 

provided by a large international bank. 

International Retail Banking is one of the Group’s growth drivers and continues the organic growth and external 

development of its network via the commitment of its 63,000 employees. Its universal banking model enables it to 

work with all the Group’s business lines and expert divisions, thus boosting inter-Group synergies. 

At the same time, its international presence allows it to be a driving force in the development of the regions where it 

is present, which allows it to confirm the Group’s credentials as an actively responsible bank. 


generaluri direqtoris mimarTva 



Letter from the Chairman of the Supervisory Council 

Letter from the Chief Executive Officer 

Annual Report 2011


LETTER FROM THE CHAIRMAN 

OF THE SUPERVISORY COUNCIL 

The banking sector is usually the first to react 

to social and political situation in the country. 

Despite the fact that during the post-crisis 

period and all through the last year operation 

of Georgian commercial banks was 

influenced by multiple internal and external 

factors, it can be stated with confidence that 

the banks have overcome the global crisis 

thanks to their robust liquidity and capital, 

as well as support of international financial 

institutions. 

This was proven by the data published by 

the National Bank of Georgia according to 

which the net profit of the banking sector increased 

up to GEL 323 million in 2011 (compared 

to GEL 156.3 in 2010), while the share 

of foreign capital in the total issued shareholder 

capital was 81.0%. The current high 

liquidity and increasing profit guarantee that 

the banking sector will fuel the country’s future 

economic growth. 

Forecasts made by analysts before the financial 

crisis completely differed from the 

reality resulting from the crisis. Thus, our 

future greatly depends on the changing and 

unstable world. At this stage, correct and 

adequate understanding of the past period 

will serve as a basis for designing well-considered 

and timely actions that would meet 

the needs of the whole banking sector, as 

well as Bank Republic and its clients. 

The year 2011 was marked with many important 

changes at Bank Republic. Triggered 

by the tough competition in the Georgian 

banking sector the Bank’s management has 

been changed, human resources have been 

retrained and new highly qualified staff has 

been hired. What remained unchanged was 

the tradition – devotion to clients, integrity 

and constant strive for innovations, resulting 

in the Bank’s quick progress and growing 

market share. 

Throughout the whole year, intensive work 

has been going on to offer clients new products 

and better conditions: interest rates for 

deposits and loans became more favorable 

and acceptable for clients and the service 


sabanko seqtori yvelaze adre reagirebs qveyanaSi 

Tu msoflioSi mimdinare nebismier socialur da 

politikur movlenaze. miuxedavad imisa, rom gasul 

welsac iseve, rogorc krizisis Semdgom wleb- 

Si, saqarTvelos komerciul bankebs kvlav uamravi 

saSinao Tu sagareo faqtoris gaTvaliswinebiT 

uxdebodaT funqcionireba, Tamamad SeiZleba iTqvas, 

rom qarTulma bankebma globaluri finansuri 

krizisi daZlies, rac maTi maRali likvidurobisa 

da kapitalis, aseve saerTaSorio finansuri institutebis 

xelSewyobis Sedegia. 

amis dasturia is, rom saqarTvelos erovnuli 

bankis monacemebiT sabanko seqtoris wminda mogeba 

2011 wels 323 mln. laramde gaizarda (2010 wels 

156.3 milioni lari), ucxouri kapitalis monawileobam 

ki bankebis mTlian ganaRdebul sawesdebo 

kapitalSi 81.0%-i Seadgina. sabanko sistemis dRes 

arsebuli maRali likviduroba da mogebis gazrdili 

maxasiaTeblebi garantiaa imisa, rom sabanko 

seqtori mniSvnelovnad daexmareba qveynis samomavlo 

ekonomikur zrdas. 

finansur krizisamde analitikosebis prognozebi 

sruliad gansxvavdeboda im realobisagan, romelic 

am krizisis Sedegad miviReT. amitom is, Tu 

ras unda velodeT momavalSi, isev msoflioSi arsebul 

cvalebad da aramdgrad garemozea damokidebuli. 

am etapze ki ganvlili periodis swori da adekvaturi 

gaazreba mniSvnelovani safuZveli iqneba 

imisa, rom operatiulad gadaidgas kargad gaTvlili 

da rogorc qveynis sabanko seqtoris, ise bank 

„respublikis“ da misi klientebis moTxovnebze 

misadagebuli seriozuli nabijebi. 



2011 wels bank „respublikaSi“ mravali mniSvnelovani 

cvlileba ganxorcielda. saqarTvelos 

sabanko bazarze ukompromiso konkurenciis pirobebSi 

Seicvala bankis menejmenti, moxda adamianuri 

resursebis gadamzadeba da maTi axali profesionalebiT 

Sevseba. ucvleli darCa tradicia 

_ momxmareblis erTguleba, profesionalizmi, 

erTianoba da mudmivi swrafva siaxleebisaken. 

mTeli wlis ganmavlobaSi intensiurad mimdinareobda 

momxmareblebisaTvis axali produqtebis 

SeTavazeba da arsebulis pirobebis gaumjobeseba, 

rac gamoixateboda anabrebze da sesxebze procentebis 

maTTvis sasargeblod da misaRebad manipulirebaSi 

da momsaxurebis xarisxis kidev ufro 

gaumjobesebaSi. aseve, sacalo momsaxurebis 

kvaldakval mniSvnelovnad gaaqtiurda korporaciuli 

mimarTuleba. iuridiuli pirebisaTvis 

SeTavazebul iqna mimzidveli pirobebi da momgebiani 

proeqtebi. Sedegad, korporaciuli klientebis 

raodenoba gaizarda. 

gasuli wlebis gamocdilebis gaTvaliswinebam, 

gaweuli saqminobis gaanalizebam, marTebulma 

strategiulma nabijebma, riskebis adekvaturad 

Sefasebam, TiToeuli TanamSromlis Zalisxmevam 

da, sabolood, sworad marTvam cxadyo, rom banki 

„respublika“ ubrundeba Tavis Cveul pozicias da 

damajereblad miiwevs win. 

didi madloba minda gadavuxado gundis TiToeul 

wevrs. mjera, rom Cveni erTianoba Cveni warmatebis 

upirobo safuZvelia. 

laSa papaSvili 

sameTvalyureo sabWos Tavmjdomare 

quality improved even more. In parallel with the development of retail services, work with the corporate sector has also 

become more intensive. Legal entities were offered more attractive conditions and projects. This led to the increase of 

the corporate client base. 

As a result of proper consideration of the past experience, analysis of implemented activities, correct strategic steps, 

adequate risk assessment, efforts of each and every employee, and lastly, correct management, it has become clear 

that Bank Republic is restoring its usual position and is moving forward with confident steps. 

I would like to thank every member of our team. I believe that our unity forms an implicit basis for our success. 

Lasha Papashvili 

Chairman of Supervisory Council 

11


generaluri 

direqtoris mimarTva 

msofliosTvis jer kidev rTul 2011 wels qveynebis 

umravlesoba finansuri krizisis Sedegebis 

aRmofxvriT da refinansirebis usafrTxo 

resursebis ZiebiT iyo dakavebuli. „sosiete Jeneralma“ 

daamtkica, rom araxelsayrel garemoebebSic 

ki SeuZlia mogeba aCvenos Tavisi biznesmodelis 

wyalobiT, romelic gare Sokebis mimarT 

mdgradobas da Tavisi komerciuli bankebis globaluri 

qselis stabilur funqcionirebas uzrunvelyofs. 

bankma „respublikam“ saoperacio mogebis dagegmili 

biujetis farglebSi gamomuSaveba SeZlo, magram 

bankis yvelaze didi gamowveva umoqmedo 

sesxebis rezervebis Seqmna iyo, rac bankis moklevadian 

sesxebze orientirebulobam gamoiwvia. 2011 

wels bankma didi Zalisxmeva moaxmara axal da ukve 

arsebul klientebTan ormxrivad sasargeblo 

urTierTobebis damyarebasa da ganmtkicebas. 

komerciuli saqmianobis warmateba 2011 wels 

metwilad umaRlesi da saSualo rgolis mmarTvel 

gundSi momxdarma cvlilebebma ganapiroba. axali 

komerciuli gundis erToblivi muSaobis Sedegad 

bankma „respublikam“ SeZlo gayidvebis strategiis 

daxvewa da Sedegebi, sul mcire, or ZiriTad 

sferoSi aCvena (sacalo da samomxmareblo dafinanseba). 

bankis mier klientebisTvis SeTavazebulma 

ipoTekuri dakreditebis mimzidvelma pirobebma 

mniSvnelovnad gazarda misi portfeli 

da kidev ufro gaamyara bankis, rogorc saimedo 

grZelvadiani partnioris, imiji. klientebma kargad 

miiRes mimdinare angariSis inovaciuri paketi 

sadepozito produqtebTan erTad da samomxareblo 

dafinansebis produqtebi xelmisawvdomi pirobebiT. 

meoTxe kvartalSi bankis ZalisxmeviT 

gamyarda saqmiani urTierTobebi korporaciul 

da mcire da saSualo biznesis warmomadgenlebTan, 

ris Sedegadac gazrdil portfelTan erTad imata 

klientebis raodenobamac. 

2012 wels banki „respublika“ kvlav klientebis 

sfecifikur moTxovnebze gaamaxvilebs yuradRebas 

_ ukeT gaicnobs da axlo urTierTobebs SeinarCunebs 

maTTan, yvelaze moTxovnad produqtebsa 


da momsaxurebas maTTvis mosaxerxebel adgilze 

(filialebSi) gauwevs. banki gaagrZelebs 

mcire da saSualo biznesis seqtoris momsaxurebas 

produqtebiTa da mimzidveli winadadebebiT. 

amavdroulad, gaTvaliswinebul iqneba wlis sxvadasxva 

periodis biznescikli. bankis anabrebi 

mosaxerxebeli pirobebiT saSualebas miscems klientebs, 

survilisamebr gankargon sakuTari danazogi 

da miiRon maRali sargebeli. 

komforti, maRali sargebeli da moqniloba, anabris 

vadis arCevanis TavisuflebasTan erTad, 2012 

wels bank „respublikis“ anabrebis prioritetad 

darCeba. 

2011 wlis dasruleba bankma „respublikam“ sakuTari 

korporaciuli klientebisaTvis kulturuli 

RonisZiebiT aRniSna. istoriul SenobaSi 

Tanamedrove franguli saxviTi xelovnebis gamofenaze 

lamazad Sejamda banksa da mis korporaciul 

klientebs Soris nayofieri saqmiani urTierTobebi. 

2012 wels korporaciuli socialuri pasuxismgeblobis 

principebisadmi erTguleba bank „respublikis“ 

erT-erT strategiul mimarTulebad 

darCeba. Tavis yoveldRiur saqmianobaSi banki 

muSaobas sami ZiriTadi mimarTulebiT gaagrZelebs: 

qselis gafarToeba (klientebTan siaxlove), 

inovacia da momxmareblebis moTxovnebze morgebuli 

produqtebi da momsaxurebis umaRlesi 

xarisxi. 

minda, madloba gadavuxado bank „respublikis“ 

personals gardamaval weliwadSi maT mier gamo- 

Cenili gunduri suliskveTebisa da gaweuli ZalisxmevisTvis. 

swored maTi profesionalizmiT, 

erTguli da Tavdauzogavi muSaobiT gaxda Sesa- 

Zlebeli operaciebis stabilurobisa da dadebiTi 

Sedegebis miRweva, miuxedavad imisa, rom maT bankis 

arsebobis manZilze yvelaze rTul periodSi mouxdaT 

muSaoba. mTeli gundis erTianobiT banki kvlavac 

SeinarCunebs sasiamovno samuSao garemos da 

ambiciur gegmebs warmatebiT ganaxorcielebs. 

kristian karmanioli 

generaluri direqtori 

LETTER FROM THE CHIEF EXECUTIVE OFFICER 

2011 has been a difficult year for the financial world, with 

many countries still coping with the consequences of the 

financial crisis, seeking the safe sources for refinancing. 

The Société Générale Group has demonstrated the ability 

to maintain its earnings capacity under these unfavorable 

circumstances due to its business model ensuring the resilience 

to external shocks and continued stable performance 

of its global network of commercial banks. 

Bank Republic was able to generate the operational profit in 

line with the planned budget. However, its biggest challenge 

was the provisioning of the non-performing loans resulting 

from the bank’s short-term maturity orientation. During 

2011, the bank continued efforts to build up and strengthen 

mutually beneficial relations with its new as well as longstanding 

clients. 

The success in the commercial activities during 2011 was 

largely due to the structural changes on the level of top and 

middle management. As a result of the efforts of the new 

commercial team, Bank Republic was able to fine-tune its 

sales strategy and deliver results in at least two major areas: 

retail and consumer finance. The bank’s attractive mortgage 

offer significantly increased its portfolio and further strengthened 

the bank’s image as a reliable long-term partner. The 

innovative current account package coupled with savings 

products as well as affordable consumer finance products 

were well accepted by the clients. The bank dedicated efforts 

to strengthening relations with corporate and SME clients in 

the fourth quarter, which resulted in the increased portfolio 

and an impressive number of new clients. 

In 2012 Bank Republic will continue focusing on the specific 

needs of its clients, getting to know them better and staying 

close to them by offering most demanded products and 

services at convenient locations. Bank Republic will continue 

to serve the SME sector offering them new products 

and incentives at different times of year in consideration of 

the business cycles. The bank will also offer deposits that 

allow clients to dispose their savings flexibly, in relevance 

to their goals, while earning high yields. 

Convenience, high yields and flexibility, together with 

freedom to choose desired maturities, will remain the priority 

for BR’s savings products in 2012. 

BR marked the end of 2011 with the art event for its corporate 

clients. The modern French fine art exhibited in a 

historic building beautifully summarized the fruitful business 

links between the bank and its corporate clients. 

Long-lasting commitment to work in the field of CSR will 

still remain as one of the strategic points for BR in 2012. 

The bank will continue to implement in its daily business 

the three principal pillars of commercial development for 

Bank Republic in Georgia: network expansion (staying 

closer to customers), innovative and tailor-made products 

and solutions and superior quality of service. 

I would like to thank the staff of BR for their team spirit and 

efforts during the transition year. It was due to their professionalism, 

dedication and diligence that BR has shown 

stable operations and positive improvements even in the 

years that were not the best in the bank’s life. Joint efforts 

of the entire team will lead to maintaining the pleasant 

working environment and success in reaching ambitious 

targets in the years to come. 

Christian Carmagnolle 

Chief Executive Officer 

13

istoria 

organizacia da mmarTveloba 

bankis strategia 

mTavari movlenebi 


History 

Organization and Governance 

The Bank’s Strategy 

Major Events 



bank „respublikis“ 

istoria 

jguf „sosiete Jeneralis“ wevri banki „respublika“ saqarTveloSi erT-erTi yvelaze 

warmatebuli safinanso institutia, romelsac wamyvani adgili ukavia sacalo da korporaciuli 

sabanko momsaxurebis bazarze. Tavisi universaluri biznesmodelis wyalobiT, 

banki fizikuri pirebis, mikro, mcire da saSualo sawarmoebis, organizaciebis da msxvili 

korporaciebis saimedo da grZelvadiani finansuri partnioria, romelTac swraf, martiv 

da inovaciur sabanko produqtebs da umaRlesi xarisxis momsaxurebas sTavazobs. 

banki „respublika“ 1991 wels daarsda. igi erT-erTi pirveli kerZo bankia saqarTveloSi. 

