ANNUAL REPORT - Raiffeisen Informatik

ANNUAL REPORT2012.

. WE MAKE INFORMATION TECHNOLOGY AS EASYAND RELIABLE AS SWITCHING ON THE LIGHT.OUR SERVICES GUARANTEE QUALITY, SECURITYAND CONFIDENTIALITY.

PREFACE .

I.1. REPORT OF THE CHAIRMAN OF THE SUPERVISORY BOARDDr. Walter RothensteinerCEO Raiffeisen Zentralbank AGChairman of the Supervisory Boardof Raiffeisen InformatikThe Raiffeisen Informatik Group also felt the effects ofthe volatile economic situation in the financial year 2012especially from the persistent euro crisis and theinsecurity prevailing on the international financial andcapital markets. Nonetheless, the Raiffeisen InformatikGroup achieved another successful business year in2012.Raiffeisen Informatik employs about 3,000 persons andits core business segments are IT services and softwarein which it holds a solid position worldwide and servescustomers through more than 100 subsidiaries in over30 countries.The Supervisory Board complied with its duties as set outby law and in the company’s statutes and articles ofassociation in the business year 2012. The SupervisoryBoard provided advice to the Management Board ona regular basis regarding the overall management of thecompany and was involved in all key strategic decisions.The Supervisory Board informed itself on the currentdevelopment of business and the principal businessdeals including the risk situation and risk managementof the Group and its companies in which it has majorshareholdings as well as on the outlook and futureorientation of the Raiffeisen Informatik Group. Thedecisions of the Supervisory Board were reached on thebasis of detailed written and oral reports and proposalsmade by the Management Board. No grounds forobjections were found by the Supervisory Board withinits ongoing monitoring. Suggestions made by theSupervisory Board were taken up by the ManagementBoard. Four regular Supervisory Board meetings wereheld in the reporting year. The Management Board wasinformed of projects and events of special significanceor urgency also outside of the meetings. The key themesthe Supervisory Board dealt with in the financial year2012 included the development of the international andAustrian IT market, the development of revenues,earnings and employment, measures to lower costsand increase revenues, the financial situation as well asmajor investments in equity holdings and in capitalgoods.The projects “Eine IT für Raiffeisen Österreich” and“Crane” were of special importance and were thereforemassively supported: these concerned the outsourcingof IT operations from Raiffeisen Bank International toRaiffeisen Informatik. The goal of such major projects isto take advantage of synergies and thereby improveefficiency and competitiveness. Therefore, collaborationbetween the network banks in CEE and RaiffeisenInformatik is to be intensified.The auditors appointed for the financial year 2012,KPMG Austria GmbH Wirtschaftsprüfungs- und Steuerberatungsgesellschaft,Vienna, audited the financialstatements of Raiffeisen Informatik and the Report of theManagement Board for the year ended on 31 December2012, prepared according to Austrian accountingstandards. The auditor prepared a written report on theresults of the audit and awarded an unqualified auditor’sopinion. After the thorough scrutiny and discussion ofthe audit by the Audit Committee and the SupervisoryBoard, the Supervisory Board approved the financialstatements including the notes and the managementreport for the year ended on 31 December 2012 as wellas the proposal for a five-year plan presented by theManagement Board.The consolidated financial statements were preparedin accordance with the International Financial ReportingStandards (IFRS) and were also audited by KPMGAustria GmbH Wirtschaftsprüfungs- und Steuerberatungsgesellschaft,Vienna, and awarded an unqualifiedaudit opinion. The Supervisory Board acknowledged andapproved the consolidated financial statements includingthe notes and the consolidated management report.The Supervisory Board of Raiffeisen Informatik took thedecision to appoint a new Management Board ofRaiffeisen Informatik as of 21 January 2013. WilhelmDoupnik will become the Chairman of the ManagementBoard which also includes Markus Wollner, WilfriedPruschak and Friederike Petznek-Stadlbauer. Apartfrom acting as Chairman of the Management Board ofRaiffeisen Informatik, Mr. Doupnik will also remainChairman of the Management Board of RaiffeisenSolution.We are convinced that the new Management Board willnot only continue the positive development of the largestAustrian IT service provider, but is excellently set up toface the new challenges within and outside the Raiffeisensector especially the need for greater efficiency, consistentstrategy implementation and growth in competitivemarkets.The Supervisory Board would like to express its appreciationto the Management Board and to all employees ofthe Raiffeisen Informatik Group for their hard work andcommitment in the past financial year. With their enthusiasmand competence, they contributed enormously tothe economic success of the company. Moreover, ourspecial thanks go to the clients and partners of RaiffeisenInformatik for their trust in us.On behalf of the Supervisory BoardDr. Walter RothensteinerFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface8 9

I.2. REPORT OF THE MANAGEMENT BOARDMANAGEMENT BOARD OF RAIFFEISEN INFORMATIKMAG. WILFRIED PRUSCHAKWilfried Pruschak is a member of the Management Boardof Raiffeisen Informatik and responsible for the entire IT marketactivities of Raiffeisen Informatik and its subsidiaries and ITinfrastructure operations. Furthermore, Wilfried Pruschak is theChairman of the Supervisory Board of the 100% subsidiaryComparex AG and managing director of Raiffeisen InformatikConsulting.PrefaceGroup ProfileCorporate Bodies / ShareholdersDear Readers, Dear Ladies and Gentlemen,Austria’s economy was marked by crisis summits, emergencyplans and austerity programmes in 2012. Thedevelopment of the IT market was rather sluggish thisyear due to the weak economic climate. The reducedpropensity to invest of the financial and public sectors aswell as the massive shortfall in skilled workers weighedon the IT sector and the growth rate was only 1.76%.Analysts revised their projections several times – as inprevious years – but raised them again for the first timein the last quarter of 2012.The IT market is expected to grow again in 2013. Whilethe estimates for economic growth in Austria were around1% (WKO forecast), the IT industry stands to grow byaround 3% according to the IDC study. The IT sector istherefore a key driver of economic growth. It not onlyhelps to stabilize the economy, but also creates impulsesfor the labour market.The predominant theme for Raiffeisen Informatik in 2012was to achieve sustainable growth and improve efficiency.Bearing these goals in mind, our work was alwaysfocused on streamlining our business through scalable,efficient and standardized services to exploit synergyeffects for us and our customers.Based on the constructive basis for collaboration withinthe Raiffeisen Banking Group, Raiffeisen Informatik tookadvantage of the opportunities of the market and inthe Group’s environment to achieve further growth. Thisstrategy was crowned by success. With consolidatedsales revenues of EUR 1.6 billion and growth of around11%, Raiffeisen Informatik once again reported excellentresults. The profit on ordinary business activity (EBIT)was EUR 22.6 million. The success in the software business(+24.3%) contributed enormously to this achievement.The magazine Computerwelt designated us the uncontestedNumber One IT company in the Austrian IT sectorfar ahead of competitors such as HP, IBM or ACP ITHolding in 2012. This position makes us proud and alsospurs our ambition to attain the 2013 targets again.The positive development of business and the successfultakeover of the Comparex group have made RaiffeisenInformatik Austria’s largest IT company with operationsthroughout Europe. The Group has over 100 subsidiariesin more than 30 countries and is strategically excellentlypositioned. The focus on Western and Eastern Europemakes it easier for the company to balance out crisesMAG. FRIEDERIKE PETZNEK-STADLBAUERFriederike Petznek-Stadlbauer is a member of the ManagementBoard of Raiffeisen Informatik and responsible for the equityinvestments of the Raiffeisen Informatik Group and for the areasFinance, Controlling and Internal Services. Moreover,Mrs. Petznek-Stadlbauer is Vice Chairwoman at the subsidiaryComparex AG.MAG. HARTMUT MÜLLERHartmut Müller is a member of the Management Board ofRaiffeisen Informatik and responsible for the businessareas Raiffeisen banks and financial institutions & specialinstitutions as well as for the outsourcing project RaiffeisenBank International. Furthermore, Mr. Müller is responsiblefor support and applications, and responsible for the ITharmonization project “Eine IT für Raiffeisen Österreich”.Financial Statements Certifications and Awards Risk Management CSR Group Management Report10 11