2006 wels frangulma saerTaSoriso safinanso jgufma „sosiete Jeneralma“ bankis aqciebis 

60%-i SeiZina. 2009 wels jgufma sakuTari wili 80%-mde gazarda. 

dRevandeli mdgomareobiT, jgufi „sosiete Jenerali“ bank „respublikis“ aqciebis 

84.04%-s flobs, evropis rekonstruqciis da ganviTarebis banki (EBRD) _ 8.48%-s, sameTvalyureo 

sabWos Tavmjdomare b-ni laSa papaSvili ki _ 7.48%-s. 

HISTORY OF BANK REPUBLIC 


Bank Republic Société Générale Group is one of the most successful financial institutions in Georgia, 

with a leading position in the retail and corporate banking services market. Thanks to its universal business 

model, Bank Republic Société Générale Group, remains a reliable long-term financial partner for 

individuals, micro, small and medium enterprises, organizations, and large corporations. 

Established in 1991, Bank Republic is one of the first privately owned banks in Georgia. In 2006, the 

French international financial group Société Générale purchased 60% of the bank’s shares. 

In 2009, the group increased its share participation to 80%. 

As of today, Société Générale owns 84.04% of Bank Republic’s stock, with European Bank for Reconstruction 

and Development (EBRD) having 8.48% of shares and Mr. Lasha Papashvili, Chairman of 

Supervisory Council holding 7.48%. 


15


bank „respublikis“ sxva partniorebi arian: 

saerTaSoriso safinanso korporacia (IFC), evropis 

sainvesticio banki (EIB) da germaniis aRm- 

Seneblobis banki Kreditanstalt für Wiederaufbau 

(KfW). 

2006 wels kulturis saministrom da mxatvarTa 

kavSirma bank „respublikas“ „kulturis mecenatis“ 

wodeba mianiWes. 

2007 wels saqarTvelos savaluto vaWrobis ganviTarebis 

asociaciam „respublikas“ Tbilisis 

bankTaSoris savaluto birJaze yvelaze aqtiuri 

bankis jildo gadasca. 


2010 wlis pirvel dekembers bankis generalur 

direqtorad b-ni kristian karmanioli dainiSna, 

romelmac am postze b-ni Jilber i Secvala (generaluri 

direqtori 2006_2010ww.). 

2011 wlis 6 dekembers bankma „respublikam“ 

britanuli safinanso jgufis HSBC-is sacalo 

portfeli SeiZina (HSBC-m saqarTvelos bazari 

datova). 

Other partners of Bank Republic are: International Finance Corporation (IFC), European Investment Bank, and 

Kreditanstalt für Wiederaufbau (KfW). 

In 2006, the Ministry of Culture and Art Union of Georgia awarded Bank Republic the patron of culture. 


mTeli qveynis masStabiT bankis aTasze meti Tanam- 

Sromeli (37 filiali) klientebisTvis swrafi, 

martivi, inovaciuli sabanko produqtebis da 

umaRlesi xarisxis momsaxurebas uzrunvelyofs. 

In 2007, Georgian Forex Development awarded Bank Republic the title, The Most Active Bank on Tbilisi Interbank 

currency exchange. 

On December 1, 2010, Mr. Christian Carmagnolle was appointed CEO, substituting Mr. Gilbert Hie, who completed 

his 4-year mission term. 

On December 6, 2011, Bank Republic purchased the retail portfolio of the British financial group HSBC, which 

opted to leave the Georgian market. 

Over 1,000 staff members working in the bank’s 37 outlets all over Georgia ensure that BR offers clients fast, simple 

and innovative banking products and superior service quality in a responsible manner. 

banki respublika _ jgufi sosiete Jenerali 

BANK REPUBLIC _ SOCIETE GENERALE GROUP 

17


organizaciuli struqtura 

da mmarTveloba 

banki „respublika“ mkacrad icavs korporaciul standartebsa da principebs. korporaciuli marTvis 

kodeqsis Tanaxmad, bankSi samsaxurebrivi movaleobebi efeqtianadaa ganawilebuli, imgvarad, rom 

gadawyvetilebis miRebis procesi iyos Seuferxebeli, aqcionerTa uflebebi saTanadod daculi, informacia 

ki sajaro da gamWvirvale. korporaciuli marTvis saukeTeso praqtikis danergva bankis 

saerTo keTildReobis da warmatebis sawindaria. 

banki icavs korporaciuli marTvis imgvar saerTaSoriso principebs, rogorebicaa: informaciis 

xelmisawvdomoba da gamWvirvaloba, aqcionerTa Tanasworoba da uflebebi, sameTvalyureo sabWos 

ufleba-movaleobebi, aqcionerTa roli korporaciul marTvaSi, korporaciuli sistemis efeqtianobis 

uzrunvelyofa. banki „respublika“ srulad uerTdeba saqarTvelos bankebis asociaciis mier 2009 

wels danergil korporaciuli marTvis kodeqss. 

bank „respublikaSi“ marTva direqtorTa sabWosa da sameTvalyureo sabWos Sorisaa ganawilebuli. 

sameTvalyureo sabWo iRebs ZiriTad gadawyvetilebebs da amtkicebs strategiul dokumentebs. bankis 

korporaciuli strategia, mniSvnelovani samoqmedo gegmebi, riskebis marTvis politika, wliuri angariSi 

da biznesgegmebi _ mtkicdeba sameTvalyureo sabWos mier. igi axorcielebs zedamxedvelobas 

kapitaldanaxarjebze, Sesyidvebsa da aqtivebis gayidviT kapitaldabandebebis amoRebaze. sameTvalyureo 

sabWo monitorings uwevs mmarTvelobis efeqtianobas da, Sesabamisad, kanonmdeblobiTa da Siga 

normatiuli aqtebiT gansazRvruli Tanamdeobis pirebis daniSvnasa da maT saqmianobas. sabWo amowmebs 

direqtorebis saqmianobas da sabuRaltro wignebs. 


ORGANIZATION AND GOVERNANCE 

Bank Republic strictly adheres to the corporate standards 

and principles, pursuant to the Corporate Governance 

Code. The responsibilities are effectively 

separated within the Bank to make sure the decision 

making process is smooth, the shareholders rights 

are safely protected, and the information is public and 

transparent. The implementation of the best practice 

of the corporate governance is the key to the loyal 

prosperity and overall success of the Bank. 

The Bank acknowledges corporate governance principles 

established in the international practice of 

corporate governance: information disclosure and 

transparency; equality of shareholders; shareholders’ 

rights and basic ownership functions; duties 

and responsibilities of the Supervisory Council; role 

of stakeholders in corporate governance; ensuring 

effective system of corporate governance. BR fully 

acknowledged and put into practice ABG (Associa- 

tion of Banks of Georgia) corporate governance code for 

banks in 2009. 

At Bank Republic the authority has been successfully 

delegated between the Board of Directors and Supervisory 

Council. In general, the major decisions are adopted 

and significant policies are approved by the Supervisory 

Council. The corporate strategy, important action plans, 

risk management policy, annual budget and business 

plans of Bank Republic are approved by the Supervisory 

Council, which is equally involved in the supervision of 

the capital expenditure, procurement and recovery of 

capital investments through the assets sale. In addition to 

that, the competence of the Supervisory Council includes 

the monitoring of the governance. It appoints and controls 

thereof the candidates for the positions prescribed 

by the law. The Supervisory Council properly monitors 

the activities of the directors and is competent to check 

the accounting ledgers. 

sameTvalyureo sabWo 

bank „respublikis“ sameTvalyureo sabWo 5 wevrisgan Sedgeba: 

1. laSa papaSvili _ sameTvalyureo sabWos Tavmjdomare. baton laSa papaSvils sabanko seqtorSi 

muSaobis 15-wliani gamocdileba aqvs. igi banks 1998 wlidan marTavs, mis sameTvalyureo sabWos ki 2004 

wlidan Tavmjdomareobs. laSa papaSvili warmatebuli biznesmenia da mraval sferoSi moRvaweobs. 

2. didie kolini _ Tavmjdomaris moadgile. „sosiete JeneralSi“ 1990 wlidan muSaobs, amJamad saer- 

TaSoriso sacalo sabanko operaciebis departamentis centraluri da samxreT evropis regionis ganyofilebas 

xelmZRvanelobs. sxvadasxva dros baton kolins „sosiete Jeneralis“ kanadis, aSS-is da 

safrangeTis ofisebSi menejeruli poziciebi ekava. 

3. reno filipi _ wevri. batoni filipi „sosiete JeneralSi“ 1971 wlidan muSaobs. amJamad parizis 

saerTaSoriso sacalo sabanko samsaxuris adamianuri resursebis departamentis mmarTvelis moadgilea. 

4. devid formaneki _ wevri. aRmasrulebeli direqtori adamianuri resursebis mimarTulebiT („komerCni 

banka“). batoni formaneki „sosiete JeneralSi“ 2001 wlidan muSaobs. 

5. Tamar qaquCaia _ wevri. evropis rekonstruqciisa da ganviTarebis bankSi 2004 wlidan muSaobs. 

amJamad safinanso institutebis departamentis ufrosi bankiria. 

The Supervisory Council in Bank Republic consists of 5 members: 

1. Mr. Lasha Papashvili – Chairman of Supervisory Council since 2004. With 15 years of banking industry experience, 

Mr. Papashvili has been managing the Bank since 1998. Mr. Papashvili was assigned as the Chairman of 

Supervisory Council in 2004. He is an accomplished businessman involved in a wide range of activities. 

2. Mr. Didier Colin – Deputy Chairman. With SG since 1990. Currently Head of Central and Southern Europe 

Region, International Retail Banking. At different times, Mr. Colin served as Chief Risk Officer at Komercni Banka, 

Prague, Czech Republic. Prior to that, Mr. Colin held managerial positions at SG subsidiaries in Canada, USA and 

France. 

3. Mr. Renaud Phelip – Member. Mr. Phelip has been working for Société Générale since 1971. His current position 

in SG Group is Deputy HR Manager in the International Retail Banking (Paris). 

4. Mr. David Formánek – Member. Executive Director, Human Resources (KB). Mr. Formánek joined The Group of 

Société Générale in 2001. Currently works at KB as Executive Director of Human Resources. 

5. Ms. Tamara Kakuchaya – Member. Joined EBRD in 2004. Currently serves at EBRD as Senior Banker, Department 

of Financial Institutions. 


Mr. Lasha Papashvili Mr. Didier Colin Mr. Renaud Phelip Mr. David Formánek Ms. Tamara Kakuchaya 

Supervisory Council 

19


organizaciuli struqtura 

da mmarTveloba 

direqtorTa sabWo 

kristian karmaniols sabanko sferoSi moRvaweobis 

ormocwliani gamocdileba aqvs. 1972 wlidan 

jgufis masStabiT sxvadasxva menejerul poziciaze 

muSaobda. bank „respublikis“ generalur direqtorad 

2010 wlis dekemberSi dainiSna. saqarTveloSi 

Camosvlamde „sosiete Jeneralis“ CexeTis filialSi 

(„komerCni banka“) generaluri direqtoris moadgilis 

pocizia ekava. 

ramaz kukulaZe _ 2011 wels dainiSna bank „respublikis~ 

komerciul direqtorad, xelmZRvanelobs: 

strategiuli marketingisa da produqtebis ganviTarebis, 

korporaciuli sabanko saqmianobis, safilialo 

qselis, alternatiuli arxebis marTvisa da analitikisa 

da kontrolis samsaxurebs. 

nikoloz xidureli _ 2011 wlidan bank „respublikis“ 

finansuri direqtoria. xelmZRvanelobs safinanso 

samsaxurs, romelic moicavs: sabuRaltro aRricxva-angariSgebis, 

xazinis, finansuri zedamxedvelobisa 

da finansuri kvlevebis departamentebs. 

milan dobeSi _ 22011 wlidan bank „respublikis“ 

riskebis marTvis direqtoria. bank „respublikaSi“ 

mosvlamde muSaobda jguf „sosiete Jeneralis“ CexeTis 

filialSi riskmenejeris poziciaze. 

Jan-luk vateli _ „sosiete JeneralSi“ 2007 wlidan 

muSaobs. bank „respublikis“ operaciuli direqtoria. 

xelmZRvanelobs: adamianuri resursebis mar- 

Tvis, informaciuli teqnologiebis, lojistikis, 

usafrTxoebisa da uzrunvelyofis deparatamentebs, 

aseve, centralizebuli beqofisis samsaxurs. 

Christian Carmagnolle – Chief Executive Officer. 

With 40 years of banking experience, Mr. Christian 

Carmagnolle was appointed CEO of Bank Republic 

in December, 2010. He held various managerial 

positions within Société Générale since 1972. Before 

coming to Georgia, Mr. Carmagnolle served 

as Deputy Executive Director in SG affiliated Komercni 

Banka in Czech Republic. 

ramaz kukulaZe, Jan-luk vateli, kristian karmanioli, milan dobeSi, nikoloz xidureli 


ORGANIZATION AND 

GOVERNANCE 

Milan Dobes – Risk Management Director since 2011. 

Before joining Bank Republic, he worked as a Risk Manager 

at Komercni Banka, Subsidiary of Société Générale 

Group in Czech Republic. 

Nikoloz Khidureli – Chief Financial Officer of Bank Republic 

since 2011. Supervises Finance Division with Accounting 

& External Reporting Department, Treasury & 

Financial Markets Department, Financial Supervision and 

Financial Studies Departments. 


Board Of Directors 

Christian Carmagnolle – Chief Executive Officer 

Milan Dobes – Risk Management Director 

Ramaz Kukuladze – Chief Commercial Officer 

Nikoloz Khidureli – Chief Financial Officer 

Jean-Luc Wattel – Chief Operations Officer 

Ramaz Kukuladze – Joined Bank Republic on the 

position of the Chief Commercial Officer in 2011. He 

supervises: Strategic Marketing and Product Development 

Division, Corporate Banking Division, Distribution 

Channels Division, Alternative Channels and 

Analytics and Controlling Divisions. 

Jean-Luc Wattel – Joined Société Générale in 2007. 

Chief Operations Officer at Bank Republic. Supervises 

the following departments: HR Department, IT, Logistics, 

Security and Sourcing Departments, as well 

as Back Office Division. 