and economic fluctuations. Last year, further subsidiarieswere acquired in Bulgaria, Indonesia and South Africa.The milestones of Raiffeisen Informatik’s success storywere the many successful projects completed. Theproject “Eine IT für Raiffeisen Österreich”, which has thegoal of harmonizing Raiffeisen banking software, is thecurrently most ambitious and largest customer project inprogress. By bundling and consolidating the IT infrastructure,synergies are generated and efficiency improvedwhich will enable us to work at lower costs in the future.This project is very important also because it allows usto participate in the work to secure the IT future of ourBanking Group for decades to come.Moreover, collaboration with Raiffeisen Bank International(RBI) was intensified through the outsourcing of IToperations of RBI to Raiffeisen Informatik, a move thatadded 150 IT specialists to our core team. This bundlesknow-how and increases competitiveness for all partiesinvolved, which is something needed in economicallyvolatile times. The enlarged pool of employees was alsoone of the reasons for our decision to increase our officespace and construct a modern office building with anopen design to which we will move already in the autumnof 2013.In 2012, we started construction on a new data centrewith the latest technology to meet the demands of ourcustomers and the growing volume of data and preparedourselves for future technological challenges. One ofAustria’s most highly performant and secure data centreis scheduled to open for 2014.Growth is not a self-serving aim but the basis forstrengthening income and for the continual improvementof earnings. In this sense, jointly with ITSM (IT-ServiceManagement) we have initiated a project to optimize ourbusiness processes. The objective is to standardize andautomate the core added value processes, raise thequality of our work, heighten efficiency and effectiveness,and improve cost degression. With the successful executionof the project, we will increase productivity by theextent required to meet the growing demands of the future.Growth also requires optimal corporate management.Therefore, guided by the motto “Let’s get a new spiritin our business“, we started the project SPiRiT toimprove the management steering functions at RaiffeisenInformatik at all levels. The project defines the keysteering aspects that represent the foundation of thecost reduction model. This cost reduction model permitsus to achieve economies of scale that will help us keepour position as Number One in the Austrian IT market.In 2012, we successfully completed many customerprojects. For example, the decentralized servers for theRaiffeisen banks in Austria were reduced and the e-mailsand the customer calendar were centralized with LotusNotes. The new personnel administration programmeis already in operation for 113 banks. In connection withELBA, the Internet infrastructure was adjusted.In mid-October 2012, we took over the Reuters productionenvironment for Raiffeisenlandesbank NiederösterreichWien including running the technical applications.Raiffeisen Bausparkasse prolonged all services of theoutsourcing agreement for a further five years. RaiffeisenKapitalanlagen GmbH commissioned a project to migratethe data warehouse to Oracle. Notartreuhandbankfounded a new subsidiary that provides IT and facilityservices to public notaries throughout Austria. RaiffeisenInformatik and Raiffeisen Solution are the suppliers.Raiffeisen Informatik also took over 1,000 mailboxesof Austrian notaries. Raiffeisenbank in Russia contractedus with data centre consulting. We were contractedto develop a new printing concept by Raiffeisen Leasing.Raiffeisen Informatik provided consulting and expertsupport for Valida for the takeover of the Siemenspension fund and employee retirement scheme. The coresystems and clients were put into operation.At Raiffeisenbank Aval, the 25:1 data centre centralizationproject was completed successfully. For the RegionalCard Processing Center (RPC) seated in Bratislava,which is a fully consolidated subsidiary of RaiffeisenBank International, Raiffeisen Informatik took over thesetup and operation for the Regional Card ProcessingCenter (RPC). A central hotline to block cards was set upfor the Raiffeisen sector Austria in Nitra. In Poland,Raiffeisen Informatik carried out a consulting project forthe merger of the data centres of all Raiffeisen banks.Raiffeisen Information completely redesigned the websitefor the City of Vienna / Wiener Wohnen. The telecommunicationsgroup AT&T, entered into a hosting agreementwith Raiffeisen Informatik for five years. IBM awardedus a contract in the area Employment Services output.An Identity Management System was introduced for theAgrana company. Under a cooperation agreement withAsfinag, the scope of the software service agreementwas enlarged. Consulting services were providedto Allgemeine Unfallversicherungsanstalt and securityconsulting services were provided to AVL (worldwidelargest manufacturer of powertrain systems with internalcombustion engines and instrumentation and testingof Raiffeisen Informatik won third place in the EuroCloudAustria Award in the category “Best Cloud Service”.Furthermore, Raiffeisen Informatik became a member ofthe quality network of Austria’s leading companies(Leitbetriebe Austria) in 2012. The certificate was handedover at the official award ceremony held within the scopeof an event in March 2013. The organization of leadingAustrian companies distinguishes outstanding firms fromAustria. Sustainable entrepreneurial success, innovationand social responsibility are the primary criteria forcertification. A leading company is one that does notseek to make short-term profits, but rather to achievesustainable development and create value.systems). Moreover, we acquired a contract to developan SAP and archiving system for Lafarge cement works. In 2013 as well, we will concentrate on achievingsustainable growth. We expect strong demand for softwareAll of these projects are the foundation of RaiffeisenInformatik’s business success in the last financial year –also reflected in the many awards and certifications.management, outsourcing, security and consultingservices to continue. Our portfolio is rounded off by cloudservices, mobility and big data services.For example, the new service “Premium Business Cloud”Management Board:Mag. Wilfried Pruschak Mag. Friederike Petznek-Stadlbauer Mag. Hartmut MüllerFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface12 13

GROUP PROFILE.

III.1. THE GROUP AT A GLANCEGROUP OPERATING PROFIT (EBIT in EUR million): 22.6CUSTOMERS: 42,000GROUP REVENUES (in EUR million): 1,577MORE THAN 1,000 SUBSIDIARIESCOUNTRIES: 32EMPLOYEES : 3,000| AUSTRIA| ALGERIA| AMERICA| BELGIUM| BULGARIA| CHINA| CROATIA| CZECH REPUBLIC| DENMARK| FINLAND| FRANCE| GERMANY| HUNGARY| INDIA| INDONESIA| ITALY| KAZAKHSTAN| LUXEMBOURG| NETHERLANDS| NORWAY| POLAND| RUMANIA| RUSSIAN FEDERATION| SERBIA| SLOVAKIA| SLOVENIA| SOUTH AFRICA| SPAIN| SWEDEN| SWITZERLAND| UKRAINE| UNITED KINGDOM

III.2. HISTORY1970At a time in which data werestill something physical, thechangeover to EDP at thefirst nine Raiffeisen savingsbanks began.1976With the takeover of the EDPstaff of “GenossenschaftlicheZentralbank AG”, the numberof employees of RaiffeisenInformatik climbed to over onehundred and thus becamea large IT industry company.1986Cash around the clock:the new ATMs installed inthe lobbies of Raiffeisenbanks made this possible.1996In the pioneer times of the web,Raiffeisen Informatik positioneditself at the vanguard whenit founded the Internet providerNetway. To give Internet access tothe masses, a surf station wassetup at Raiffeisen Zentralbank.1998Implementation of the securities administrationsystem GEOS at the Raiffeisenbanks. GEOS simplifies order managementand makes the direct and modernsettlement and clearing of securitiestransactions possible. Ever since, thenumber of securities accounts managedhas risen to 360,000.2004The installation of the centralsystem and the IT operation ofAustria’s truck toll systembecomes a model project forEurope and also winsthe state’s e-business award.2010Raiffeisen Informatik isawarded the Austrian coat ofarms for exceptional servicesfor the Austrian economy.The acquisition of theComparex group is finalized.2012Raiffeisen Informatik’s new service“Premium Business Cloud” won theEuroCloud Austria Award and 3rdplace in the category “Best CloudService”. Furthermore, RaiffeisenInformatik joined the quality networkof Austria’s leading companies(Leitbetriebe Austria).1972 19741980 1982 1984 19881992 19942000 200220061970 1973 1975 1977 1979 1981 1983 1985 1987 1991 1993 1995 19972003 20052009 201219691971Foundation of RaiffeisenInformatik as IT support for theRaiffeisen Banking Group.The largest IT services providerin Austria emerged from thisformerly outsourcing project.The robust growth of the companypermitted the installation of ahigh-capacity computer systemthat enabled relatively comfortableprogramming in machine-readablelanguages.1978The spread of personal computersbecomes unstoppable. The linebetween private use and businessuse of computers becomes blurred;information technologies start toconquer all areas of life.1989A new backup centre startsoperations that guaranteesproduction mode for customeroperations in the event offailure at the computing centre.1999Raiffeisen Informatik startsoffering its services as a universalIT service provider to customersoutside the Raiffeisen BankingGroup as well. Its market successis immediate such as in theimplementation of the Austriantruck toll system.2001Start of the IT partnershipbetween Uniqa andRaiffeisen Informatik. Theobjective of the partnershipin the area of mainframecomputers is to reduceproduction costs based onthe highest possible ratioof availability and freedomfrom error.2007NiederösterreichischeLandeskliniken Holding, oneof the largest operators ofclinics in Austria, outsourcesits entire SAP operationsto Raiffeisen.2008Raiffeisen Informatik goesinternational. The biggestachievement in conquering newmarkets is the takeover ofComparex. This move meantthat Raiffeisen Informatik wasthen represented in 29 countries.20 21

III.3. VISIONRAIFFEISEN INFORMATIK –SERVICES FOR BUSINESS SUCCESSRAIFFEISEN INFORMATIK –THE AUSTRIAN IT SERVICE PROVIDER■ We are the leading provider in our target markets for allcustomers that need information technology to survive.■ We make information technology as easy and reliable asswitching on the light.■ Our services guarantee quality, security and confidentiality.■ Our services make access to complex technologies easy.■ As part of the Raiffeisen organization, we develop andoperate economic IT systems.■ The efficient application of knowledge and technologygives us a competitive edge.RAIFFEISEN INFORMATIK –A HIGH PERFORMANCE COMPANY■ Competent and highly committed employeesare our most important success factor.■ Excellent team work and customer orientationare our principal features.■ Our policy of concentrating on finding solutionsand achieving success creates an attractiveenvironment for highly qualified IT experts.22 23

GROUPSEGMENTS .