21


qeTevan TevzaZe 

Sida auditis samsaxuris ufrosi 

TinaTin kandelaki 

generaluri direqtoris administraciis ufrosi 

maia gonaSvili 

iuridiuli departamentis ufrosi 

nino beriSvili 

riskebis marTvis samsaxuris ufrosi 

nina gogataZe 

finansuri monitoringis departamentis ufrosi 

miranda xerxeuliZe 

sakredito riskebis analizis departamentis ufrosi 

giorgi sordia 

sakredito riskebis monitoringis departamentis 

ufrosi 

levan waqaZe 

permanentuli kontrolis departamentis ufrosi 

papuna RaRaSvili 

problemuri sesxebis marTvis samsaxuris ufrosi 

daviT didbariZe 

aqtivebis marTvisa da realizaciis departamentis 

ufrosi 

mixeil ZagniZe 

uzrunvelyofis Sefasebis departamentis ufrosi 

salome makariZe 

strategiuli marketingisa da produqtebis ganviTarebis 

samsaxuris ufrosis moadgile 

aleqsandre mayaSvili 

marketingis departamentis ufrosi 

maia siWinava 

produqtebis ganviTarebis departamentis ufrosi 

meri basilaSvili 

xarisxis marTvis departamentis ufrosi 

giorgi tabiZe 

safilialo qselis marTvis samsaxuris ufrosi 

laSa WiWinaZe 

filialebis zedamxedvelobisa da angariSgebis departamentis 

ufrosi 

naTia frangulaSvili 

sacalo gayidvebis ganviTarebis departamentis 

ufrosis moadgile 

Tamar vaxtangaZe 

satelefono momsaxurebis departamentis ufrosi 

Tamaz wereTeli 

safilialo qselis ganviTarebis departamentis 

ufrosi 

giorgi jafariZe 

korporaciuli sabanko saqmianobis samsaxuris 

ufrosi 

mmarTvelobis Sualeduri erTeulebi 

naTia janeliZe 

mcire da saSualo biznes saqmianobis departamentis ufrosi 

zurab WaWia 

xazinis departamentis ufrosi 

maia paWkoria 

sabuRaltro aRricxva-angariSgebis departamentis ufrosi 

(mTavari buRalteri) 

vaxtang babunaSvili 

finansuri marTvis departamentis ufrosi 

manana CaCava 

finansuri kvlevebis departamentis ufrosi 

giorgi sulamaniZe 

centraluri beqofisis samsaxuris ufrosi 

nino buTbaia 

sabanko operaciebis administrirebis departamentis ufrosi 

levan pitiuriSvili 

sakredito administrirebis departamentis ufrosi 

giorgi riJamaZe 

sabanko baraTebis departamentis ufrosi 

inga lomiZe 

dokumentaciis marTvis departamentis ufrosi 

mariam WiWinaZe 

kliringis departamentis ufrosi 

levan kilaZe 

proeqtebis da organizaciis samsaxuris ufrosi 

daviT subeliani 

organizaciisa da proeqtebis marTvis departamentis ufrosi 

maria kldiaSvili 

biznes analizis departamentis ufrosi 

naTia xujaZe 

standartebis marTvis departamentis ufrosi 

an-gael deJani 

informaciuli sistemebisa da teqnologiebis menejeri 

vasil grigalaSvili 

informaciuli teqnologiebis departamentis ufrosi 

Jan-sebastian gurde 

informaciuli sistemebis departamentis ufrosi 

nino maisuraZe 

adamianuri resursebis marTvis departamentis ufrosi 

arCil gobianiZe 

usafrTxoebis departamentis ufrosi 

zurab vardiaSvili 

Sesyidvebis departamentis ufrosi 

levan arqania 

lojistikis departamentis ufrosi 


LIST OF MIDDLE MANAGEMENT 

Ketevan Tevzadze 

Head of Internal Audit Division 

Tinatin Kandelaki 

Head of CEO Office 

Maia Gonashvili 

Head of Legal Department 

Nino Berishvili 

Head of Risk Management Division 

Nina Gogatadze 

Head of Compliance & Anti-Money Laundering 

Department 

Miranda Kherkheulidze 

Head of Counterparty Risk Analysis Department 

Giorgi Sordia 

Head of Commercial Counterparty Risk Monitoring 

Department 

Levan Tsakadze 

Head of Permanent Control Department 

Papuna Ghaghashvili 

Head of Recovery Division 

Davit Didbaridze 

Head of Defeasance Department 

Mikheil Dzagnidze 

Head of Collateral Appraisal Department 

Salome Makaridze 

Deputy Head of Strategic Marketing and 

Product Development Division 

Aleksandre Makhashvili 

Head of Marketing Department 

Maia Sichinava 

Head of Product Development Department 

Meri Basilashvili 

Head of Quality Management Department 

Giorgi Tabidze 

Head of Distribution Channels Division 

Lasha Chichinadze 

Head of Network Supervision and 

Reporting Department 

Natia Prangulashvili 

Deputy Head of Retail Sales Promotion 

Department 

Tamar Vakhtangadze 

Head of Call Center Department 

Tamaz Tsereteli 

Head of Distribution Channels Development Department 

Giorgi Japharidze 

Head of Corporate Banking Division 

Natia Janelidze 

Head of SME Banking Department 

Zurab Chachia 

Head of Treasury & Financial Markets Department 

Maia Pachkoria 

Head Accounting & External Reporting Department 

(Executive Accountant) 

Vakhtang Babunashvili 

Head of Financial Supervision Department 

Manana Chachava 

Head of Financial Studies Department 

Giorgi Sulamanidze 

Head of Central Back Office Division 

Nino Butbaia 

Head of Operations Administration Department 

Levan Pitiurishvili 

Head of Credit Administration Department 

Giorgi Rizhamadze 

Head of Banking Cards Department 

Inga Lomidze 

Head of Document Management Department 

Mariam Chichinadze 

Head of Clearing Department 

Levan Kiladze 

Head of Projects and Organization Division 

Davit Subeliani 

Head of Organization & Project Management Department 

Maria Kldiashvili 

Head of Business Analysis Department 

Natia Khujadze 

Head of Standards Management Department 

Anne-Gaelle DEJEAN 

Chief Information Officer 

Vasil Grigalashvili 

Head of IT Department 

Jean-Sebastien Gourdet 

Head of Information Systems Department 

Nino Maisuradze 

Head of HR Department 

Archil Gobianidze 

Head of Security Department 

Zurab Vardiashvili 

Head of Sourcing Department 

Levan Arkania 

Head of Logistics Department 


23


filialis mmarTvelebi 

ivane jafariZe 

centraluri filialis mmarTveli 

irakli qasraZe 

centraluri filialis mmarTvelis 

moadgile 

aleqsandre lemonjava 

gldanis filialis mmarTveli 

zurab gogelia 

delisis filialis mmarTveli 

valerian futkaraZe 

sadguris filialis mmarTveli 

giorgi lekiaSvili 

sadguris filialis mmarTvelis moadgile 

zaza farsenaZe 

baTumis filialis mmarTveli 

daviT verava 

zugdidis filialis mmarTveli 

gogita kakabaZe 

samtrediis filialis mmarTveli 

xviCa uSxvani 

quTaisis filialis mmarTveli 

nato maxaraZe 

centraluri filialis #1 servis 

centris mmarTveli 

jemal Wyonia 

centraluri filialis #2 servis 

centris mmarTveli 

ana troyaSvili 

`vip” serviscentris mmarTveli 

resan konceliZe 

wereTlis serviscentris mmarTveli 

mixeil kiRuraZe 

pekinis serviscentris mmarTveli 

rati lobJaniZe 

isnis serviscentris mmarTveli 

leri Toria 

foTis serviscentris mmarTveli 

galaqtion maisaia 

rusTavis serviscentris mmarTveli 

gogi kaxiZe 

Tavisuflebis serviscentris mmarTveli 

giorgi labartyava 

vaJa-fSavelas serviscentris mmarTveli 

ilia babalaSvili 

siRnaRis serviscentris mmarTveli 

giorgi uTiaSvili 

Telavis serviscentris mmarTveli 

ilia darCiaSvili 

diRmis serviscentris mmarTveli 

nana tomaraZe 

sanzonis serviscentris mmarTveli 

laSa ruxaZe 

zestafonis serviscentris mmarTveli 

daviT esakia 

orTaWalis serviscentris mmarTveli 

giorgi miqelTaZe 

muxianis serviscentris mmarTveli 

zurab CxeiZe 

yvarelis serviscentris mmarTveli 

valerian gabunia 

varkeTilis serviscentris mmarTveli 

giorgi boWoriSvili 

dadianis servis centris mmarTveli 

guram salia 

goris serviscentris mmarTveli 

ivane kakauriZe 

quTaisis filialis #2 serviscentris mmarTveli 

merab svaniZe 

baTumis filialis #4 serviscentris mmarTveli 


LIST OF BRANCH MANAGERS 

Ivane Japaridze 

Central Branch Manager 

Irakli Kasradze 

Deputy Central Branch Manager 

Aleksandre Lemonjava 

Gldani Branch Manager 

Zurab Gogelia 

Delisi Branch Manager 

Valerian Putkaradze 

Sadguri Branch Manager 

Giorgi Lekiashvili 

Deputy Sadguri Branch Manager 

Zaza Parsenadze 

Batumi Branch Manager 

Davit Verava 

Zugdidi Branch Manager 

Gogita Kakabadze 

Samtredia Branch Manager 

Khvicha Ushkhvani 

Kutaisi Branch Manager 

Nato Makharadze 

Head of Central Branch SC N1 

Jemal Chkhonia 

Head of Central Branch SC (Airport) N2 

Ana Trokashvili 

Head of VIP SC (Central Br. SC N3 

Resan Kontselidze 

Head of Tsereteli SC 

Mikheil Kighuradze 

Head of Pekini SC 

Rati Lobzhanidze 

Head of Isani SC 

Leri Toria 

Head of Poti SC 

Galaktion Maisaia 

Head of Rustavi SC 

Gogi Kakhidze 

Head of Tavisupleba SC 

Giorgi Labartkhava 

Head of Vaja-Pshavela SC 

Ilia Babalashvili 

Head of Telavi SC 

Giorgi Utiashvili 

Head of Signagi SC 


Ilia Darchiashvili 

Head of Digomi SC 

Nana Tomaradze 

Head of Sanzona SC 

Lasha Rukhadze 

Head of Zestaphoni SC 

Davit Esakia 

Head of Ortachala SC 

Giorgi Mikeltadze 

Head of Mukhiani SC 

Zurab Chkheidze 

Head of Kvareli SC 

Valerian Gabunia 

Head of Varketili SC 

Giorgi Bochorishvili 

Head of Dadiani SC 

Guram Salia 

Head of Gori SC 

Ivane Kakauridze 

Head of Kutaisi Branch SC N2 

Merab Svanidze 

Head of Batumi Branch SC N4 

25

wliuri angariSi 2011 THE PROFILE OF THE BANK 

strategia 

jguf „sosiete Jeneralis“ strategiuli dokumentis 

„ambicia 2015“ Sesabamisad, banki „respublika“ 

ganagrZobs dabalansebuli universaluri 

sabanko strategiis ganxorcielebas klientebisTvis 

komfortuli da sasargeblo momsaxurebis 

miwodebis mizniT. „respublika“ miznad isaxavs, 

gaxdes qveynis samagaliTo banki, aRiarebuli da 

dafasebuli klientebTan urTierTobis xarisxis, 

marTvis inovaciuri modelisa da swrafad moqmedebis 

unaris gamo. Cveni mizania sabazro wilis, 

klientebis raodenobis, sakredito portfelisa 

da filialebis qselis zrda sarealizacio 

arxebis gaaqtiurebis Sesabamisad (bankomatebi, 

satelefono momsaxurebis centri, POS terminalebi, 

eleqtronuli da sxva saxis momsaxureba), 

agreTve, sainvesticio sabanko potencialis diversifikacia 

(struqturizebuli dafinanseba, 

savaluto hejireba). 

banki „respublika,“ rogorc saerTaSoriso 

jgufis wevri, seriozuli upiratesobiT sargeblobs. 

misTvis xelmisawvdomia iafi finansuri 

resursebi, vaWrobis martivi dafinanseba „sosiete 

Jeneralis“ qselSi, axali produqtebi, saukeTeso 

praqtika da gamocdileba, strategiuli komunikacia 

komerciuli saqmianobis gaaqtiurebis 

mizniT (gayidvebis teqnika, pirdapiri marketingi, 

jvaredini gayidvebi). „respublika“ klientebze 

orientirebuli, diversificirebuli da dabalansebuli 

bankia korporaciul da sacalo, mcire da 

saSualo, mikrodakreditebisa da individualuri 

sabanko saqmianobis mimarTulebiT. ixveweba 

produqtebi sarealizacio arxebis gamravalferovnebis, 

momsaxurebis xarisxis ganaxlebis, 

gaumjobesebis da klientebis kmayofilebisaTvis. 

miznebis miRweva SesaZlebelia swrafi, efeqtiani, 

Tbili, loialuri damokidebulebisa da umaRlesi 

xarisxis momsaxurebis meSveobiT. 

banki ganagrZobs mtkice nabijebiT winsvlas sacalo 

da korporaciuli klientebisTvis inovaciuri 

da maTze sagangebod morgebuli produqtebis Seqmnisa 

da umaRlesi kategoriis momsaxurebis uzrunvelsayofad. 


STRATEGY 

Pursuant to the SG Ambition 2015, Bank Republic will continue pursuing the balanced universal banking strategy 

aimed at client satisfaction. BR target is to become the Reference Bank in Georgia, recognized and appreciated for the 

quality of relationship with clients, innovative model of client management, and reactivity. We will aim at the increase 

of the market share, number of clients, loan portfolio and network size in line with the activation of all distribution 

channels (NW, ATMs, Call Center, POS, Electronic, Telephone) and diversification of investment banking opportunities 

(structured finance, F/X Hedging). 

Bank Republic will definitely enjoy its international strength and competitive edge by remaining a place for cheap 

funding, trade finance through SG network, new products thus sharing good practices, and improving the practice 

for further boosting commercial activities (sales techniques, direct marketing, cross selling), being “Client oriented, 

diversified and balanced” in relations with corporate clients, SMEs, micro businesses, individuals and private banking 

services. The products will be definitely improved and developed to achieve the multi-channel distribution efficiency, 

quality of service, customer satisfaction and innovation with our quick, efficient, warm, connected, proactive attitude 

and quality label. 

The bank continues making confident steps towards the creation of the innovative and tailor-made products and solutions 

for its retail and corporate customers with the superior quality of service. 

27


mTavari 

movlenebi 

rTuli periodis gavlis Semdeg bankma „respublikam“ 

2011 weli „biznesSi dabrunebis“ wlad 

gamoacxada. igi bazarze axali komerciuli kampaniebiT 

da axali proeqtebiT wardga. siaxleebi 

warmatebuli aRmoCnda da mniSvnelovnad Seuwyo 

xeli bankis saerTo reabilitacias. 

n banki „respublika“ kvlav sakuTari principebis 

erTgulia da klientebisaTvis inovaciuri 

produqtebisa Tu momsaxurebis SeTavazebiT imkvidrebs 

sanimuSo da sando bankis saxels. 

n zamTarSi bankma sakredito aqcia wamoiwyo, 

riTac man mkafiod ganacxada: „banki „respublika“ 

biznesSi dabrunda“. es iyo kargad mofiqrebuli 

kampania, romelmac komerciuli 

TvalsazrisiT dadebiTi Sedegebi gamoiRo da 

mravali klientis kmayofileba gamoiwvia. 

n „respublikam“ momxmarebels SesTavaza axali 

produqti „prizma“ _ mimdinare angariSis 

inovaciuri paketi, romelic klientebs saSualebas 

aZlevs, martivad da efeqtianad marTon 

sakuTari saxsrebi da sxvadasxva sabanko momsaxureba 

erTi produqtis farglebSi miiRon (multisavaluto 

mimdinare angariSi, multisavaluto 

sabanko baraTi, SMS momsaxureba, mudmivi 

sagadaxdo davaleba, avtomaturi komunaluri 

gadaricxvebi, satelefono momsaxurebis centri, 

satelefono da internetsabanko momsaxureba). 

n bankma „respublikam“ mikro da mcire biznesis 

mflobelebs sakredito xazi SesTavaza _ 

moklevadiani revolveluri krediti mikro da 

mcire biznesis sabrunavi kapitalis dasafinanseblad. 

n bankma „respublikam“ daiwyo swrafi sesxebis 

gacema fizikur pirebze _ mcire moculobis 

arauzrunvelyofili sesxi, romlis gacemis proceduras 

mcire dro (1 saaTi) sWirdeba. 

n bankma wamoiwyo ipoTekuri dakreditebis kampania 

_ ipoTekuri kreditebi mimzideveli fiqsirebuli 

saprocento ganakveTiT, plus klientis 

ipoTekur sesxTan dakavSirebuli damatebiTi xarjebi. 

n fizikuri pirebisTvis SeTavazebul iqna mimzidveli 

produqti _ avtoganvadeba. bankma „respublikam“ 

gazarda avtodilerebis qseli da 

fizikuri pirebis mier Sesyiduli avtomobilebis 

dafinansebis axali politika SeimuSava. 

n 2010 wlis bolos bankis generalur direqtorad 

kristian karmanioli dainiSna. man am Tanamdebobaze 

Jilber i Secvala, romelmac qveyanaSi Tavisi 

oTxwliani misia daasrula. amis Semdeg moxda 

cvlilebebi bankis komerciuli marTvis gundSi. 

n 2011 wlis 6 dekembers bankma „respublikam“ 

Seisyida britanuli finansuri jgufis HSBC-is 

(romelmac saqarTvelos bazris datovebis gadawyvetileba 

miiRo) sacalo portfeli. 

n wlis ganmavlobaSi banki kvlav aqtiurad iyo 

CarTuli korporaciuli socialuri pasuxismgeblobis 

proeqtebSi. bankma „respublikam“ monawileoba 

miiRo jandacvisa (sisxlis donoroba da 

„maraToni sicocxlis gadasarCenad“) da erovnuli 

kulturis proeqtebSi (kote marjaniSvilis 

saxelobis saxelmwifo dramatuli Teatri, xalxuri 

simRerisa da cekvis saxelmwifo akademiuri 

ansambli „erisioni“ da klasikuri musikis festivali 

„Ramis serenadebi“). 


MAJOR EVENTS 


Following a difficult period, Bank Republic announced the year 2011 as “back to business” year, with new commercial 

campaigns and projects. The projects proved successful thus contributing to the overall rehabilitation of the bank. 

n Bank Republic stayed loyal to the principle of constantly offering its clients innovative products and strengthening 

its image of a reference reliable bank. 

n The bank launched the lending campaign in winter, sending a clear message to the market’: “Bank Republic is 

back to business.” It was well perceived, bringing positive commercial results. The campaign resulted in a “commercial 

rebound”, with a number of satisfied clients. 

n Bank Republic introduced Prisma - an innovative current account package, allowing clients to simply and effectively 

manage their funds, enjoying the combination of various banking services: multicurrency current account, 

multicurrency bank card, SMS service, standing orders, automated utility payments, call center service, telephone 

and internet banking. 

n BR offered credit line for MSB - short term revolving facility for financing working capital of Micro and Small Business 

clients; 

n BR launched Instant Loans for individuals – small-scale unsecured loans, with quick (1 hour) disbursement procedure; 

n BR launched a mortgage lending campaign - mortgage loans at attractive fixed interest rates including additional 

costs of the client related to mortgage loan; 

n BR launched an attractive product for individuals – auto installment. BR expanded the network of auto dealers and 

adopted new approach to financing automobile purchase by individuals. 

n End-2010, Christian Carmagnolle was appointed CEO, substituting Gilbert Hie, who completed his 4-year mission 

term. It was then followed by changes in the commercial management team. 

n On December 6, 2011, Bank Republic purchased the retail portfolio of the British financial group HSBC, which 

opted to leave the Georgian market. 

n The bank remained actively involved in CSR activities during the year. BR supported the annual healthcare projects, 

(blood donation and ‘race for the cure’) as well as national culture: Marjanishvili Theater, folk dance group Erisioni 

and festival of classic music (Night Serenades). 

29

komerciuli saqmianoba 

perspeqtiva 


Outlook 




komerciuli 

saqmianoba 

sacalo sabanko saqmianoba 

COMMERCIAL ACTIVITIES 



2011 wels banki „respublika“ aqtiur sacalo sabanko saqmianobas gansakuTrebiT dakreditebis da 

yoveldRiuri sabanko operaciebis mimarTulebiT warmarTavda. 

weli mravalferovani marketinguli kampaniebiT da axali produqtebis danergviT gamorCeoda. aRsaniSnavia 

Semdegi biznesmimarTulebebis dakrediteba: mikro da mcire biznesi, ipoTekuri sesxebi, avto 

da samomxmareblo sesxebi. saqmianoba fokusirebuli iyo klientTa farTo segmentebze: dabalSemosavlian 

da SeZlebul fenebze, mciremasStabian sawarmoebze da did kompaniebze. aRniSnuli saqmianobis 

Sedegad bankma „respublikam“ axali sacalo sesxebis gacemaSi STambeWdav Sedegebs miaRwia. 

jguf „sosiete Jeneralis“ wevrobasTan dakavSirebuli upiratesobis da saerTaSoriso gamocdilebis 

daxmarebiT bankma „respublikam“ yoveldRiur sabanko saqmianobaSi metad mimzidveli mimarTulebebi 

danerga, rac moicavs klientTa sxvadasxva segmentebis saWiroebebze morgebul momsaxurebis paketebs. 

es siaxle dadebiTad iqna miRebuli klientebis mier, radganac is aadvilebs da komfortuls 

xdis bankTan urTierTobas. 

bazarze saqmianobis gaaqtiurebas xeli Seuwyo Sida procesebis daxvewam, rasac Sedegad mohyva momxmarebelTa 

momsaxurebis gamartiveba. 


In 2011 BR was very actively developing its retail banking activities, especially in lending and day-to-day banking 

directions. 

The year was highlighted with recurrent activity on the market through implementing various marketing campaigns 

and new products, for lending in the following business lines: micro and small business lending, mortgage lending, 

auto lending and consumer finance. Activity was targeted to a wide range of client segments: mass to affluent, very 

small scale professionals/businesses to larger companies. Through these activities BR recorded impressive results 

in new retail loan production. 

Using its advantages of being a member of Société Générale Group and holding international experience, BR 

implemented very attractive solutions for easy and comfortable day to day banking, represented with full scale 

packages of daily services tailored to the needs of different customer segments. This product has been very well 

accepted by customers, as it makes their life easy and comfortable when dealing with the bank. 

Activity on market was supported with streamlining internal processes, that resulted in simplification of customer 

service activities. 

31


komerciuli Sedegebi 

a) klientTa raodenoba 

2011 wels bank „respublikis“ sacalo klientTa raodenoba 

4%-iT Semcirda da wlis bolosTvis 171 

aTasi Seadgina. 

b) sesxebi: 

2010 wlis bolos fizikur pirebze gacemuli 

kreditebis moculobam 178.6 milioni lari Seadgina. 

2011 wlis bolosTvis bank „respublikis“ fizikuri 

pirebis sakredito portfeli 35%-iT gaizarda da 

241.4 milioni lari Seadgina. 

g) depozitebi: 

2010 wlis dasawyisSi fizikuri pirebis angariSebze 

ganTavsebuli iyo 257.3 milioni lari (sxvadasxva 

valutiT). 

2011 wlis bolosTvis moculoba 22%-iT Semcirda da 

200.7 milioni lari Seadgina. 

Commercial Outcomes 

A) NUMBER OF CUSTOMERS 

In 2011 BR decreased number of retail customers by 

4% thus totaling to 171,000 thousand by the end of 

the year. 

B) LOANS: 

In the end of 2010, loans to individuals amounted 

to GEL 178.6 m. 

By the end of 2011, loan portfolio for individuals 

increased by 35% thus amounting to GEL 241.4 m. 

C) DEPOSITS: 

In the beginning of 2010, GEL 257.3 m (in different 

currencies) was allocated on individuals accounts. 

By the end of 2011, the volume decreased by 22% 

and reached GEL 200.7 m. 


korporaciuli sabanko saqmianoba 

2011 wels biznesprocesebis daxvewisa da momxmarebelTa 

momsaxurebis xarisxis gaumjobesebis 

mizniT, korporaciuli sabanko saqmianobis samsaxurSi 

struqturuli cvlilebebi ganxorcielda. 

5 milion laramde wliuri Semosavlis mqone 

kompaniebi saqarTvelos ekonomikis mTavari mamoZravebelia. 

amitom, am kompaniebis sakredito 

produqtebiTa da momsaxurebiT uzrunvelyofis 

mizniT, Seiqmna mcire da saSualo sawarmoebis 

dafinansebis departamenti. gamartivda mcire 

da saSualo sawarmoebisTvis proeqtis uwyve- 

Corporate Banking 

tad damtkicebis cikli (didi korporaciebis 

mimarT gamoyenebul procesTan SedarebiT). didi 

kompaniebis dafinansebis ganyofilebisgan gansxvavebiT, 

mcire da saSualo sawarmoebis dafinansebis 

oficrebi pasuxismgebelni arian klientebTan 

urTierTobis yvela aspeqtze _ pirveli 

nabijidan proeqtis dokumentaciis sruli paketis 

momzadebamde. departamentis Seqmnidan xuT 

Tveze naklebi xnis ganmavlobaSi SesaZlebeli 

gaxda am segmentSi operaciebis mkveTri zrdis 

miRweva. 


In 2011 Bank Republic implemented further structural changes to the Corporate Banking Division aimed at streamlining 

business processes and improving the quality of customer services. 

Companies with revenues up to GEL 5 million are critical drivers of the Georgian economy. Therefore, we have created 

a small and medium sized business department to support them with a suite of credit products and services. 

End to end project approval cycle for SME clients was simplified in comparison with the process applicable to 

the large corporations. Unlike the Large Corporate Unit, SME officers are responsible for all aspects of the client 

relationship. SME Officers handle everything from the initial pitch, to preparation of full range of project documentation. 

In less than five months since the launch of the SME Department, there has been a drastic increase of deal 

flow in the segment. 

33


pirvel kvartalSi mcire da saSualo biznesze 

gacemuli kreditebis portfeli moculobis 

TvalsazrisiT 17%-iT gaizarda, msesxeblebis 

raodenobis mxriv _ 12%-iT. amasTan, mcire da 

saSualo biznesklientebis mixedviT, jvaredini 

gayidvebisa da sabanko produqtebiT sargeblobis 

maCvenebeli mniSvnelovnad izrdeba. 

mcire da saSualo sawarmoebis dafinansebis departamentSi 

Seiqmna specialuri ganyofileba, 

romelic moemsaxureba bankis aramsesxebelTa 

kategoriis klientebs da am segmentis efeqtianobas 

gazrdis. 

didi korporaciebis ganyofileba kidev ufro 

gaZlierda gamocdili korporaciuli analitikosebis 

mniSvnelovani raodenobis damatebiT 

(korporaciuli sabanko saqmianobis departamentSi 

korporaciuli sakredito analizis xarisxis 

amaRlebis, riskis Sefasebis da faswarmoqmnis 

gaumjobesebis mizniT). yvela axladayvanil 

kadrs aqvs sabanko seqtorSi muSaobis mravalwliani 

gamocdileba, zogierT maTgans _ riskis 

marTvis sferoSi. korporaciuli gayidvebis jgufis 

winaSe gansazRvrul iqna mkafio „samoqmedo 

areali“, romelmac moicva saqarTveloSi moqmedi 

udidesi korporaciebi. aRniSnuli areali daiyo 

dargobriv mimarTulebebad da TiToeul maTganze 

mimagrebul iqna Sesabamisi bankiri. maT daevalaT 

urTierTobebis gaRrmaveba klientebTan winaswar 

gansazRvruli gegmiT garigebis potencialidan da 

prioritetulobidan gamomdinare. bevri garigeba 

daixura (jandacvis, sacalo vaWrobis da transportis 

sferoebSi). maT magivrad gaformda axlebi, 

romelTa dasrulebis TariRebi, savaraudod, 

2012 wlis meore kvartalia. 

2011 wlis ganmavlobaSi Semosavlebis generaciis 

strategia nel-nela Seicvala individualuri 

produqtebis Sefasebidan kompleqsur midgomamde 

(rogorc korporaciuli, ise sacalo produqtebis 

SemTxvevaSi TiToeuli klientisgan Semosavlebis 

miRebis axali SesaZleblobebis gaTvaliswinebiT). 

axali midgomis mizania TiToeuli urTierTobidan 

mogebis miRebis potencialis maqsimizacia. 



Within the Q1 2012 SME loan portfolio realized a 17% increase in volume and a 12% increase in the number of borrower 

clients. Apart from it, cross-selling and utilization of banking products per SME clients is improving significantly. 

A special unit has been created within SME Department to cover/serve non-borrower clients of the bank and increase 

the effectiveness of that segment. 

The Large Corporations Unit was further strengthened with the addition of a number of experienced corporate analysts 

within the scope of the ongoing effort to bolster the quality of corporate credit analysis and improvement of risk assessment 

and pricing within CBD. All new hires have many years of experience in the banking sector, in some cases, 

within the risk function. The Corporate Sales Team was given a clear target coverage universe comprised of the largest 

corporations operating in Georgia. Coverage universe was broken down along the sectoral lines, with bankers 

assigned to the respective sector charged with developing relationships with the client base on a predefined schedule 

driven by the deal potential and priority. A number of large deals were closed in healthcare, retail and transportation 

sectors. A handful of large transactions remain in the pipeline with expected closing dates in Q2 2012. 

Over the course of 2011, revenue generation strategy has gradually shifted from pricing of individual products to a 

holistic approach, taking into account a multitude of revenue generating opportunities from each client. This is comprised 

of corporate as well as retail products. The target of the new approach is maximization of profit potential from 

each relationship as a whole. 