III.4. GROUP SEGMENTSSUCCESS FOUNDED ON A WIDE RANGE OF SERVICESTECHNOLOGICY COMPETENCE –OUR COMPETITIVE EDGERaiffeisen Informatik has been offering professional ITservices in Austria and abroad for more than 40 years.The range of services offered includes data centreequipment and software upgrading services for highavailability IT operation as well as the outsourcing andthe complete support package for workplaces andsoftware and licensing management. As an experienceddata centre operator, the company always endeavoursto offer services with an optimal relationship betweenquality, security and costs. Raiffeisen Informatik makesinfrastructure available to customers that featuresstate-of-the-art technology and ensure the continuous,disruption-free operation with highest availability, datasecurity and best performance. Raiffeisen Informatik hasa long tradition in developing forward-looking strategiesand IT innovations.ConsultingDevelopmentAvailabilityOperationsIT SupportRaiffeisen Informatik Group SegmentsIT ServicesThe Raiffeisen Informatik Group concentrates on thefollowing core segments that target the special needs ofthe various branches:■ IT Services■ SoftwareThe segment IT Services covers infrastructure andservices from the setup and operation of data centreinfrastructure to outsourcing and field services.In the software segment, the company offers licensing,licence management, reselling, consulting and softwareadaptation when new software is introduced.SoftwareLicensingResellingLicense managementConsultingAdaptationsRelease supportIT SERVICESIn this segment, Raiffeisen Informatik offers a wide rangeof services and service packages that include the planningand design of IT infrastructure, operating IT processesand outsourcing. The IT infrastructure includes notonly networks, servers and applications, but also clients,mobile devices and individual services. RaiffeisenInformatik enables the optimal interaction of all componentsand ensures the smooth operation of the underlyingbusiness processes.Within the scope of outsourcing, flexible models areoffered in order to create the best possible form ofoutsourcing for each company, and at the same time,improve quality. Raiffeisen Informatik offers theseservices to all large corporations, banks and financialservice providers for whom IT has become vital to theirexistence. The use of modern technologies such asvirtualization and cloud computing makes it possible forcustomers to obtain scalable and especially economicIT services. Decades in providing secure data centreservices are the basis for high system availability, failsafeoperation and the best possible access protection.The high professional security management of RaiffeisenInformatik guarantees customers the highest level ofsecurity at all times. The range of products offered runsfrom information security to physical building security aswell as comprehensive identity and access management.As an experienced IT service provider, RaiffeisenInformatik provides customers with advisory and consultingservices. In this context, the qualified and certifiedstaff of the company analyse the areas of IT infrastructure,IT processes, IT costs, IT compliance and IT security.Afterwards, manufacturer-independent information isprovided on the ideal design of the IT landscape for eachcompany, which is, of course, defined to meet thespecific needs of every industry. Therefore, it is possibleto provide IT services as efficiently and securely aspossibly.To support the successful business processes of itscustomers, Raiffeisen Informatik offers professional andflexible document transmission of all types in paperform and electronically through its Output Center. Thisservice can be used for sending invoices, payment slips,account statements, insurance policies, direct mail andmuch more. This guarantees that every document arrivessecurely to the right recipient. The Output Center offersall-in-one services such as paper procurement, printing,stuffing envelopes, logistics and mailing.Furthermore, Raiffeisen Informatik also provides customersupport for the operation of IT workplaces and, if needed,including responsibility for functionality and costs. Theholistic concept for the operation and maintenance ofworkplaces makes operation easier for users and guaranteesa standardized IT environment and lean coststructures.SOFTWAREFor over 20 years, Raiffeisen Informatik has been licensingsoftware for the products of all renowned manufacturersas well as comprehensive software licensing. Our specialistssupport customers in assessing the status quo,identifying actual needs, the time-consuming search for theright software in an increasingly complex market, thecorrect licensing and the ongoing updating of the softwarein use. Raiffeisen Informatik helps dynamically optimize theuse of the software through software asset management.The Raiffeisen Informatik group acts as a manufacturerindependentprovider for all products and offers up-to-dateknow-how and attractive purchasing terms. Individuallyspecified licensing models make it possible to offer productsand services suited to the specific needs of customersat attractive terms. Raiffeisen Informatik has long-yearpartnerships with over 1,500 software manufacturers andenjoys special partner status that enables it to pass onattractive purchasing terms to customers.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface26 27

III.5. FACTS AND FIGURES5.9 million BANK ACCOUNTS5,000 SERVERSKEYINDICATORS.820 million TRUCK TOLL TRANSACTIONS P.A.68 TB STORAGE/DATABASES7.4 billion BANKING TRANSACTIONS P.A.2,850 DATABASES20,000 CLIENTS5,000 m 2 DATA CENTRE FLOOR SPACE2,800 TB ONLINE STORAGE*28 *Raiffeisen Informatik and Raiffeisen Bank International29

III.6. GROUP COMPANIESbatgroupwareD2D – directto documentRaiffeisen Informatik grew through the takeover of ComparexAG (formerly Leipziger PC-WARE AG) in 2008 into aninternational group company with currently 32 locations andover 100 subsidiaries throughout the world. The groupcompanies and subsidiaries of Raiffeisen Informatik are partof the growth strategy. To provide widely available supportto customers, Raiffeisen Informatik has been pursuing apolicy of expansion and acquisition. The strategy aims toestablish and enlarge the business of Raiffeisen Informatikas regards products, industries and markets.Customers such as Raiffeisen, Uniqa, Agrana and Strabagalso profit from the services of Raiffeisen Informatik outsidethe country. The extensive support provided to customersat all subsidiaries creates synergy effects and benefits thatare passed on directly to customers.Raiffeisen Informatik is therefore not only Austria’s largestIT provider, but also support for many of its customers inAustria and abroad.OutputservicesRaiffeisenInformatikManagementServicesThis approach enables Raiffeisen Informatik to support allcustomers in all IT matters worldwide.RaiffeisenInformatikConsultingRaiffeisenInformatikTechnicalServicesRaiffeisenInformatikBeteiligungsGmbHComparexSubgroupRAIFFEISEN INFORMATIK BETEILIGUNGS GMBHRaiffeisen Informatik Beteiligungs GmbH (RI-B) is a 100%subsidiary of Raiffeisen Informatik GmbH, in which allinvestments of the Group are bundled. The purpose of thecompany is to support the expansion of business ofRaiffeisen Informatik.A-TrustDiana-BadErrichtungs- undBetriebs GmbHThis expansion is achieved by acquiring sales multipliers,i.e., companies that sell Raiffeisen Informatik services ina clearly defined market segment. On the other hand,expansion is pursued by acquiring growth enhancers,which are companies with a similar product and serviceportfolios that secure the volumes for the data centreoperations of Raiffeisen Informatik to achieve cost stabilityand economies of scale for all customer areas.TSI – Terminalund SoftwareInstallationengemdat NÖGemeinde-DatenserviceRAIFFEISEN INFORMATIK CONSULTING GMBHRaiffeisen Informatik Consulting (RI-C) is a 100%subsidiary of Raiffeisen Informatik and responsible for allIT marketing activities outside the Raiffeisen BankingGroup. The company is specialized in solutions forbusiness intelligence, data warehousing, systemsmanagement, groupware/messaging, Internet und systemservices. In 2012, many new customers were acquiredsuch as Lafarge – the world leader in cement, concreteand admixes. Further success stories are projects suchas the implementation of interoperability with Scandinaviafor the truck toll system, SAP implementation forinvoicing for REBeG, the optimal design of the Uniqaonline sales platform U.KSM, the introduction of anidentity management system for Agrana, the web designfor Wiener Wohnen and the Active Cost ManagementProject for NÖM. Raiffeisen Informatik also providedextensive consulting and security advisory services toAUVA and AVL.In the area of software sales, Raiffeisen InformatikConsulting as a partner of many renowned manufacturerssuch as Adobe, BMC, CA, Citrix, HP, IBI, IBM, Microsoft,Oracle, SAG, SAP and VMware acquired numeroussoftware licencing management agreements. The trendof growing demand for software licenses from companieswith international branches continued in 2012. Thishelped Raiffeisen Informatik to surpass sales targetsagain in this business year.RAIFFEISEN INFORMATIK TECHNICAL SERVICESGMBHRaiffeisen Informatik Technical Services (RI-S) is a 100%subsidiary of Raiffeisen Informatik Beteiligungs GmbHand provides field services for the technical customerservice area – such as client management and printermanagement – for the Raiffeisen Informatik Group.The company has locations in all Austrian provinces aswell as in Budapest and Nitra. Based on the robustlygrowing market, the segment of security technology wasadded to the service portfolio. The some 191 employeesof RI-S bundle their know-how and offer services in theareas of information technology, leased line and mobiletelephony as well as security. RI-S employees areresponsible for the installation, maintenance, disruptionrepairs and putting into operation of hardware suchas servers, printers, scanners, self-service devices,mobile end devices as well as alarm, access and videosurveillance installations and network components.The company also operates an own repair centre whichbundles the logistics and repair know-how of IT, audio,video and mechatronics. In the reporting year 2012,RI-S implemented the changes to the infrastructurefor components such as the network, servers and clientswithin the scope of the project “Eine IT für RaiffeisenÖsterreich”. It executed the changeover for around 4,000workplaces for Raiffeisenbank International to theconcept “Workplace Next Generation”. Furthermore, theannex to the Raiffeisen building in Vienna and the newbuilding of the Raiffeisen Data Center South in Grazwere equipped throughout with alarms, video and accesssystems. In the strategically important area of printmanagement, two new customers were acquired withUniqa and Raiffeisen Leasing. In the area of telephony,RI-S equipped all motorway tunnels in Austria withone telephone system each and with the relatedextensions for Asfinag. Bank Burgenland contractedRI-S with the maintenance of its ATMs and accountstatement printers as well as with the maintenance forits savings passbook printers. In 2012, RaiffeisenInformatik Technical Services was awarded the “ÖkoBusinessPlan”award of the City of Vienna for the 4th timefor its recycling measures for environmental protection.COMPAREX AGComparex AG was created from PC-WARE InformationTechnologies AG and has been owned 100% byRaiffeisen Informatik since 2010. With 30 years ofmarketing experience, Comparex targets public administrationand medium-sized business as well as industrialcompanies and international group companies. Thecompany offers software licensing for more than 3,000software manufacturers as well as consulting andservices. A special focus of Comparex Germany is thedevelopment of innovative and customized cloudcomputing solutions.In 2012, the Comparex group continued to expandinternationally and founded new subsidiaries in theUnited States, Indonesia and Bulgaria. Furthermore,Datalog Software AG in Germany was acquired andintegrated into Comparex AG. With this move, Comparexconcentrated its know-how on the German market androunded off its manufacturer-independent portfolio.In many projects for renowned companies, Comparexhas demonstrated competence and technology leadership.This was achieved especially in the highly topicalarea of cloud computing. At the beginning of the year,Comparex won a European tender for the communalinformation processing of Baden-Franken (KIVBF) andFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface30 31

the first major cloud computing contract in the history ofthe company. For Fiducia IT AG, a leading IT serviceprovider in Germany and IT competence centre and thelargest IT service provider of the cooperative financegroup, large-scale and scalable storage systems weredeveloped. Moreover, it won the largest SharePointcontract ever awarded by BMW. An extensive EnterpriseAgreement Deal was entered into with Elektro Gorenjska,one of the largest Slovenian electricity utilities, thatcovers all 14 subsidiaries. Comparex was also successfulin the area of software licensing and consulting, andacquired new customers such as McLaren, Daimler AGDeutschland, VimpelCom Ltd. Russia, one of the world’slargest providers of integrated telecommunicationservices, and RWE, a leading electricity and gas utility inEurope.In the last reporting period, Comparex ranked fifth amongthe 50 most important Microsoft Partners worldwidebased on its excellent Microsoft competence. Thecompany was also distinguished in the category “CaseStudy from Public Administration” by the Associationof German Cloud Computing Industry, EuroCloudDeutschland_eco, for the project kiv.TrustedCloud forcommunal information processing for Baden-Franken(KIVBF). At the Citrix Summit in Barcelona, Comparexwas given an award for the same project for the secondtime in a row in the category “Most Innovative Project”.At EMEA level, the company won two VMware PartnerNetwork Awards in the categories Infrastructure Partnerof the Year and Government Partner of the Year. Theseawards confirm the leading role of Comparex in the areasof virtualization and cloud solutions based on VMwaretechnologies.BAT GROUPWARE GMBHbat groupware is a leading solutions provider for all tasksrelating to collaboration and groupware with a specialfocus on unified communications, and process andworkflow optimization. The company offers a broad rangeof services that cover the conception of e-mail infrastructuresand the implementation of individual solutions(e.g. CRM, workflow, archiving, document management,mobile connectivity) to hardware solutions. The rangeof bat groupware includes numerous offers thathelp customers minimize administraton expenses andstreamline working efficiency. The technology focusin 2012 was in the further development in the area ofmobility (Lotus Notes and SharePoint). In the homemarket Lotus Notes, it is now possible to position modernapplications that can be operated on any device with thetechnology XPage. In the area of MS, a shift in focuswas started from a development company to a consultingcompany in order to design and implement idealsolutions for customers jointly with consulting specialists.D2D – DIRECT TO DOCUMENT GMBHPrinting output activities of Raiffeisen Informatik wereintegrated into a new company, D2D GmbH, in 2008 inwhich Raiffeisen Informatik holds 70% and ÖsterreichischePost AG 30%. The print and mail centre ofRaiffeisen Informatik has developed jointly with thelogistics and delivery service of Österreichische Post intoa strong company that is a leader in the output segmentwith a market share of 27%.The latest technologies and printers make error-freeprinting possible and guarantee the reliable delivery ofdocuments. The D2D services include the transfer ofprint data from the IT systems of customers and theprocessing of the data in the layout selected, the printing,any necessary post-processing as well as the preparatorywork for mailing the documents (e.g. insertions) andenvelope stuffing as well as the perfect delivery. Invoices,statements of account, insurance policies and electricityconsumption reporting forms are produced, checkedand sent via the printing lines. D2D provides the highestquality printing and mail services to more than 300Austrian top companies such as Uniqa, Raiffeisen,Generali, Helvetia, Bawag, Siemens AG, University ofVienna and Unito. In 2012, the process optimizationplans were completely implemented and documented bythe ISO 9001 certification. The quality campaign willcontinue with the introduction of new production managementsoftware and a management information system.GEMDAT NIEDERÖSTERREICHISCHE GEMEINDE-DATENSERVICE GESMBHGemdat Niederösterreich has been on the market foralmost 25 years and is therefore the largest communal ITservice provider in Lower Austria. More than 73% of thecities and municipalities, associations of municipalities aswell as marriage and citizenship registry offices rely onthe IT competence of the company. Further customersare schools and small and medium-sized companies.Gemdat NÖ supports customers with comprehensivesolutions ranging from network infrastructure to completeIT installations of servers, personal computers andperiphery devices. The customer therefore receives thebest possible support in providing services to citizens inlocal administration. The development of solutionsrelating to e-government applications round off the rangeof products.In 2012, four new municipalities were acquired ascustomers including the city of Ternitz with over 10,000inhabitants. In the summer of 2012, 100% of thecompany Franz Kraus GmbH was acquired. This companybrings 35 municipalities in Lower Austria (not yet includedin the market share of 74%) as customers. With a furthercompany active on the Lower Austrian market, acooperation agreement was reached to the effect thatit sells the products and services of gemdat Niederösterreich.Enormous success was achieved in the lastreporting period in the area of hardware. Around 200smart boards (interactive whiteboards) were installed atschools in Vienna, Lower Austria and Burgenland in2012. To date, some 1,000 smart boards were sold.Numerous innovations across all areas of communalsoftware – especially in producing electronic files (ELAK),KIM process (building authority) and dual delivery – weresuccessfully implemented. The development of newfinancial software for the municipality has been completedand the pilot operation secured as of the beginning of2013.DATA CENTRE SERVICES UKRAINE, LLC.At the end of 2010, a company was founded in Ukraineto service the branches of Raiffeisen Banking Groupabroad. The purpose of the Data Center ServicesUkraine is to serve as local contact and implementationpartner for the customer Raiffeisen International fordiverse IT infrastructure projects. In the business year2012, support services were provided for the planningof ITSM implementation at Raiffeisenbank Aval and adue diligence was conducted for the outsourcing of the ITinfrastructure (data centre, mail services, remoteoperations). Expense reports were standardised andsettled by cost centre.A-TRUST – GESELLSCHAFT FÜR SICHERHEITS-SYSTEME IM ELEKTRONISCHEN DATENVERKEHRGMBHA-Trust is an Austrian company that provides all servicesrelating to digital signatures. The company is currentlythe only accredited provider of certificates for creatingqualified digital signatures in Austria. A-Trust workson the basis of the Austrian Electronic Signature Act andthe European Directive on Electronic Signatures. Theshareholders of the company are several banks,Raiffeisen Zentralbank, Österreichische Rechtsanwaltskammertag(Austrian Bar Association), Austrian Chamberof Commerce and Industry, and Raiffeisen Informatik.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface32 33