35


perspeqtiva 

2012 wels banki Tavis klientebs kvlav SesTavazebs inovaciur momsaxurebasa da produqtebs, riTac ganagrZobs 

bazarze poziciebis gamyarebas. 2012 wlisa da Semdgomi periodisaTvis ramdenime prioritetuli 

mimarTuleba SeiZleba gamovyoT: 

momxmareblisaTvis gaweuli RonisZiebebis masStabebis gazrda da maTi CvenTan urTier- 

Tobis unikaluri gamocdilebis Seqmna. adamianebSi, teqnologiebsa da filialebis qselSi mniSvnelovani 

investiciebis ganxorcielebiT momxmareblisaTvis umaRlesi xarisxis momsaxurebas uzrunvelvyofT. 

gvjera, rom es sferoebi erTmaneTTan mWidrodaa dakavSirebuli da roca romelime maTgans 

naklebi yuradReba eqceva, am dros pirvel rigSi momxmarebeli zaraldeba. „sosiete Jenerali“ mTel 

evropaSi ara mxolod erT-erT saukeTeso bankad, aramed saukeTeso damsaqmebladaa miCneuli. misi saukunovani 

arsebobis manZilze am finansur instituts dasaqmebisa da TanamSromelTa ganviTarebis meTodikis 

SemuSavebis sakmao gamocdileba daugrovda. 

korporaciuli sabanko momsaxurebis saukeTeso praqtikis danergva. Cveni mizania, iseT 

pozicias mivaRwioT, rom qveyanaSi arc erTi msxvili organizacia ar iRebdes finansur gadawyvetilebebs 

bank „respublikasTan“ konsultaciis gareSe. „sosiete Jeneralis“ wevri banki „respublika“ is myari 

niadagia, romelzec qarTvelTa finansuri momavali daefuZneba. bank „respublikis“ sazogadoebis 

lideris imijs „sosiete Jeneralis“ aswlovani sabanko gamocdileba amyarebs. 

momxmareblebTan axlo urTierToba. „sosiete Jeneralis“ globaluri brendi misi Zlierebaa. 

axlo momavalSi brendis ganviTarebas da momxmarebelTan meti siaxlovisaTvis gadadgmul nabijebs mniSvnelovani 

Zalisxmeva daeTmoba. 2012 wlisaTvis Cveni mizania, momxmarebelma mogvmarTos imitom, rom 

maTTvis ufro meti viqnebiT, vidre banki _ viqnebiT maTi sando mrCeveli da grZelvadiani partniori. 

OUTLOOK 



The Bank will continue to strengthen its position in the market in 2012, through offering innovative services and products 

to its customers. We have identified a number of key execution priorities for 2012 and beyond. 

Enhance our consumer business and provide an exceptional customer experience. We will make major 

investments in people, in technology and in our branch network to ensure the excellence in our customer service. We 

believe that each of these areas is intertwined and that if any one of these areas is ignored than the customer experience 

will suffer. All over Europe Société Générale is considered one of the best banks, but they are also considered 

one of the best places to work. Société Générale has had over one hundred years to discover the best methods of 

recruiting and employee development. 

Provide best in-class corporate banking capabilities. Our goal is to achieve a position where no major organization 

in the country will make a financial decision without consulting Bank Republic. Bank Republic, Société Générale 

Group is the solid ground upon which Georgians’ financial futures will be built. Bank Republic’s brand image of community 

leader is possible because it is backed up by the support and assurance of Société Générale’s one hundred 

plus years of banking experience and dominance. 

Connect with our customers. Société Générale’s global brand is the strength. In the nearest future we will invest in 

the development of our brand and try to find the right and the best way to connect with our customers. In 2012 we 

want customers to turn to us because they see us as more than a bank, they see us as a trusted advisor and long 

term partner. 

37

iskebis angariSi 

RISK REPORT 


riskebis marTvis samsaxuris pasuxismgeblobaa: 

n bankis saqmianobis Sedegad warmoqmnili riskebis analizis, Sefasebis, damtkicebis da monitor- 

ingisaTvis gamoyenebuli meTodebis gansazRvra da validireba; 

n gamovlenili riskebis prevenciis an SemcirebisaTvis Sesabamisi RonisZiebebis gansazRvra da 

ganxorcieleba; riskebis marTvis sainformacio sistemebis adekvaturobis da Sesabamisobis monitoringi; 

n bankis klientebTan momuSave urTierTobis oficrebis mier SeTavazebul tranzaqciebTan dakavSirebuli 

sakredito riskebis damoukidebeli Sefaseba; 

n tranzaqciebis regularuli monitoringi mTeli vadis ganmavlobaSi; 

n maRali riskis sferoebSi gayidvebis strategiis kritikuli mimoxilva. 

banki „respublika“ icavs Semdeg principebs: 

n mkacri Sesabamisoba jguf „sosiete Jeneralis“ „normatiul bankTan“ (standartebi, romlebic 

SemuSavda, rogorc jgufis riskebis marTvis politikis nawili) da iuridiuli da maregulirebeli 

moTxovnebis mudmivi monitoringi; 

n klientebisaTvis jerovani konsultaciis gawevis valdebuleba; 

n biznesurTierTobebis ganviTareba mxolod srulad identificirebul kontrahentebTan, romlebsac 

aqvT pasuxismgeblobis da keTilsindisierebis iseTive aRqma, rogorc jguf „sosiete Jenerals“; 

n keTilgonierebis, sifrTxilis, sanimuSo gamocdilebis da riskebis marTvis xarisxisa da diversifikaciis 

principebis gamoyeneba im SemTxvevaSic ki, rodesac am midgomam SesaZloa uaryofi- 

Tad imoqmedos bankis mogebaze moklevadian perspeqtivaSi; 

n klientebisaTvis uaris Tqma nebismieri iseTi mniSvnelovani finansuri tranzaqciis ganxorcielebaze, 

romelic ar aisaxeba maT sabalanso uwyisSi an gare auditorebs ar aqvT srulyofili 

informacia amasTan dakavSirebiT. 

THE RISK MANAGEMENT DIRECTORATE IS RESPONSIBLE FOR: 

n Defining and validating the methods used for analysis, assessment, approval and monitoring of risks gener- 

ated by activities of the bank. 

n Definition and realization of measures for preventing or mitigating the identified risks and monitoring the 

adequacy and consistency of risk management information systems. 

n Providing independent assessment of credit risks on transactions proposed by relationship managers who 

are in touch with clients of the bank. 

n Regular monitoring of transactions during their entire lifespan. 

n Conducting a critical review of sales strategies for high-risk areas. 

BANK REPUBLIC APPLIES THE FOLLOWING PRINCIPLES: 

n Strict compliance with Société Générale Group’s “Normative Bank” (standards drawn up as part of the 

group’s risk management policy) and constant monitoring of legal and regulatory requirements. 

n The obligation to advise clients appropriately. 

n Development of business relationships only with counterparties whose identity has been clearly established 

and who share the same sense of responsibility and integrity as Société Générale Group. 

n Application of the principles of prudence, good conduct and risk quality and diversification, even when this 

could affect short-term profitability. 

n Refusal to arrange any significant financing transactions for clients if these do not appear on their balance 

sheet or if their external auditors have not been fully informed. 

RISK REPORT 


39


bank „respublikis“ riskebis marTvis direqtorati 

kvlav ganagrZobs saWiro RonisZiebebis 

ganxorcielebas sabanko aqtivobis yvela sfero- 

Si riskebis optimaluri donis misaRwevad, imisaTvis, 

rom banks hqondes saSualeba, imoqmedos 

bazris ganviTarebis Sesabamisad da sakuTari 

saqmianobis kidev ufro gansaviTareblad. 

2011 wlis ganmavlobaSi riskebis marTvis direqtoratis 

mier ganxorcielebuli saqmianobidan 

gamovyofT ramdenime ZiriTad sakiTxs: 

n saoperacio riski _ moxda Sida kontrolis Semdgomi 

gaZliereba da avtomatizeba adre gadadgmuli 

im nabijebis xelSewyobisaTvis, romlebic 

gamiznuli iyo zaralis riskis Sesamcireblad 

Sida procesebis mizanmimarTulad Tu uneblied 

darRvevis SemTxvevaSi. bankma „respublikam“ 


gansakuTrebulad progresuli nabijebi gadadga 

saoperacio riskebis marTvis TvalsazrisiT BA- 

SEL II-is principebTan sruli Sesabamisobis misaRwevad; 

n fulis gaTeTrebis winaaRmdeg brZola _ Sesabamisi 

adgilobrivi organoebisa da jguf „sosiete 

Jeneralis“ Sida inspeqciis mier Catarebuli 

detaluri Semowmebis Sedegad gamovlinda, rom 

bankma warmatebiT moaxdina principebis dacva da 

procedurebis ganxorcieleba; 

n 2011 wlis ganmavlobaSi moxda biznesis uwyvetobisa 

da krizisis marTvis meqanizmebisa da procedurebis 

Semdgomi ganviTareba, raTa banks gaadvileboda 

Tavis saqmianobaze SesaZlo negatiuri 

gavlenis mqone movlenebTan adaptacia da klientebisaTvis 

xarisxiani momsaxurebis miwodeba; 

Risk management Directorate of Bank Republic continued to improve on multiple measures taken by the bank, in 

order to reach optimal level of risk in all areas of banking activities, in order to enable the bank to cope with the 

development of the market and further develop activities of the bank. 

Several key items shall be mentioned in order to highlight activities of the Risk Management Directorate during 2011: 

n Operational risk - system of internal controls was further strengthened and automated, in order to foster earlier 

taken steps to minimize risk of loss in case of breach of internal processes either by intent or omission. Bank 

Republic made major progress towards full compliance with BASEL II principles in the area of Operational risk 

management. 

n Anti money laundering and compliance - principles and procedures of the bank went successfully though a 

rigorous screening process carried out by respective Georgian authorities and also by internal inspection of Societe 

Generale Group. 

n Business continuity plan and crisis management - tools and procedures were further developed during year 

2011, in order to increase the ability of the bank to cope with events that have potentially negative effects on our 

operation and remain fully able to provide quality services to our clients. 

RISK REPORT 

41


n sakredito riskebis marTvis TvalsazrisiT 

bankma gadadga nabijebi Sida kontrolisa da 

monitoringis Semdgomi ganviTarebisaTvis, rac, 

Tavis mxriv, xels uwyobs sawyis etapze dialogis 

warmarTvas iseT klientebTan, romlebsac sirTuleebi 

aqvT bankis mier gacemuli sesxebis dafarvasTan 

dakavSirebiT. amgvari SemTxvevebis adreul 

etapze gamovleniTa da am tipis klientebisadmi 

individualuri midgomiT banki cdilobs maqsimalurad 

Seamciros klientis winaSe arsebuli 

sirTuleebis negatiuri zegavlena Tavad klentsa 

da bankze. sakredito riskebis marTvis mimar- 

TulebiT bankis kidev erT seriozul Zalisxmevas 

warmoadgens dakreditebis Sida wesebisa da 

politikis Secvla, romlis miznebia bankisTvis 

riskis misaRebi donis uzrunvelyofa da amave 

dros klientebis moTxovnebsa da saWiroebebze 

bankis reagirebis unaris gaumjobeseba. rogorc 

zemoT aRvniSneT, bankis riski mcirdeba riskis 

indikatorebis sistemis mudmivad daxvewiT, 

rac riskebis marTvaze momuSave TanamSromlebs 

RISK REPORT 


saSualebas aZlevs, swrafad imoqmedon potenciur 

sakiTxebTan dakavSirebuli signalebis sapasuxod 

da SeimuSaon Sesabamisi zomebi SesaZlo 

negatiuri Sedegebis Tavidan asacileblad; 

n zemoT aRniSnuli cvlilebebis gatarebas xels 

Seuwyobs axali produqtis ganviTarebasTan dakavSirebiT 

gadadgmuli nabijebi. bankSi mimdinare 

Sida procesebi warimarTa axali produqtebis 

riskebis mkacri kontrolis SesanarCuneblad da, 

amasTanave, axali produqtis ideis formirebidan 

mis damtkicebamde saWiro drois monakveTis 

optimizaciisaTvis. 

marTalia, riskebis marTvis TvalsazrisiT 2011 

wels mniSvnelovani nabijebi gadaidga, magram 

riskebis marTvis gundi kvlav eZiebs axal meqanizmebs 

da meTodebs, rac banks saSualebas miscems, 

miaRwios riskis xarjianobis dabal dones 

da, amave dros, SeinarCunos moqniloba da saTanado 

yuradReba klientebis saWiroebebis mimarT. 

n Credit risk management - the bank took steps to further improve on internal control and monitoring procedures, 

in order to be able to start early dialogue with the clients facing difficulties with repayment of loans provided by the 

bank. By early identification of such cases, and by individual approach to such clients the bank aims to maximize 

the number of cases where a solution of clients’ difficulties can be found without any negative impact on the client 

or the bank. As part of credit risk management, the bank committed significant resources to redesigning the internal 

lending rules and policies. These rules were modified in order to ensure acceptable level of risk to the bank, but at 

the same time to improve our ability to promptly respond to the requests and needs of our clients. As mentioned 

above, the risk of the bank is further mitigated by continuously developing a system of risk indicators that allow the 

risk management staff to quickly react on any signs of potential issues and develop appropriate measures to counter 

potential negative development. 

n New Product Development - The internal processes of the bank were streamlined in order to maintain strict 

control of risk profiles of the new products, but at the same time significantly shorten the time needed from idea formulation 

to final approval and launch of the product. 

While the year 2011 has seen significant progress in area of risk management, the risk team continues to look for 

new tools and methods allowing the bank to lower the level of cost of risk, while remaining flexible and attentive to 

the needs of our clients. 


43

finansuri angariSi 

FINANCIAL REPORT 


bank `respublikis~ ZiriTadi finansuri 

da komerciuli maCveneblebi 

KEY FINANCIAL AND COMMERCIAL INDICATORS 

n In 2011, the number of clients was 174,3 thousand, of which 98% were individuals and 2% were legal entities. 

n The total number of branches and service centers was 37. 

n Six new ATM’s were added to the branch network, making the total number of ATM’s 130 by end-2011. 

n The number of staff reduced by 2%. By end-2011, the total number of staff was 953. 

gayidvebis punqtebis raodenoba 

NUMBER OF SALES POINTS 

41 

46 

14 

16 

23 

33 

38 37 

2004 2005 2006 2007 2008 2009 2010 2011 

247 

n 2011 wels bankis klientTa raodenobam Seadgina 174,3 aTasi, saidanac fizikur 

pirebze modioda 98%, xolo iuridiul pirebze ki _ 2%. 

n filialebisa da serviscentrebis raodenoba 37-iT ganisazRvra. 

n safilialo qselis masStabiT, damontaJda 6 axali bankomati, ramac 2011 

wlis bolosTvis Seadgina 130 bankomati. 

n TanamSromelTa raodenoba 2%-iT Semcirda. 2011 wlis bolos bankis Tanam- 

SromelTa raodenoba 953 adamianiT ganisazRvra. 