III.7. LIST OF GROUP COMPANIESName and registered officeShare1. CONSOLIDATED SUBSIDIARIESRaiffeisen Informatik GmbH, Vienna, AustriaRaiffeisen Informatik Consulting GmbH, Vienna, Austria 100.00%Output Service GmbH, Vienna, Austria 100.00%bat-groupware GmbH, Vienna, Austria 99.00%Raiffeisen Informatik Beteiligungs GmbH, Vienna, Austria 100.00%Raiffeisen Informatik Managementservices GmbH, Vienna, Austria 100.00%Raiffeisen Informatik Technical Services GmbH, Vienna, Austria 100.00%Raiffeisen Informatik Technical Services International GmbH, Vienna, Austria 100.00%D2D – direct to document GmbH, Vienna, Austria 70.00%Peruni Holding GmbH, Vienna, Austria 100.00%R-IT Immobilien Holding GmbH, Vienna, Austria 100.00%R-IT Liegenschaftsentwicklungs Holding GmbH, Vienna, Austria 100.00%R-IT Liegenschaftsentwicklungs GmbH & Co KG, Vienna, Austria 100.00%Data Centre Services Ukraine LLC, Kiev, Ukraine 100.00%COMPAREX AG, Leipzig, Germany 100.00%ISP*D International Software Partners GmbH, Poing, Germany 100.00%PC-Ware S.R.L., Bucharest, Rumania 95.00%COMPAREX Benelux Holding B.V., Amsterdam, Netherlands 100.00%COMPAREX Nederland B.V., Amsterdam, Netherlands 100.00%COMPAREX Software Belgium BVBA., Brussels, Belgium 100.00%COMPAREX Luxembourg S.A.,Luxembourg, Luxembourg 100.00%PC-Ware Information Technologies (PTY) Ltd., Fourways/Johannisburg, South Africa 67.00%Euro Soft B.V., Amsterdam, Netherlands 100.00%COMPAREX Italia S.r.l., Saronnno/Milan, Italy 100.00%COMPAREX France SAS, Courbevoie/Paris, France 100.00%COMPAREX UK Ltd., London, Great Britain 100.00%COMPAREX IT-Services GmbH, Leipzig, Germany 100.00%COMPAREX PC-Ware Deutschland GmbH, Leipzig, Germany 100.00%DIGI TRADE s.r.o., Prag, Czech Republic 100.00%DIGI TRADE GmbH, Poing, Germany 100.00%COMPAREX Danmark A/S, Farum, Denmark 100.00%COMPAREX Sweden AB, Linköping, Sweden 100.00%COMPAREX Finland Oy, Helsinki, Finland 100.00%COMPAREX Norge AS, Oslo, Norway 100.00%Data Centre & POS Solutions Schweiz AG, Sursee, Schweiz 100.00%IT-Systems & Solution AG, Sursee, Switzerland 99.99%COMPAREX Solutions Schweiz AG, Sursee, Switzerland 100.00%COMPAREX (Beijing) Commercial Company Ltd., Bejing, China 100.00%O.O.O. COMPAREX, Moskau, Russian Federation 100.00%COMPAREX Austria GmbH, Vienna, Austria 100.00%COMPAREX Poland sp.z.o.o., Warsaw, Poland 100.00%COMPAREX d.o.o., Ljubljana, Slovenia 100.00%COMPAREX Espana S.A., Barcelona, Spain 100.00%COMPAREX Slovakia spol.s.r.o., Bratislava, Slovakia 100.00%COMPAREX CZ s.r.o, Prague, Czech Republic 100.00%COMPAREX Kazakhstan T.O.O., Almaty, Republic of Kazakhstan 100.00%COMPAREX Ukraina T.O.V., Kiev, Ukraine 100.00%Massridge Beteiligungs GmbH, Vienna, Austria 100.00%Data Centre Services SA/NV, Brussels, Belgium 100.00%COMPAREX Belgium SA/NV, Brussels, Belgium 100.00%COMPAREX Software Luxembourg SA, Luxembourg, Luxembourg 100.00%COMPAREX Romania S.R.L., Bucharest, Romania 100.00%COMPAREX India Private Limited, India 70.00%COMPAREX Bulgaria OOD, Sofa, Bulgaria 80.00%COMPAREX South Africa Pty Ltd., Bryanston/Johannisburg, South Africa 100.00%COMPAREX Holding GmbH, Vienna, Austria 100.00%2. ASSOCIATED COMPANIESDIANA BAD Errichtungs- und Betriebs GmbH, Vienna, Austria 33.00%gemdat NOE Gemeinde Datenservice GmbH, Korneuburg, Austria 32.50%3. AFFILIATED COMPANIES RECOGNIZED USING THE EQUITY METHODCOMPAREX d.o.o. Beograd, Belgrade, Serbia 80.00%COMPAREX Hungary Kft., Budapest, Hungary 100.00%PC-Ware Information Technologies Ltd., London, Great Britain 100.00%COMPAREX Indonesia P.T., Jakarta, Indonesia 100.00%PC-Ware Professional GmbH, Leipzig, Germany 100.00%PC-Ware India Ltd., Haryana, India 100.00%COMPAREX HRVATSKA d.o.o., Zagreb, Croatia 100.00%COMPAXTON Inc., Iselin, USA 100.00%some: IT Consulting edvdiensteistungs GmbH, Vienna, Austria 99.00%ASC Magyarorszag Irodagepjavito Kft., Budapest, Hungary 100.00%Informatik Services Slovakia s.r.o., Bratislava - Lamač, Slovakia 100.00%4. ASSOCIATED COMPANIES NOT RECOGNIZED IN THE EQUITY METHODTCL DIGI TRADE s.r.o., Ostrava-Svinov, Czech Republic 30.00%TSI-Terminal und Software Installationen GmbH, Graz, Austria 25.00%5. OTHER EQUITY INVESTMENTSA-Trust Gesellschaft für Sicherheitssysteme im elektrischem Datenverkehr GmbH, Vienna, Austria 13.56%Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface34 35

GROUPMANAGEMENTREPORT.

IV.1. ECONOMIC ENVIRONMENTThe euro area is still fighting recession. Since the endof 2011, total economic output has been declining due toshrinking domestic demand. In the countries affectedespecially hard by the debt crisis it seems that onlyIreland has managed to achieve a turnaround, while theother countries posted declining production, in somecases quite dramatic drops. Caused by the partly heftyeconomic contractions in a number of important exportmarkets, Austria’s central bank revised the growthprospects for Austria’s economy sharply downwards in2012. Austria is still quite well in the European environmentwith real GDP growth of 0.6%.Nonetheless, domestic demand failed to sufficiently offsetthe slowing export dynamic in 2012. The propensity toinvest of the corporate sector was dampened despite theattractive terms for raising internal or external capital bythe subdued sales expectations. The sluggish investmentcycle will continue until the first half of 2013. Only in2013, will the improved conditions for exports have aneffect on investment activity. Investment is stimulated byspending on residential construction driven by lowerinterest rates and rising real estate prices.From mid-year 2012, inflation rose to 2.8% by December,which was the highest level of the year, but in 2013 and2014, inflation was expected to fluctuate within the rangeof the price stability target of the European Central Bankof just below 2%. The weak international economy willcause commodity prices to drop in the coming years. Incombination with the attractive development of unit labourcosts, no pressure on prices worth mentioning occurredon the product side, which is why inflation stands todecrease in 2013 to 1.7%. Another slight decline to 1.6%is expected for 2014.The effects on the labour market caused by the slowingeconomic dynamic since 2011 are starting to show.The unemployment rate rose in 2012 from 4.2% to 4.4%and according to the forecast of the Austrian central bankwill rise to 4.7% in 2013. Forecasts prognosticate anunchanged high level of unemployment for 2014. Thesefigures are very low in comparison to the euro zonethough, because on average, the unemployment rate was11.3% in the euro zone in 2012. Considering the goodsituation on Austria’s labour market in internationalcomparison, the depressed consumption was a surprise.Although employment growth was relatively good in 2012at 1.1% (+45,000 persons), the weak development ofreal wages put a damper on household income growth.Therefore, private consumption only rose by 0.5% in2012. According to the Austrian central bank, this positivetrend will continue in 2013 as well.The outlook for Austria and the euro area depends on thefurther course of crisis management at the Europeanlevel and the implementation of the necessary structuralreforms and consolidation measures. Germany is theonly one of the major economies that has positive growthprospects, while the other countries still expect decliningor dampened economic output.IV.1.1. DEVELOPMENT OF THE IT MARKETAccording to the market research firm Gartner, total ITspending rose worldwide by 6.9% to EUR 2.9 trillionversus the previous year in 2012. The emerging markets(defined as the markets excluding North America,Western Europe, Japan, Australia and New Zealand)accounted for more than half of global growth in 2012.They are led by the BRIC countries (Brazil, Russia, Indiaand China) as well as a small number of further, fastgrowing markets like Indonesia, Vietnam and SaudiArabia.The development of the IT market was rather subduedlast year due to the depressed economic climate. Thereduced propensity to invest of the financial sector andthe public sector resulted in a lower growth rate of1.68%. In total, the projections of IDC analysts show aslight rise quarter-on-quarter. While the software segmenttended to stagnate in the second half of the year, theforecasts for IT services were revised several times in2012 and the short to medium-term growth rates raisednear year-end.In the standard software segment, the European marketexpanded in 2012 by 4.53% or total sales revenues ofEUR 79.4 billion versus the previous year. This is aroundEUR 2.3 billion more than the original forecast in thefirst half-year 2012. Therefore, in the standard softwaresegment a growth rate of 4.70% is forecast also for 2013and annual sales revenues of EUR 83.1 billion. Analystsexpect the standard software market to expand onaverage by 6.47% until 2017.The European IT services market expanded in 2012 by0.32% to total sales revenues of EUR 159.3 billion. Thisis around EUR 2.1 billion revenues more than the originalforecast of the first half-year. Therefore, analysts expecta growth rate of 1.65% for 2013 and higher annual salesrevenues of EUR 162.0 billion. The IT software market isestimated to expand by an average of 2.84% until 2017.In summary, the European IT market will continue to growin 2013 and according to the IDC study expand by 2.67%to total sales revenues of EUR 245.1 billion. In comparison,the estimated growth rate for Austria’s economyfor 2013 is only around 1.0% (Chamber of Commerce,forecast January 2013). The IT sector will therefore be akey driver of the economy in the future. This not onlystabilizes the economy, but also creates impulses for thelabour market, because skilled labour is in high demandand hiring rates are high.IV.1.2. THE ICT AND IT MARKET IN AUSTRIAAlthough the financial and euro crisis had a perceptibleimpact in Austria in fiscal year 2011, the IT industry islucky to be one of the beneficiaries of the crisis in 2012.After sluggish growth at the beginning of the year, theIT industry developed very well in 2012. Themes such ascloud computing, tools for business intelligence, big data,outsourcing services, mobility solutions as well assecurity predominated on the market. Demand still is highfor IT services with respect to identity management andconsulting services to optimize IT business processes.Total Austrian ICT market expanded in 2012 by 1.32% toa total volume of EUR 11,486.80 million. EUR 7,250.3million were generated in the Austrian IT market, whichgrew by 3.48% in 2012. The steepest growth was seen inthe area of software with +5.73% followed by hardwarewith +4.72% and IT services with +1.10%. IDC forecastsa growth rate for the Austrian IT market in 2013 of 3.32%to EUR 7,491.1 million. By the year 2017, analystsexpect the Austrian ICT market to grow on average by1.10% and the Austrian IT market by an average of2.95%.Compared with the previous year, the Austrian softwaremarket expanded in 2012 by 5.73% with total salesrevenues reaching EUR 1,663.5 million. This is aroundEUR 37.9 million more than the original forecast in thefirst half-year 2012. Therefore, a growth rate of 5.33%is forecast for the standard software segment with annualsales revenues of EUR 1,751.1 million for 2013. Analystsexpect the standard software market in Austria to expandon average by 6.47% until 2017.The European IT services market expanded in 2012 by1.10% to total sales revenues of EUR 2,864.2 million.This is around EUR 1.3 million revenues less than theoriginal forecast in the first half-year. Therefore, for 2013analysts expect a growth rate of 1.88% in this area withannual sales revenues of EUR 2,918.0 million. It isestimated that the Austrian IT services market will growby 2.32% until 2017.Austrian spending on IT services in 2012 is distributed asfollows: 38.15% for implementation, 24.50% for supportservices, 23.84% for operations management, 10.56% forIT consulting and 2.95% for training and education.Raiffeisen Informatik achieved an excellent positioningboth in the software segment as well as in the IT servicessegment in 2012. In the area of standard software, thegrowth rate was 18.75% with total sales revenues of EUR1,090.7 million. Decisive for the excellent development inthis area was the acquisition of Datalog Software AG byComparex AG.In the area of IT services, Raiffeisen Informatik achieveda growth rate of 6.31% at total sales revenues of EUR486.7 million. Based on these sales revenues, the Groupachieved the best result since the foundation of thecompany with a profit on ordinary business activity (EBIT)of EUR 22.6 million.The market analysis firm PAC (Pierre Audoin Consultants)believes that the growth potential for 2013 will beFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface38 39

above average especially in the area of outsourcing aswell as applications software and services. Austria wasable to profit from its function as a gateway to CentralEastern Europe where the outsourcing processes are notas advanced as in Austria.A growing number of companies turn to specialists forsecurity, process optimization and cost reasons such asRaiffeisen Informatik that offer general solutions for theoperation of IT infrastructure and services. Apart fromdata centre services under which customers are offered100% security and availability at all times for the dataentrusted to Raiffeisen Informatik, the broad range ofservices also include output services, software licencemanagement and client management. This broadrange of services is the foundation for the sustainablebusiness success of the Raiffeisen Informatik Group.DEVELOPMENT OF GROUP REVENUES(in EUR million):1,6001,5501,5001,4501,4001,3501,3001,2501,2001,1501,1001,0501,0001,5771,3761,3022010 2011 2012DEVELOPMENT OF GROUP PROFIT ON ORDINARYBUSINESS ACTIVITIES (EBIT)(in EUR million):232221201918171615141312111098765432122.619.013.1EBIT 2010 EBIT 2011 EBIT 2012IV.2. RAIFFEISEN – A STRONG COMMUNITYIV.2.1. THE STRENGTH OF THE RAIFFEISENLeopoldstädter Ufer of Wiener Lände, the IBM building,COOPERATIVEUniqa tower, Nouvel tower and the former Opec building.At the latest since the outbreak of the economic andAs the rural population became impoverished in thefinancial crisis, one thing has become clear again:19th century due to the beginning industrialization andCooperative organizations and their associations havethe changes to economic structures, Friedrich Wilhelmproven especially flexible and capable of high performancein times of crisis, and through this, economicallyRaiffeisen (1818-1888) made it his goal to ease theenormous suffering of the population and laid the foundationfor today’s global organization of the Raiffeisensocial reformer Friedrich Wilhelm Raiffeisen is just asstable. The ideal of cooperatives as envisioned by thecooperatives. The idea behind the concept was –modern today as at the time of the foundation of the firstand still is – simple: together we are strong. What anAustrian Raiffeisenkasse over 125 ago.individual cannot achieve alone becomes possiblethrough the collaboration of many like-minded people.The success of Raiffeisen in the past decades is rootedWhat Raiffeisen cooperatives have built up in the more in the principles according to which Raiffeisen Österreichthan 125 years since their foundation is very impressive. works: self-determination and autonomous responsibility,For decades, Raiffeisen had been the backbone andeconomic solidarity, sustainability and subsidiarity. Adriving force of Austria’s economy. The Raiffeisendecisive element has always been the help provided toorganization developed not only in line with generalmembers of the cooperative to help themselves. Afterprogress and adapted to changing requirementsthe business scandals of the past few years, democracyas time passed, but was also often the driving forcein the economy is today more important than ever.behind innovation and pioneered new developments.Sustainability and democracy in economic life has alwaysThe Raiffeisen organization in Austria is structuredbeen practiced by Raiffeisen, also in times during whichaccording to the principles of a cooperative to whichthe theme was looked down upon.some 1,600 independent cooperatives (with around twomillion members) with 57,000 employees belong thatThe far-reaching autonomous accountability of theserve around four million customers. The associatedRaiffeisen associations permits the associated companiescompanies come from the financial sector but also from to react dynamically to changing conditions such asmany other industries such as the media, agriculture,globalization and the liberalization of the markets or thecommerce, industry, real estate, services, energy andintensified competition and to proactively help to shapeinformation technology. Europe’s largest group of millsthe future – in many cases more effectively and efficientlyis controlled through Leipnik Lundenburger and Vonwiller, than a single large corporate conglomerate ever could.and the sugar business through Agrana. The dairy market Raiffeisen combines local know-how with internationalis also an area of lively activity of the Raiffeisen cooperatives.Nöm AG is the second-largest dairy group inneeds of the local population in the regions they coverstrength. The independent Raiffeisen banks know theAustria and a highly successful exporter. Vivatis Holding very well because they have roots in the local economyis present with brands like Landhof and Maresi. Theand society. This makes Raiffeisen not only an essentialagricultural products are distributed throughout Austriapart of economic life but also of the community. Sportsvia Raiffeisen Ware Austria and the Lagerhaus chain.associations, schools, voluntary organizations suchThe most important investments in the industrial sector as the fire brigade, mountain rescue organizations andinclude the ATX groups voestalpine and STRABAG asthe Red Cross, but also cultural initiatives or socialwell as Casinos Austria in which the Group holds 21%. organizations are often supported by the regionalRaiffeisen banks. Moreover, both the honorary and theFurthermore, Raiffeisen is also active on a large scale as professional decision-makers at the Raiffeisen banks area broker and construction developer. The real estatealmost always closely involved in the local associationsproperties include, apart from the Raiffeisen building on and initiatives, and also often play a leading role.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface40 41