TanamSromelTa raodenoba 

NUMBER OF STAFF 

998 

343 

515 

770 

991 970 953 

2004 2005 2006 2007 2008 2009 2010 2011 

95% 

94% 

96% 

klientTa raodenoba 

NUMBER OF CLIENTS 

20.5 

49.7 

110.6 

93% 

89% 

11% 7% 5% 6% 4% 3% 3% 2% 

2004 2005 2006 2007 2008 2009 2010 2011 

iuridiuli piri 

Legal Entities 

finansuri angariSi FINANCIAL REPORT 

155.9 

156.8 

181.6 

184.1 

174.3 

2004 2005 2006 2007 2008 2009 2010 2011 

bankomatebi 

ATM’s 

130 

124 

100 110 

69 

46 

19 

3 

2004 2005 2006 2007 2008 2009 2010 2011 

97% 97% 

98% 

fizikuri piri 

Individuals 

45


/aTasi lari/ 

Sedegebi 

saoperacio mogeba 

wminda mogeba 

aqtivoba 

wminda sesxebi 

mTliani aqtivebi 

klientTa angariSebi 

mTliani valdebulebebi 

kapitali 

Cveulebrivi aqciebi 

sul saaqcio kapitali 

koeficientebi 

ROA 

ROE 

ROAA 

ROAE 

zrda 

/aTasi lari/ 

Sedegebi 

saoperacio mogeba 

wminda mogeba 

aqtivoba 




mTliani valdebulebebi 

kapitali 

Cveulebrivi aqciebi 

sul saaqcio kapitali 

ZiriTadi maCveneblebi 

KEY FIGURES 

2004 2005 2006 2007 2008 2009 2010 2011 

12,100 

4,816 

80,302 

125,829 

99,815 

101,027 

7,000 

24,802 

3.8% 

19.4% 

4.7% 

22.1% 

11.3% 

4.8% 

50.9% 

61.9% 

99.8% 

71.5% 

20.2% 

31.9% 

23,265 

9,181 

128,954 

211,284 

156,263 

178,481 

7,000 

32,803 

4.3% 

28.0% 

5.4% 

31.9% 

92.3% 

90.6% 

60.6% 

67.9% 

56.6% 

76.7% 

0% 

32.3% 

30,265 

8,148 

187,575 

348,520 

253,964 

285,469 

22,000 

63,051 

2.3% 

12.9% 

2.9% 

17.0% 

30.1% 

-11.3% 

45.5% 

65.0% 

62.5% 

59.9% 

214.3% 

92.2% 

37,411 

4,653 

310,956 

505,135 

314,079 

416,371 

38,500 

88,764 

0.9% 

5.2% 

1.1% 

6.1% 

23.6% 

-42.9% 

65.8% 

44.9% 

23.7% 

45.9% 

75.0% 

40.8% 

50,903 

655 

568,242 

869,405 

336,026 

753,742 

42,600 

115,663 

0.1% 

0.6% 

0.1% 

0.6% 

36.1% 

-85.9% 

82.7% 

72.1% 

7.0% 

81.0% 

10.6% 

30.3% 

62,600 

5,641 

483,347 

829,269 

453,763 

708,550 

42,600 

120,719 

0.7% 

4.7% 

0.7% 

4.8% 

23.0% 

761.2% 

-14.9% 

-4.6% 

35.0% 

-6.0% 

0.0% 

4.4% 

22,650 

(30,994) 

378,654 

810,479 

486,594 

703,619 

48,325 

106,860 

- 3.8% 

-29.0% 

- 3.8% 

- 27.2% 

-63.8% 

-649.4% 

-21.7% 

-2.3% 

7.2% 

-0.7% 

13.4% 

-11.5% 

29,801 

(31,414) 

408,198 

702,450 

337,626 

607,323 

56,983 

95,127 

- 4.5% 

- 33.0% 

- 4.2% 

- 31.1% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 

11.2% 

31.7% 

34.5% 

20.2% 

13,8% 

16,8% 

0% 

32.4% 

31.6% 

1.4% 

7.8% 

-13.3% 

-30.6% 

-13.7% 

17.9% 

-11.0% 

/ thousand GEL / 

OUTCOMES 

Operational income 

Net income 

ACTIVITIES 

Net loans 

Total assets 

Customer accounts 

Total liabilities 

CAPITAL 

Ordinary shares 

Total share capital 

RATIOS 

ROA 

ROE 

ROAA 

ROAE 

n During the operational year, the total volume of assets decreased by 13,3%, amounting GEL 702,4 million.. 

n Net loans to customers increased by 7,8% in 2011, amounting GEL 408 million. 

125,829 211,284 

505,135 

348,520 

869,405 829,269 810,479 

702,450 

2004 2005 2006 2007 2008 2009 2010 2011 

80,302 128,954 

187,575 

GROWTH 

/thousand GEL / 

OUTCOMES 

Operational income 

Net income 

ACTIVITIES 

Net loans 

Total assets 

Customer accounts 

Total liabilities 

CAPITAL 

Ordinary shares 

Total share capital 

n saoperacio wlis ganmavlobaSi, aqtivTa mTliani moculoba bankSi 13,3%-iT Semcirda da 702,4 mln lari Seadgina. 

n momxmareblebze gacemuli wminda sesxebi 2011 wels 7,8%-iT gaizarda da 408 mln lari Seadgina. 


TOTAL ASSETS 


NET LOANS 

568,242 

483,347 

378,654 

310,956 

408,198 

2004 2005 2006 2007 2008 2009 2010 2011 

sakredito portfelis 52% modis fizikur pirebze gacemul sesxebze, 

xolo 48% _ iuridiul pirebze gacemul sesxebze 

Loans to individuals make up 52% of the credit portfolio, with 48% - to legal entities. 

fizikuri piri 

Individuals 



sul 

Total 

mogeba 

2011 % EARNINGS 2010 (%) 

241,453 

224,233 

465,686 

52% 

48% 

100% 

10% 

-10% 

fizikuri pirebis sesxebis wili mTlian portfelSi 

gaizarda 10%-iT da Seadgina 241,4 milioni lari. 

The share of individuals in the total portfolio 

increased by 10%, amounting GEL 241,4 million. 

vaWrobisa da momsaxurebis seqtori 

fizikur pirebze gacemuli sesxebi 

mSeneblobis seqtori 

warmoebis seqtori 

samTomompovebeli da gadamamuSavebeli seqtori 

energetikis seqtori 

saxelmwifo institutebi 

transportisa da kavSirgabmulobis seqtori 

soflis meurneobisa da metyeveobis seqtori 

danarCeni seqtorebi 

mTliani sesxebi 

107,103 

178,620 

16,425 

29,363 

8,245 

3,494 

7,263 

4,987 

72,859 

428,359 

25% 

42% 

4% 

7% 

2% 

1% 

0.0% 

2% 

1% 

17% 

100% 

48% 



95,704 

241,453 

9,253 

24,953 

7,661 

2,417 

22,330 

699 

3,185 

58,031 

465,686 

21% 

52% 

2% 

5% 

2% 

1% 

5% 

0% 

1% 

12% 

100% 

52% 

fizikuri piri 

Individuals 

seqtorebis mixedviT 

sesxebis portfelis ganviTareba 2010 % 2011 % CREDIT PORTFOLIO DYNAMICS BY SECTORS 

Trade and Services Sector 

Loans to Individuals 

Construction 

Production 

Mining and Manufacturing 

Energy 

Government Institutions 

Transport and Communications 

Agriculture and Forestry 

Other 

n sakredito portfelis 52% koncentrirebulia fizikur pirebze gacemul sesxebSi; 

Total 

n sakredito portfelis 21% modis vaWrobisa da momsaxurebis seqtorze; 

n sakredito portfelis 12% modis danarCen seqtorebze gacemul sesxebze; 

n Loans to individuals make up 52% of the loan portfolio. 

n Trade and Services takes 21 % of the loan portfolio. 

n Loans to other sectors take 12% of the loan portfolio. 


47


momxmareblebze gacemuli sesxebis vadianoba 

MATURITIES OF LOANS ISSUED TO CUSTOMERS 

99,815 156,263 

2010 

2011 

n mTliani valdebulebebi Semcirda 13,7%-iT da Seadgina 607,3 milioni lari. 

n 2011 wels momxmarebelTa angariSebi 337,6 milioni lariT ganisazRvra. 

n Total liabilities decreased by 13,7 %, amounting GEL 607,3 million. 

n Customer accounts totaled GEL 337,6 million in 2011. 


CUSTOMER ACCOUNTS 

253,964 

336,026 

314,079 

453,763 

9.5% 8.7% 7.0% 5.1% 

486,594 

337,626 

2004 2005 2006 2007 2008 2009 2010 2011 

15.9% 15.0% 

71.2% 

67.6% 

1 Tvis CaTvliT 1-3 Tvemde 3-12 Tvemde 12 Tveze meti 

Through 1 month Up to 1-3 months Up to 3-12 months Over 12 months 

momxmarebelTa angariSebis 59% warmoadgens fizikuri pirebis angariSebs, xolo 41% _ iuridiuli pirebis angariSebs 

59% of customer accounts are accounts of individuals, with 41% of accounts belonging to legal entities. 

fizikuri pirebi 

Individuals 

iuridiuli pirebi 


sul 

Total 

mogeba 

2011 % earnings 2010 (%) 

200,710 

136,916 

337,626 

59% 

41% 

100% 

7% 

-7% 


Customer Accounts 

vadiani depozitebi 

Term Deposits 

moTxovnamde depozitebi 

Demand deposits 

sul 

Total 

41% 



zrda 

2011 2010 Growth 

189,682 

147,944 

337,626 

59% 

283,233 

203,361 

486,594 

49% 

37% 

44% 

fizikuri piri 

Individuals 

n 2011 wels saaqcio kapitali 11%-iT Semcirda. 

n Share capital decreased by 11% in 2011. 

saaqcio kapitali 

SHARE CAPITAL 

24,802 

32,803 

63,051 

88,764 

120,719 

115,663 

106,860 

95,127 

2004 2005 2006 2007 2008 2009 2010 2011 

4,816 

n In 2011, operational income went up by 31,6%, totaling GEL 7,1 million. 

n Net profit/loss amounted GEL-31 414 thousand. 

9,181 8,148 

n bankis saoperacio Semosavali 2011 wels 31,6%-iT, anu 7,1 milioni lariT gaizarda; 

n wminda Semosavalma/zaralma _ 31,414 aTasi lari Seadgina. 

-33.0% -4.5% 

2011 

-29.0% -3.8% 

2010 

wminda mogeba 

NET EARNINGS 

4,653 

ROA ROE ROAA ROAE 

2009 

2008 

2007 

2006 

2005 

2004 

0.7% 4.7% 

0.1% 0.6% 

0.9% 5.2% 

2.3% 12.9% 

4.3% 28.0% 

3.8% 19.4% 


655 

5,641 

2004 2005 2006 2007 2008 2009 2010 2011 

-31.1% -4.2% 

2011 

-27.2% -3.8% 

2010 

2009 

2008 

2007 

2006 

2005 

2004 

0.7% 4.8% 

0.1% 0.6% 

1.1% 6.1% 

2.9% 17.0% 

5.4% 31.9% 

4.7% 22.1% 

(30,994) 

(31,414) 

49

auditis angariSi 

AUDIT REPORT 


finansuri angariSgeba 

da auditis daskvna 

Sps `deloit da tuSma~ Caatara ss banki respublikis 

(`banki~) da misi Svilobili kompaniebis 

(erTad `jgufi~) finansuri angariSgebis saer- 

TaSoriso standartebis Sesabamisad momzadebuli 

konsolidirebuli finansuri angariSgebis 

auditi, romelic Sedgeba finansuri 

mdgomareobis konsolidirebuli angariSisgan 

2011 wlis 31 dekembris mdgomareobiT, agreTve 

masTan dakavSirebuli mogeba-zaralis, kapitalSi 

cvlilebebis da fuladi saxsrebis moZraobis 

konsolidirebuli angariSebisgan 2010 

wlis 31 dekembriT dasrulebuli wlisaTvis, 

amasTanave Seicavs mniSvnelovan buRaltrul 

politikebsa da sxva axsna-ganmartebiTi xasiaTis 

informacias. 

FINANCIAL STATEMENTS AND AUDIT REPORT 

AUDIT REPORT 

auditis daskvna 

auditi Catarebul iqna auditis saerTaSoriso 

standartebis Sesabamisad da auditis Sedegad 

gacemul iqna upirobo daskvna, romelic daTari- 

Rebulia 2012 wlis 30 apriliT. 

ss banki respublika aqveynebs zemoTaRwerili 

konsolidirebuli finansuri angariSebis 

nawils, romelic moicavs finansuri mdgomareobis 

konsolidirebul angariSs 2011 wlis 31 dekembris 

mdgomareobiT, aseve masTan dakavSirebul 

mogeba-zaralis konsolidirebul angariSs. 

ss banki republikis auditis daskvnasa da srul 

audirebul konsolidirebul finansur angariSgebasTan 

gasacnobad SegiZliaT mobrZandeT 

bankis saTavo ofisSi Semdeg misamarTze: q. 

Tbilisi, grigol abaSiZis q. # 2. 

Delloitte and Touche Ltd. audited the consolidated financial statements of JSC Bank Republic (Bank) and its 

subsidiary companies (Group) pursuant to the international standards, comprising of consolidated balance sheet 

as of December 31, 2011, the income statement, statement of changes in equity and cash flows for the year then 

ended, a summary of significant accounting policies and other explanatory notes. 

Audit has been conducted in accordance with International Standards on Auditing. Auditors have expressed an 

unqualified opinion dated April 30, 2012. 

JSC Bank Republic publishes the part of aforementioned Financial Statements which includes the consolidated 

balance sheet as of December 31, 2011, as well as consolidated income statement. 

Complete Independent Auditors Report together with the full set of audited Financial Statements is available at 

Head Office of Bank Republic at address: 2 Grigol Abashidze street, Tbilisi, Georgia. 

51


auditis daskvna AUDIT REPORT 

53

Annual Report 2011 auditis daskvna AUDIT REPORT 

55


auditis daskvna AUDIT REPORT 

57

Annual Report 2011 auditis daskvna AUDIT REPORT 

adamianuri resursebis marTva da treningi 


Annual Report 2011


adamianuri resursebis marTva 

da treningi 

banki „respublika“ qmnis da aviTarebs „gawonasworebul“ 

korporaciul kulturas. saqmianobis 

es strategia Sedegebis miRwevis gzebzea orientirebuli, 

rac imas niSnavs, rom banki, mogebasTan 

erTad, TanamSromelTa qceviTi kompetenciis 

ganviTarebazec zrunavs. 

banki „respublika“ TanamSromlebs Tavis saukeTeso 

aqtivad miiCnevs da maT sakuTari 

tradiciuli korporaciuli Rirebulebebis 

(profesionalizmi, gunduri suliskveTeba da 

inovacia) farglebSi mudmivi ganviTarebis SesaZleblobebs 

sTavazobs. banki, rogorc damqiravebeli, 

valdebulia, xeli Seuwyos mravalferovnebas, 

mobilurobas da TanamSromelTa 

codnis donis amaRlebas, amavdroulad, daicvas 

Sesabamisi pasuxismgeblobis principebi. banki 

acnobierebs, rom klientebs gansakuTrebul momsaxurebas 

swored sakuTari TanamSromlebis sa- 

SualebiT sTavazobs. Sesabamisad, banki „respub- 

lika“ cdilobs maTTvis konkurentuli pirobebisa 

da usafrTxo garemos Seqmnas. 

banki „respublika“ TanamSromlebTan aformebs 

uvado xelSekrulebas, sTavazobs maT konkurentul 

anazRaurebas, sadazRvevo pakets, specialur 

samotivacio programebs, „sosiete Jeneralis“ 

aqciebs fasdaklebiT, sxvadasxva SeRavaTebs, 

sasesxo produqtebs privilegirebuli pirobebiT, 

finansur daxmarebas (gansakuTrebul SemTxveveb- 

Si), adgilobriv da saerTaSoriso treningebs/ganaTlebas 

da a.S. 