The sustained solid and unbroken upwards trajectory ofthe Raiffeisen Banking Group for the past 125 years didnot happen by chance, but was rather the outcome of theorganization of the Raiffeisen Group designed to servethe people.Cooperatives make it clear that economic and socialresponsibility are compatible goals. The Raiffeisen Groupserves as safe partner that people trust in times of avolatile economy and fast-paced change. The democratically-organizedRaiffeisen banks will continue to form asolid foundation of the Raiffeisen organization andserve as a powerful motor of progress in the comingyears and decades.IV.2.2. A STRONG NETWORK IN AUSTRIA ANDABROADThe Raiffeisen Banking Group Austria (RBG) is thestrongest Banking Group of the country and employssome 25,000 persons. It has the densest bankingnetwork in Austria and represents around 25% of the totaldomestic banking sector. The Raiffeisen Banking Groupmanages around EUR 88.3 billion in deposits of domesticcustomers (excluding savings deposits) and around EUR51.0 billion in savings deposits. The focus of financingbusiness is on small and medium-sized companies aswell as in the areas of tourism and agriculture.The three-tier organization Raiffeisen Banking Groupconsists of the autonomous and locally-active Raiffeisenbanks (1st tier), the independent regional Raiffeisenbanks (2nd tier) and Raiffeisen Zentralbank (3rd tier).The 494 independent Raiffeisen banks with their 1,671branches and the regional Raiffeisen banks and thespecialised companies together create a very extensivebanking network. With a total of 2,199 branches inAustria, RBG holds a share of around 42% of all Austrianbank branches. The Raiffeisen banks in the regionsare universal banks that offer all banking services; at thesame time, they are the owners of their respectiveregional Raiffeisen banks. The regional Raiffeisen banks(Raiffeisenlandesbank or Raiffeisenverband) assumethe task of balancing liquidity and offer other centralizedservices for the Raiffeisen banks in their areas. Theregional Raiffeisen banks are also independent universalbanks and shareholders of Raiffeisen Zentralbank,which is the leading institution of the Raiffeisen BankingGroup Austria. 89.86% of the share capital of RaiffeisenZentralbank is held by the regional Raiffeisen banks.Through the exchange-listed subsidiary Raiffeisen BankInternational AG (RBI), Raiffeisen Zentralbank operatesone of the largest banking networks in Central andEastern Europe (CEE).In Austria, RBI is a leading commercial and investmentbank for the top 1,000 commercial customers of thecountry. In CEE, its subsidiaries cover practically the entireregion. Around 14.1 million customers are served atmore than 3,000 branches for commercial and retailbanking as well as investment banking. RBI also targetsretail customers with services from the area of premiumbanking and private banking in selected countries of theregion. The market for online products will be acquiredin CEE through the direct bank ZUNO. RBI is the onlyAustrian bank that also has a presence in Asia.A major factor of success for the solid developmentof the entire Raiffeisen Banking Group was the creationof special banks such as Raiffeisen Bausparkasse,Raiffeisen Versicherung, Raiffeisen Leasing andRaiffeisen Capital Management that enable the localRaiffeisen banks to offer their customers all desiredand required financial products.For over 40 years, Raiffeisen Informatik has been areliable and stable partner for the entire RaiffeisenBanking Group in Austria and abroad as well as formany major corporations in Austria; a majority stake isowned by Raiffeisenlandesbank Niederösterreich-Wienand Raiffeisen Zentralbank AG (RZB).IV.2.3. RAIFFEISEN – A STRONG BRANDAnother mainstay of the exceptional performance of theRaiffeisen Group was the positioning of the Raiffeisenbrand as the strongest banking brand in Austria. Thegable cross is part of the trademark of almost all companiesof RBG in Austria and in Central and EasternEurope. It represents two crossed, stylised horse headsattached to a house gable and is a symbol of protection,with its roots in ancient European folk customs. A gablecross on the roof protects the house and its occupantsfrom external threats and wards off evil. The gable crosswas selected as trademark in 1877 at a time whenFriedrich Wilhelm Raiffeisen, the founder and mentorof the Raiffeisen cooperative movement, was still alive.It symbolises the protection and security that themembers of the Raiffeisen banks enjoy through theirself-determined cooperation. The gable cross is one ofthe best known trademarks in Austria and is usedworldwide.According to a study of Austrian market brands in 2012by the European Brand Institute, the Raiffeisen brandhas a value of about EUR 2.3 billion and ranks fifthas the most valuable brand right behind Red Bull,Swarovski, Telekom Austria und Novomatic. Raiffeisenis the uncontested number one in the financial servicesindustry in Austria. The Reader’s Digest magazine’ssurvey “European Trusted Brands 2011” rankedRaiffeisen the most trusted banking brand for the eighthtime in a row.Raiffeisen Informatik also bears the trademark withpride, because is supports the successful developmentof the Raiffeisen Informatik Group. The trademarkcommunicates very transparently what Raiffeisen Informatikand the employees of the Group have representedfor over 40 years: security, stability and continuity. Atthe same time, Raiffeisen Informatik as the largest ITcompany in Austria supports the value of the Raiffeisentrademark through its quality, competence and reliabilityand thereby also promotes the steady increase in valueof the brand.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface42 43

IV.3. SERVICES FOR THE RAIFFEISEN BANKING GROUPRaiffeisen Informatik is a full service IT company for thecustomers of the Raiffeisen Group. In 2012, comprehensiveIT services were provided to 107 Raiffeisen bankswith 606 branches, for the regional Raiffeisen banks with116 branches, Raiffeisen Zentralbank, RaiffeisenbankInternational and Zveza Bank. Apart from the banks,Raiffeisen Informatik customers are companies such asRaiffeisen Bausparkasse, Raiffeisen Leasing, RaiffeisenCapital Management and Valida Pensionsversicherungsanstalt.Austria’s largest IT service provider managed 5.9 millionbank accounts and executed over 7.4 billion bankingtransactions. The online operations required Raiffeisenbanks to run 329 servers and 8,987 clients.Prominent credit institutions such as Porsche Bank,Société Générale, Notartreuhandbank AG, Vakif Bank,Anglo Irish Bank (Austria) AG, Generali Bank AG andBankhaus Schellhammer & Schattera use the IT servicesof Raiffeisen Informatik.EINE IT FÜR RAIFFEISEN ÖSTERREICHIn January 2011, the project “Eine IT für RaiffeisenÖsterreich” was started for the harmonization of thebanking software for all Raiffeisen banks. With the newstandardized Raiffeisen banking software, a high qualityIT system both as regards the technology and contentis made available and which has been designed toperfectly cover the needs of the Raiffeisen BankingGroup Austria. The objective is, above all, to takeadvantage of greater synergy and efficiency potentials.A uniform IT infrastructure is needed for the smoothoperation of all harmonized banking applications forthe decentralized servers and clients. This requires thereplacement of the hardware of all field servers andclients to standard models. As preparation, a joint,nation-wide call for tenders and procurement wasorganized for the first time for the Raiffeisen BankingGroup (except for Salzburg). The magnitude of 25,000jobs highlights the synergy potentials of the project.The new “Raiffeisen Client” and the new “RaiffeisenServer” were rolled out successively at the Raiffeisenbanks in Austria. By the autumn of 2013, all workplaceswill have been changed over to Windows 7 in Austria.The new hardware generation for clients is excellentlyequipped with 8 GB memory, the latest processor andSSD hard drives.Raiffeisen Informatik upgraded the fixed line networkin the region of the Raiffeisen banks in Vienna, LowerAustria and Burgenland and for the credit banksPosojilnica. The bank offices will be connected to thedata centre irrespective of their technical setup via fibreglass, copper lines or radio relay technology. At thesame time, the bandwidth in the banking network willbe upgraded from currently 2 to a minimum of 6 Mbit/sand all network components such as routers andswitches will be replaced by new generation devices.At the same time, with the installation of the new fieldserver and the clients, a new smartcard will be usedthroughout Austria. The established solution of 2-factorauthentication with the use of smartcards is integratedinto conventional operating systems. As a high-securitytechnology for digital certificates, this technology isalso the basis for other important application areas suchas digital signatures and encryption. The new smartcarduses the latest card technology that offers even greatersecurity through new functionalities in the authenticationprocesses and improved encryption. With this newplatform for decentralized systems and the new smartcard,all of the technical requirements have beenestablished for the project “Eine IT für RaiffeisenÖsterreich”.PERSONNEL ADMINISTRATIONAT THE HIGHEST LEVELSince recently, Raiffeisen Informatik has been offeringcomprehensive personnel administration solutionsreferred to as PVI (Personalverwaltung und Information,personnel administration and information). After theinstallation at Raiffeisenlandesbank Niederösterreich-Wien where this system is already operating smoothly forsome 1,700 employees, the rollout is now being carriedout in further companies of the Raiffeisen Banking Groupin the provinces of Lower Austria and Burgenland. Thecorporate and employee master data of the around110 related companies with over 5,500 employees weresuccessfully transferred from the old system to the newPVI applications.The PVI module can be used internationally and enablesefficient administration, short routes and clear decisions.The advanced, user-friendly and reliable technologymeets all conventional security requirements. Standardizationand quality assurance in the routine processesare ensured thanks to the high degree of automationof workflows. All data are available via a uniform interfaceand operation logic without redundancies.The cloud model SaaS (Software-as-a-Service) was usedin the service design of the personnel software. Thismeans that the software and the IT infrastructure requiredfor the Raiffeisen Informatik data centre is operatedcentrally. This means that customers do not need to incurexpenses for technical installations or for operations.The users of the application only need a PC with Internetaccess and a connection to Raiffeisen Informatik. Accessto the application is easy and done via the web browser.Companies that use this model do not need to acquireand manage licenses, have no operating expenses,because Raiffeisen Informatik takes over the completeIT administration, maintenance work and updates.The highly modern data centre of Raiffeisen Informatikundergoes regular security audits in accordance withstate-of-the-art standards to ensure all relevant securityaspects. A separate Security Competence Centerprovides permanent disruption-free operation. Thismakes it possible for Raiffeisen Informatik to permanentlyprotect all important data and the confidentiality of thepersonal data.RAIFFEISEN LEASING –A CLOSER LOOK AT IT COSTSA benchmark comparison is conducted to analyze the ITcosts of Raiffeisen Leasing. Raiffeisen Informatik wasalso requested to implement an Active Cost Management(ACM) project within the scope of this contract. The ITcosts of comparable international companies (peergroup) are analyzed based on a well-founded model. TheACM is based on extensive information on the customersand the corresponding benchmark data supplied byGartner – an information technology research andadvisory company. The figures and information providedby Raiffeisen Leasing relating to personnel and costsare carefully validated based on Raiffeisen Informatik’smany years of experience and the relevant key performanceindicators calculated. These were then comparedwith the peer group. The analysis covers severalbusiness years at various levels – both financially and asregards technology.The result of this benchmark analysis has shown thatthe IT of Raiffeisen Leasing has no need to be shy of anycomparison with international peers. The IT costs arein the middle range of the peer group. Those areas thatdeviate significantly from the benchmark values wereinvestigated in more detail. A detailed analysis was madeto ascertain the source of these deviations and if thedeviations are one-time effects or systematic. Thesedeviations were clarified at coordination talks and jointmeasures to further reduce costs were discussed.ALARM CONTROL:DIAL-UP CONTROL FOR ALARM SYSTEMSThe 100% functioning of alarm systems is a highlysensitive area in the security infrastructure of every bank.Only if the alarm functions flawlessly is it possible forthe police to take quick action, for example, in the case ofan attack on an ATM connected to an alarm networksystem. Before the backdrop of customer demand andinsurance regulations, an automated check of the alarmfunction (telephone line and alarm dialup device) wasconducted daily at the Raiffeisen banking branches inVienna, Lower Austria and Burgenland. In March 2012,Raiffeisen Informatik conducted a broad functional checkof the alarm dialup devices.The devices sent alarms daily at specified points in timefor simulation purposes. Only if it is fully executed isthe alarm call considered successful. If a call is missedFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface44 45