2011 wels bankma „respublikam“ 178 axali Tanam- 

Sromeli daiqirava. wlis bolos TanamSromelTa 

saerTo ricxvma 953-s miaRwia. am periodis ganmavlobaSi 

TanamSromelTa ganviTareba da maTdami individualuri 

midgoma kvlav bankis prioritetad 

rCeboda. bankis SigniT moxda 267 gadaadgileba 

(TanamSromelTa saerTo raodenobis 29%). 


Bank Republic leadership creates and encourages the “balanced” corporate culture that is not centered solely on 

results, but also on the way those results are achieved. That is to say, that the bank is not just profit-focused, but it 

also takes into account the development of its employees behavioral competencies. 

Bank Republic believes that employees are its best asset and therefore the company offers continuous development 

opportunities for them under Bank Republic traditional corporate values: professionalism, team spirit and innovation. 

As an employer, the Bank is commited to promoting diversity, mobility and increasing employees’ expertise, 

with special emphasis on responsible development. The bank acknowledges that it is the personal contribution 

of staff that makes it possible for BR to provide outstanding services to our customers; therefore Bank Republic tries 

to create secure environment and offers competitive incentives. 

Bank Republic provides employees with open ended contracts, competitive pay, insurance packages, special motivation 

schemes, SG shares with discount and in-kind contribution, loans with preferential conditions, financial aid 

on special occasions, local and international training/education, etc. 

During 2011 Bank Republic recruited 178 people, and had 953 employees by the end of the year. Staff Development 

and individual approach continued to stay a priority for the bank. We had 267 cases of internal mobility that formed 

29% of the total employee number. 

61


banki „respublika“ did yuradRebas uTmobs 

socialur pasuxismgeblobas. TanamSromelTa 

mxardaWeris programis farglebSi gansakuTrebuli 

SemTxvevebi (mag. ojaxis wevris 

avadmyofoba an gardacvaleba) TanamSromlebis 

erTjerad finansur daxmarebas iTvaliswinebs. 

banki „respublika“ studentebs da axalkursdamTavrebulebs 

staJirebis SesaZleblobas 

sTavazobs. bank „respublikaSi“ dasaqmebulia 

512 staJiori saqarTvelos sxvadasxva wamyvani 

saswavleblidan. 

banki kvlav ganagrZobs TanamSromelTa gana- 

TlebaSi investirebas da treningebis Catarebas, 

radgan miaCnia, rom niWieri adamianebisTvis 

ganviTarebis SesaZleblobis micema misi 

yvelaze mniSvnelovani investiciaa. bank „respublikaSi“ 

funqcionirebs treningcentri. 

Catarebuli treningebis saaTebis raodenobam 

42 542-s miaRwia, treningis monawileTa saerTo 

ricxvma ki _ 990-s. treningebis umravlesoba 


bankis treningcentris mieraa Catarebuli. 

treningebma mravali Tema moicva. banki cdilobs 

ganviTarebis SesaZlebloba misces adamianebs, 

romlebic arsebuli codnis samuSao 

procesSi gamoyenebis survils avlenen. miRebuli 

codnis Sedegad samuSao nayofierebis gazrdisaTvis 

personals treningi Sesabamis dros 

da adgilas unda Cautardes. Sida treningebis 

garda, romelic moicavda saklaso mecadineobebs 

da samuSao adgilze wvrTnas, banki „respublika“ 

TanamSromlebis ganviTarebas uzrunvelyofda 

rogorc qveynis SigniT, ise mis 

gareT arsebuli provaiderebis saSualebiT. 

banki „respublika“ mimdinare treningebis programaSi 

treningis Tanamedrove meTodebis 

danergvas cdilobs. amisaTvis man SeimuSava 

elqtronuli swavlebis platforma, romelic 

trenings ufro xelmisawvdoms xdis bankis 

yvela TanamSromlisTvis da zrdis treningis 

procesSi maTi monawileobis maCvenebels. 


Bank Republic strongly committed itself to the issue of social responsibility. Under the Staff Support Program, in 

specific cases (e.g. Illness or death of family member) BR provides financial aid to employees on a one time basis. 

Bank Republic is devoted to building internship oppurtunities for students and recent graduates. BR has placed 

512 interns from various leading educational institutions in jobs at Bank Republic. 

Believing that investing in talent development is the most significant and important investment that our bank can 

make, BR continues to support the development of employees through its Training Center that has delivered approximately 

42,542 training hours to 990 trainees. The vast majority of all training action has been implemented 

internally through the Bank Republic Training Center and a wide variety of subjects were covered. The bank strives 

to develop people who demonstrate a passion to perform. It is about giving staff the right training, at the right time, 

so that gained knowledge boosts performance. Apart from internal training that is comprised of class-room sessions 

and on-the-job training, Bank Republic invested in external providers as well, both locally and internationally. 

Bank Republic tries to incorporate modern means of training provision in its ongoing training programs i.e. elearning 

platform that makes training more accessible to all employees of the bank and makes workforce more 

engaged into training. 

63


„TanamSromelTa mier aqciebis flobis globaluri 

programis“ farglebSi banki „respublika“ 

SesaZleblobas aZlevs TanamSromlebs, 

SeRavaTiani pirobebiT gamoiweron „sosiete 

Jeneralis“ aqciebi. garda amisa, jgufma 

„sosiete Jeneralma“ miiRo gadawyvetileba, 

bankis TiToeul TanamSromels ufasod gadasces 

„sosiete Jeneralis“ 40 aqcia (yvela 

TanamSromels, romelsac bankSi muSaobis 

5-wliani gamocdileba aqvs) „ambicia _ 2015“is 

amocanebis Sesrulebis SemTxvevaSi (e.i. 

aqciebis gadacema damokidebulia TanamSromelTa 

muSaobaze, „sosiete Jeneralis“ 

finansur Sedegebze da klientebis kmayofilebis 

ganmsazRvreli maCveneblebis Sesrulebaze). 

2011 wels jgufma „sosiete Jeneralma“ Tanam- 

SromelTa Sefasebis inovaciuri sistema _ 

„eleqtronuli Sefaseba“ danerga: „sosiete 

Jenerals“ axla erTiani Sefasebis procesi 

aqvs, romelic yvelas exeba da qceviTi kom- 



petenciebis Sesafasebel axal parametrebs 

moicavs. TanamSromelTa muSaoba Sefasdeba 

ara mxolod miRebuli Sedegebis („ra“), aramed 

am Sedegebis misaRwevad gamoyenebuli 

meTodebis („rogor“) safuZvelzec. es aris 

mniSvnelovani instrumenti, romelic zrdis 

TanamSromlebTan urTierTobis (dialogis) 

xarisxs, uzrunvelyofs grZelvadiani muSaobis 

solidur bazas da naTel warmodgenas 

aZlevs TiToeul TanamSromels mis mier 

dasaxuli amocanebis gansaxorcieleblad 

saWiro kompetenciebis Sesaxeb. 

TanamSromlebisgan informaciis misaRebad 

(Tu ra saWiroebebi, kiTxvebi, SemoTavazebebi 

da mosazrebebi aqvT), „sosiete Jeneralma“ 

Caatara TanamSromelTa gamokiTxva „sosiete 

Jeneralis“ TanamSromelTa barometri“. 

TanamSromelTa saWiroebebis gansazRvris 

garda, gamokiTxvis Sedegebi dagvexmareba am 

saWiroebebis safuZvelze konkretuli qmedebebis 

ganxorcielebaSi 2012 wels. 

Apart from the benefit of Global Employee Shares Ownership Program which provides an opportunity for 

its employees to subscribe to SG shares with preferential conditions, SG group made the decision to award 

40 free Societe Generale Shares to each employee (all staff with 5 years seniority) of the group in case if 

Ambition 2015 will be attained (e.g. granting of shares is subject to meeting performance aligned with SG 

financial results and qualitative customer satisfaction targets). 

In 2011 BR piloted the new staff appraisal system - e-valuation which is a new SG group innovation: Société 

Générale now has a single appraisal process, which applies to everyone, and which includes new parameters 

in evaluating behavioural competencies. From now on, performance appraisals will not just be based 

on the results obtained (“what”), but also on the methods used to achieve these results (“how”). It is a valuable 

tool that will not only ensure quality dialogue, but also provide a solid basis to build our long-term performance 

and give each person a clear understanding of the competencies needed to meet their objectives. 

In order to investigate staff needs, questions, suggestions and points of view Staff Satisfaction Survey “SG 

Employee Barometer” was implemented. Other then investigating staff needs, this tool will assist us to 

translate them into concrete actions to be implemented as of early 2012 in our entity. 


65


adamianuri resursebis marTvis departamenti 

mudmivad cdilobs ganviTardes, 

Tanmimdevrulad ganaxorcielos cvlilebebi 

da ar iyos dakavebuli mxolod yoveldRiuri 

procedurebiT. 2011 wels adamianuri 

resursebis marTvis departamentma 

aqtiurad daiwyo transformaciuli programis 

ganxorcieleba, romelic miznad 

isaxavs, misi procedurulidan strategiul 

biznespartniorad da momsaxurebaze 

orientirebul erTeulad gardaqmnas. 

aRniSnuli programis farglebSi dainerga 

adamianuri resursebis marTvis mravalfunqciuri 

sistema (HR Management system). 

proeqtis saSualebiT SesaZlebeli 

gaxda personalis administraciuli amocanebis 

umravlesobis avtomatur reJimSi 

ganxorcieleba. Sedegad, gaTavisuflda 

adamianuri resursebi da dro; aseve, SesaZlebeli 

gaxada WeSmaritad strategiul 

amocanebze yuradRebis koncentrireba. 

adamianuri resursebis marTvis departamentis 

strategiul partniorad gadaqcevis 

saSualebiT adamianuri resursebi 

ukeT daukavSirdeba strategiul miznebs 

da amocanebs bankis saqmianobis Sedegebisa 

da organizaciuli kulturis gasaumjobeseblad, 

rac xels uwyobs siaxleebis 

danergvas, niWieri adamianebis ganviTarebas, 

karieris dagegmvas, SromiTi nayofierebis 

marTvas da, zogadad, konkurentuli 

upiratesobis Seqmnas. 

miuxedavad rTuli periodisa, darwmunebulni 

varT, rom Cveni TanamSromlebi 

iziareben bank „respublikis“ ambiciur 

miznebs. migvaCnia, rom 2012 wlis 

gamowvevebi didi motivaciis momcemia 

da rom Cven TanamSromlebs swamT bankis 

SesaZleblobis, miaRwios dasaxul mizans. 

gvjera, rom Cveni TanamSromlebis profesionalizmis 

da gunduri suliskveTebis 

wyalobiT, banki „respublika“ kvlavac 

saukeTeso da sasurveli samuSao adgili 

iqneba da met mogebas moutans Tavis aqcionerebs. 

adamianuri resursebis 

marTva da treningi 


HR Department always strives to be transformational and follow the change rather then perform transactional activities. 

In 2011 HR actively started to develop a transformation program aimed at moving from procedural towards 

strategic business partner and service oriented body. Part of the Transformation Program has been set up as the 

comprehensive HR Management System (HRMS). The HRMS project has allowed the bank to automate a majority 

of staff administration tasks, free HR human and time resources, and to shift attention towards truly strategic tasks. 

Becoming a HR strategic partner will permit the linking of human resources with strategic goals and objectives, in 

order to improve business performance of the bank. This will develop an organizational culture that fosters innovation, 

talent development, career planning, performance management and overall competitive advantage. 

Despite the challenging period we are confident that our staff shares the huge ambitions that Bank Republic is targeting. 

We consider that our challenges for year 2012 are very motivating and our employees trust in our capability to 

succeed. We strongly believe that with professionalism and team spirit of our employees, BR will continue to be the 

best place to work and create profitability for its shareholders. 

67

korporaciuli socialuri pasuxismgebloba 



korporaciuli socialuri 

pasuxismgebloba 


korporaciuli socialuri pasuxismgebloba bank „respublikis“ yoveldRiuri saqmianobis ganuyofeli 

nawilia, rac aucilebelia aqcionerebis ndobisa da erTgulebis mosapoveblad. bankma „respublikam“ 

saqarTveloSi mtkiced daimkvidra socialuri pasuxismgeblobis mqone kompaniis saxeli. Tavis saqmianobas 

banki „korporaciuli marTvis kodeqsis“ safuZvelze warmarTavs, rac marTvis process ufro 

gamWvirvales xdis da aCvenebs, rom banki ganuxrelad icavs korporaciuli marTvis saukeTeso principebs 

sesxebis gacemis, riskebis marTvis, xarisxis kontrolis, adamianuri resursebis marTvis, Tanam- 

SromelTa mier garemos dacvis sakiTxebis gacnobierebis da socialuri proeqtebis ganxorcielebis 

procesSi. 

saqarTvelos kulturuli memkvidreobis dacvis RonisZiebebSi qmediTi monawileobis miReba didi xania 

tradiciad iqca. bankma „respublikam“ daafinansa klasikuri musikis popularuli festivali „Ramis 

serenadebi“, romelic msoflioSi cnobili meviolinis liana isakaZis mieraa dafuZnebuli. aWara- 

Si gamarTulma am festivalma saerTaSoriso virtuoz musikosebs umaspinZla da qveynis kulturuli 

cxovrebis mTavar movlenad iqca. 


Corporate Social Responsibility is embedded in the daily business of BR. CSR is about business behaviors and earning 

the trust and loyalty of stakeholders. BR has established a strong image as a socially responsible institution in Georgian 

society. BR is guided by Corporate Governance Code, making the Bank’s governance process more transparent and 

showing that the Bank is committed to the best principles of corporate governance. CSR is a guiding principle in the 

bank’s lending activity, risk management, quality control, human resource management, environmental awareness of 

staff and social projects. 

Pursuing its long-term tradition to support the Georgian cultural heritage, BR sponsored the popular festival of classic 

music, “Night Serenades”, founded by the world famous violinist Liana Isakadze. The festival, held in Adjara, was a 

major cultural event for the nation, as it featured international virtuosi musicians. 

69

Annual Report 2011 korporaciuli socialuri pasuxismgebloba 

bankis finansuri mxardaWeriT 

gaimarTa saerTaSorisod aRiarebuli 

xalxuri simRerisa da cekvis 

saxelmwifo akademiuri ansamblis, 

„erisionis“ koncerti. amgvari koncertebis 

ufro xSirad gamarTvis 

SesaZlebloba axalgazrda Taobebs 

qarTuli cekvis unikalur xelovnebasTan 

aziarebs. 

banki ganagrZobs monawileobas „moqalaqeobrivi 

pasuxismgeblobis 

kvireulis“ RonisZiebebSi, romelTa 

Sorisaa: sisxlis donoroba, elementaruli 

saWiroebis sagnebisa da 

fulis Segroveba gaWirvebaSi myofi 

adamianebisaTvis da kibos Sesaxeb 

mosaxleobis informirebis proeqti 

„maraToni sicocxlis gadasar- 

Cenad“. 

wlis ganmavlobaSi banki „respublika“ 

ganagrZobda k. marjaniSvilis 

saxelmwifo saxelmwifo dramatuli 

Teatris sponsorobas da mxars uWerda 

sxva kulturul da saganmana- 

Tleblo proeqtebsac. 

banki Tavis erT-erT strategiul 

amocanad kvlavac isaxavs korporaciuli 

socialuri pasuxismgeblobis 

principebis dacvis 

grZelvadiani valdebulebis ganxorcielebas 

da zrunvas im sazogadoebis 

keTildReobaze, sadac is 

moqmedebs. banki „respublika“ socialuri 

pasuxismgeblobiT gamsWvaluli 

komerciuli saqmianobis 

erTguli rCeba da amis Sesaxeb informacias 

regularulad awvdis 

klientebs, aqcionerebs da farTo 

sazogadoebas („sosiete Jeneralis“ 

politikis Sesabamisad). 


BR sponsored a concert of the internationally recognized national dance group Erisioni. Opportunity to hold such 

concerts more often enables younger generations to familiarize themselves with the unique art of Georgian dance. 

BR continued supporting initiatives, within the framework of Citizens Commitment Week, which included blood 

donation, collection of first necessities and cash in certain occasions and participating in the cancer awareness 

project Race for the Cure. 

During the year BR continued sponsoring the Marjanishvili State Drama Theatre and supported other cultural and 

educational projects. 

Long-term commitment to work in the field of CSR will still remain as one of the strategic goals for BR with respect 

to contributing to the welfare of the society where it operates. BR remains loyal to socially responsible business 

activities and reports about it to public, customers, shareholders and society at large, while adhering to the CSR 

policy of Société Générale. 

71


CONTACTS 


Tbilisi 

centraluri filiali 

grigol abaSiZis q. #2 

telefoni: (+995 32) 292 55 55 

faqsi: (+995 32) 292 55 44 

centraluri s/c 24 sT 

centraluri filialis #1 

WavWavaZis gamz. # 13 

telefoni: (+995 32) 292 55 55 

faqsi: (+995 32) 292 55 44 

`vip” s/c 


faliaSvilis q. # 33 

telefoni: (+995 32) 291 22 37 (38,39,40) 

faqsi: (+995 32) 291 22 41 

Tavisuflebis moedani s/c 


leoniZis q. #2 

telefoni: (+995 32) 292 22 55 

faqsi: (+995 32) 292 55 99 

Tbilisis aeroporti s/c 


aeroporti 

telefoni: (+995 32) 243 31 81 

faqsi: (+995 32) 243 32 00 

wereTeli s/c 


wereTlis gamz. korp 10 

telefoni: (+995 32) 234 55 56 

faqsi: (+995 32) 234 81 18 

pekini s/c 


pekinis gamz. # 28 

telefoni: (+995 32) 243 33 55 

faqsi: (+995 32) 243 33 53 

isani s/c 


navTluRi q. 6/2 

telefoni: (+995 32) 224 37 37 (39, 40) 

faqsi: (+995 32) 224 37 38 

`bi si vi” s/c 


vaJa-fSavelas gamz. #71 

telefoni: (+995 32) 224 41 14 

faqsi: (+995 32) 224 41 14 

diRomi s/c 


diRmis masivi I, 1 gzatkecili, korp. #1b 

telefoni: (+995 32) 251 85 15 

faqsi: (+995 32) 251 85 25 

TBILISI: 


Head Office and Central Branch 

Add.: Tbilisi 2 Grigol Abashidze str. 

Tel.: (+995 32) 292 55 55 

Fax: (+995 32) 292 55 44 

Chavchavadze 24-hour SC 

(#1 SC of Central Branch) 

Add.: 13 Chavchavadze ave. 

Tel: (+995 32) 292 55 55 

Fax: (+995 32) 292 55 44 

VIP SC 


Add.: 33 Paliashvili str. 

Tel.: (+995 32) 291 22 37 (38,39,40) 

Fax: (+995 32) 291 22 41 

Freedom Square Branch 

(# 11 Central Branch SC) 

Add.: 2 Leonidze Str. 

Tel: (+995 32) 292 22 55 

Fax: (+995 32) 292 55 99 

Airport 24-Hour SC 


Add.: Tbilisi International Airport 

Tel.: (+995 32) 243 31 81 

Fax: (+995 32) 243 32 00 

Didube SC 

(# 4 Central Branch SC) 

Add.: 10th building, Tsereteli Ave. 

Tel.: (+995 32) 234 55 56 

Fax: (+995 32) 234 81 18 

Pekini SC 

(#5 Central Branch SC) 

Add.: 28 Pekini Ave 

Tel.: (+995 32) 243 33 55 

Fax: (+995 32) 243 33 53 

Isani SC 

(#7 Central Banch SC) 

Add.: 6/2 Navtlughi str. 

Tel: (+995 32) 224 37 37 (39, 40) 

Fax: (+995 32) 224 37 38 

Vaja- Pshavela SC 


Add.: 71 Vaja-Pshavela Ave. 

Tel: (+995 32) 224 41 14 

Fax: (+995 32) 224 41 14 

Digomi SC 


Add.: Ib block, I Micro District, Dighomi 

Tel: (+995 32) 251 85 15 

Fax: (+995 32) 25185 25 

73


Tbilisis saqalaqo sasamarTlo s/c 


daviT aRmaSeneblis xeivani me-6 km. 

telefoni: (+995 32) 2 510 555 (Sida: 310) 

sanzona s/c 


guramiSvilis gamz. #34 

telefoni: (+995 32) 265 35 15 

faqsi: (+995 32) 265 15 20 

orTaWala s/c 


gorgaslis q. #37 

telefoni: (+995 32) 272 32 70 

faqsi: (+995 32) 272 32 80 

muxiani s/c 


muxiani, IVa mikro raioni, korp. #8 

telefoni: (+995 32) 263 43 00 

faqsi: (+995 32) 263 43 01 

dadiani s/c 

centraluri filiails #24 

dadianis gamz. #34 

telefoni: (+995 32) 266 44 04 

faqsi: (+995 32) 266 44 02 

delisis filiali 

a. yazbegis gamz. # 47 

telefoni: (+995 32) 231 21 61 

faqsi: (+995 32) 231 21 61 

sadguris filiali 

Tamar mefis gamz. #10 

telefoni: (+995 32) 291 11 18 

faqsi: (+995 32) 291 11 17 

sadguris filiali s/c 

rkinigzis sadguri 

telefoni: (+995 32) 215 70 77/ 215 70 88 

faqsi: (+995 32) 215 70 80 

gldanis filiali 

gldanis II, xizaniSvilis q.20 

telefoni: (+995 32) 259 07 70; 259 08 80; 259 05 50 

faqsi: (+995 32) 259 06 60 

gldanis filialis #1 (iaSvili s/c) 

lublianas q. 2/6 

telefoni: (+995 32) 251 70 47 

gldanis filiali #3 (orTaWala s/c ppsc) 

guluas q. #8 

telefoni: (+995 32) 224 45 96 

faqsi: (+995 32) 222 75 66 

varkeTili s/c 


kaloubnis q. #7 

telefoni: (+995 32) 273 01 11 

faqsi: (+995 32) 273 02 22 

CONTACTS 

Digomi SC (Building of city Court of Tbilisi) 

#16 Central Branch SC 

Add.: VI km David Aghmashenebeli alley 

Tel: (+995 32) 2 510 555 /310/ 

Sanzona SC 


Add.: 34 Guramishvili Ave. 

Tel: (+995 32) 265 35 15 

Fax: (+995 32) 265 15 20 

Ortachala SC 


Add.: 37 Gorgasali str. 

Tel: (+995 32) 272 32 70 

Fax: (+995 32) 272 32 80 

Mukhiani SC 


Add.: Block #4,Entrance #8 

Tel: (+995 32) 263 43 00 

Fax: (+995 32) 263 43 01 

Dadiani SC 


Add.: 34 Dadiani Ave. 

Tel.: (+995 32) 266 44 04 

Fax: (+995 32) 266 44 02 

Delisi Branch 

Add.: 47 A.Kazbegi Ave 

Tel: (+995 32) 231 21 61 (81) 

Fax: (+995 32) 231 21 61 

Sadguri Branch 

Add.: 10 Tamar Mepe Ave. 

Tel: (+995 32) 291 06 00, 291 06 10, 291 06 11 

Fax: (+995 32) 291 11 17 

Sadguri Branch SC #1 

Add.: Near Railway Station 

Tel: (+995 32) 215 70 77/ 215 70 88 

Fax.: (+995 32) 215 70 80 

Gldani Branch 

Add: 20 Khizanishvili str. 

Tel: (+995 32) 259 07 70, 259 08 80, 259 05 50 

Fax: (+995 32) 259 06 60 

#1 Gldani Branch SC (Iashvili Clinic) 

Add.: 2/6 Lubliana str. 

Tel: (+995 32) 251 70 47 

#3 Gldani Branch SC (Police Office) 

Add.: 8 Gulua str. 

Tel: (+995 32) 224 45 96 

Fax: (+995 32) 222 75 66 

Varketili SC 


Add.: 7 Kaloubani Str 

Tel: (+995 32) 273 01 11 

Fax: (+995 32) 273 02 22 

75


regionebi 

baTumis filiali 

quTaisis q.# 6 

telefoni: 0(422) 27 94 80; 27 94 81; 27 94 82 

faqsi: 0(422) 111 

baTumi s/c 24 sT 

baTumis filiali #4 

gogebaSvilis q. # 24 

telefoni: 0(422) 27 59 26/27 

faqsi: 0(422) 224 38 91 

quTaisis filiali 

tabiZe/griSaSvilis q.# 23/6 

telefoni: 0(431) 25 88 88; 25 88 33 

faqsi: 0(431) 25 88 55; 25 33 88 

quTaisi s/c 

quTaisis filialis #2 

WavWavaZis gamz. #59 

telefoni: 0(431) 26 29 99 

faqsi: 0(431) 26 29 95 

samtrediis filiali 

razmaZis q.# 2 

telefoni: 0(411) 22 55 55 

faqsi: 0(411) 22 55 66 

zestafoni s/c 


aRmaSeneblis q. #59 

telefoni: 0(492) 25 25 12 

faqsi: 0(492) 25 25 42 

zugdidis filiali 

gamsaxurdias gamz. # 34 

telefoni: 0(415) 25 08 08 ; 25 00 08 

zugdidi s/c ppsc 

zugdidis filialis #1 

zugdidi, parizis komunis q. #1 

telefoni: 0(415) 25 19 83 

foTi s/c 


aRmaSeneblis q. # 50 

telefoni: 0(493) 27 00 87 

faqsi: 0(493) 27 00 86 

REGIONS: 

Batumi Branch 

Add.: #6 Kutaisi str. 

Tel: 0(422) 27 94 80, 27 94 81, 27 94 82 

Fax: 0(422) 279480 (111) 

Batumi 24-hour SC 

#4 Batumi Branch SC 

# 24 Gogebashvili 

Tel: 0(422) 27 59 26/27 

Fax: 0(422) 224 338 91 

Kutaisi Branch 

Add.: 23/6 Tabidze/Grishashvili str. 

Tel: 0(431) 258888, 258833 

Fax: 0(431) 258855, 2 53388 

#2 Kutaisi Branch SC 

Add.: 59 Chavchavadze Ave. 

Tel: 0(431) 26 29 99 

Fax: 0(431) 26 29 95 

Samtredia Branch 

Add.: 2 Razmadze str 

Tel: 0(411) 22 55 55 

Fax: 0(411) 22 55 66 

Zestaphoni SC 


Add.: #59 Aghmashenebeli str. 

Tel: 0(492) 25 25 12 

Fax: 0(492) 25 25 42 

Zugdidi Branch 

Add.: 34 Zviad Gamsaxurdia Ave 

Tel: 0(415) 25 08 08 , 25 00 08 

Zugdidi SC 

#1 Zugdidi SC (Police Office) 

Add.: 1 Parizis Komuna Str. 

Tel: 0(415) 25 19 83 

Poti SC 


Add. 50 Aghmashenebeli str. 

Tel: 0(493) 27 00 87 

Fax: 0(493) 27 00 86 

rusTavi s/c 


megobrobis gamz. # 20 

telefoni: 0(341) 22 55 55 

rusTavi s/c ppsc 

gldanis filialis #6 

mSenebelTa q. #21 

telefoni: 0(341) 24 18 60/70 

siRnaRi s/c 


Tamar mefis q. #1 

telefoni: 0(355) 23 10 37; 23 10 38 

Telavi s/c 


marjaniSvilis q. #4 

telefoni: 0(350) 27 00 40 

faqsi: 0(350) 27 01 04 

gori s/c 


WavWavaZis q. #14 

telefoni: 0(370) 27 07 84 

yvareli s/c 


rusTavelis q. #13 

telefoni: 0(352) 22 14 09; 22 16 79 

faqsi: 0(352) 22 18 11 

Rustavi SC 


Add.: 20 Megobroba Ave. 

Tel: 0(341) 22 55 55 

Rustavi SC 

#6 Gldani Branch SC (Police Office) 

Add.: 21 Mshenebelta str. 

Tel: 0(341) 24 18 60/70 

Sighnaghi SC 

(#15 Central Branch SC ) 

Add.: 1Tamar Mepe str. 

Tel: 0(355) 23 10 37, 23 10 38 

Telavi SC 


Add.: 4 Marjanishvili str. 

Tel: 0(350) 27 00 40 

Fax: 0(350) 27 01 04 

Gori SC 

Central Branch #25 

Add.: 14 Chavchavadze st. 

Tel: 0(370) 27 07 84 

Kvareli SC 

#22 Central Branch SC) 

Add.: 13 RusTaveli str. 

Tel: 0(352) 22 14 09, 22 16 79 

Fax: 0(352) 22 18 11 

CONTACTS 

77

danarTi 

APPENDICES 


danarTi 

79


danarTi 

81

APPENDICES

2011 


ANNUAL REPORT

sosiete Jeneralis

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