during the daily check, a service ticket is automaticallygenerated and the support chain of Raiffeisen Informatikis triggered. These routine function checks of the sensitivealarm infrastructure of the banks are recorded and correspondto the strict security requirements of the insurances.THE CONDOR TAKES OFFThe Treasury area of Raiffeisenlandesbank Niederösterreich-Wienis subject to very stringent rules and requirements,and the primary goal is to optimize paymentflows and improve the bank’s balance sheet structure.In order to securely and verifiably manage financial flowsand transfers of money amounts, RaiffeisenlandesbankNiederösterreich-Wien uses Kondor+ Suite, which is themost widely used trading and risk management applicationemployed by over 600 financial institutions in 66countries worldwide.The Kondor+ Suite is a scalable consolidation platformthat is used to manage all financial trading processes ofthe banks. As the operation of the software had beendistributed across several parties up to now, in 2012 achange was made from just housing the cluster serversto providing server hosting, the complete operation ofthe components including all interfaces. The complex,customized and networked application needs careful andthorough preparation by Raiffeisen Informatik. As thefailure of the platform would be a nearly life-threateningrisk for the bank, special attention was given to highavailability and a failsafe function in order to absolutelyguarantee the stable and performant operation of thesystems.The close cooperation between the different businessand service areas of Raiffeisen Informatik and RaiffeisenlandesbankNiederösterreich-Wien was essential for thesuccess of the project. The crucial importance of theapplication and the diversity of the requirements alsorequire the constant coordination of all parties involvedin the project at the diverse management levels. Furthermore,within the scope of the project a new comprehensivesurveillance and alarm system was set up.PREMIUM BUSINESS CLOUD –INTO THE CLOUDS WITH RAIFFEISEN INFORMATIKFor years, Raiffeisen Informatik has been providingcloud services in the form of infrastructure resources andcomputing performance via virtual servers within thelargest closed company network in Austria. The newPREMIUM BUSINESS CLOUD is a highly flexible andscalable cloud application and enables the use of ITinfrastructure resources as needed. The high degree ofautomation and standardization makes it possible tomeet resource requirements within very short times. Theavailability times for servers and storage devices isreduced to a few minutes. This means that sudden peaksin demand and loads can be easily covered withoutproblems.Raiffeisen Informatik offers companies that are seekingefficient, custom-made solutions innovative and reliablecloud services. The focus is on achieving a higherdegree of flexibility in storage and backup. The cloudapplication carries great cost-cutting potential becauseno investments in IT infrastructure are needed. Therefore,customers are able to focus again on their corecompetencies.A separate network makes it easy to connect differentcloud resources and the state-of-the-art virtualizationtechnology prevents unauthorized access to othercustomer environments. The cloud is made available atthe data centre of Raiffeisen Informatik which makesexternal access control possible and therefore absolutelysecure. All of the data are stored on high-performancedisk systems. Therefore, the protection of all corporatedata is guaranteed.Apart from the Premium Business Cloud, RaiffeisenInformatik operates other cloud-based services for itscustomers, such as Elba, the electronic bankingsystem of the Raiffeisen Banking Group and the Go-BoxPortal of the Austrian truck toll system for Asfinag. Thesecloud services are only made available to identifiedusers so as to guarantee that all legal provisions – fromdata protection to IT security – are complied with. Theinfrastructure made available meets the highest requirementswith respect to availability, functionality andscalability, and is in line with state-of-the-art standards.LOTUS NOTES CENTRALIZATION –CHALLENGES AND ACHIEVEMENTSThe objective of the centralized Lotus Notes server forthe Raiffeisen banks in Lower Austria, Burgenland, ZvezaGroup and the Viennese branches of RaiffeisenlandesbankNiederösterreich-Wien is the operation of a centralserver infrastructure for e-mails and a calendar. All Notesapplications are to be run with client and cluster capabilitieson central Windows servers.In Phase 1 of the centralization of the e-mail data, allclients of the Raiffeisen banks in Lower Austria, Burgenlandand in the Zveza Group were changed over to theclustered central Lotus Notes mail server environment.The current Edcom Team Calendar was replaced by thenew Ontime group calendar.In Phase 2, the centralization of the database applications,more than 50% of all Raiffeisen banks in LowerAustria and Burgenland were completely migrated to thecentral clustered database server environment.All e-mails and application databases have already beensuccessfully centralized at the pilot banks of the branchesin Vienna. By year-end, the remaining branches inVienna will be centralized, thereby migrating a total of5,300 users.The HERMES project (upgrading of the IT infrastructurewith hardware of the new generation and smartcards) willeliminate the decentralized installation of Lotus Noteson field servers. This made it necessary to coordinate thechangeover with the Lotus Notes centralization project.The complete centralization of Lotus Notes is also abasic requirement for the OLYMP project (subproject ofHermes to replace the hardware on the clients), becauseNotes will no longer be migrated on the new generationof servers.ATM – SELF-SERVCE REQUIRES HIGHESTAVAILABILITYRaiffeisen Informatik is responsible for the operation ofaround 6,500 self-service devices of the Raiffeisen banksin Austria. The services include direct support for approximately2,500 devices and for the remaining systems,and the infrastructure must be available 24 hours a daywithout disruptions.Self-service systems are becoming increasingly importantat the Raiffeisen banks. Many of the cash and paymenttransfer functions are offered almost exclusively throughthese systems today. The banks and customers alikedemand undisrupted operations 24 hours a day. Additionally,a growing number of devices are being installedoutside of traditional bank branches such as at shoppingcentres and transportation hubs (railway stations andairports). Surveillance of these devices poses a specialchallenge.The technical infrastructure is made available to theRaiffeisen Banking Group with a high degree of redundancyfor the operation and the surveillance of the systemsseven days a week and 24 hours a day. The employees ofRaiffeisen Informatik Customer Support can be reachedfor equipment support at the individual Raiffeisen banksdaily from 6.00 hrs to 22.00 hrs.Questions that arise in daily operations are answeredswiftly and without delay. Moreover, automated centralsurveillance is provided. All events that may restrictoperations are notified immediately by SMS or E-Mail tothe responsible support staff. The bank’s employeesqualify the disruption notified and initiate the necessarymeasures to fix the situation such as refill an ATM withcash or fix a dispenser jam. In 2012, the service “activeself-service surveillance” was introduced. In this case,devices that require special servicing are monitoredproactively by Raiffeisen Informatik and all necessarysteps centrally coordinated when fixing a disruption. Onthe annual average, the availability of all self-servicedevices operated by Raiffeisen Informatik was 99.22%,which is outstanding high level never attained before inAustria.NEW SMARTCARD MANAGEMENT –HIGHEST SECURITY AND AMPLE FUNCTIONALITIESAt Raiffeisen, the smartcards used serve as employee IDs,to access buildings and control access to company data.Due to a security gap discovered by hackers in theaccess system “Legic Prime”, it was no longer possibleto guarantee the secure use of the old smartcards forthe access functionalities within the Raiffeisen Group.As security always has top priority, Raiffeisen Informatikimmediately started an upgrade programme for thesmartcard components. At the same time, the situationwas taken as an opportunity to develop a smartcardmanagement system with higher performance for TOKIOand SIENA (excl. Salzburg).Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface46 47

Raiffeisen Informatik rolled out a smartcard solutionat the Raiffeisen banks and the regional banks simultaneouslyby replacing the clients. As the smartcards onlywork with the new operating system Windows 7, the solutionemployed up to then in the Identity AccessManagement (SIM) had to be replaced. RaiffeisenInformatik also took over the operation of the smartcardsolution including the segmentation, personalizationand printing of the cards.The smartcard continues to be the basis for a simpleWindows login using the card and PIN (2-factor authentication)and for functions such as access control, loggingtimes and payment functions. Moreover, the smartcardalso enables authentication for teleworking access and itboosts efficiency through automated data exchange, userself-services and can also be used as an employee ID.The new smartcard has an integrated contact-less chipthat offers a card-in-card solution that can be used indifferent standards with full functionality, and therefore,will guarantees the access functionality in the future aswell. This means that the card will not have to be replacedin case of an upgrade. Moreover, the new smartcardsolution also forms the basis for wider future uses, suchas NFC (Near Field Communication).OVERVIEW OF SERVICES FORRAIFFEISEN BANK INTERNATIONALRaiffeisen Informatik has taken over the IT operationsof Raiffeisen Bank International (RBI) under the Craneprogramme. This substantially enlarged the rangeof services provided to the international, leading creditinstitution.After finalizing Crane, the “Space2Move” project wasstarted which involved the move of hundreds of employeesof RBI to the new location at Muthgasse in 1190Vienna. Many activities in other areas such as GroupData Warehouse and Sharepoint required close collaborationbetween Raiffeisen Informatik and RBI. Andnot least, some 4,000 new clients – “MyNextWorkplace”project – were upgraded to the operating systemWindows 7 successfully.Moreover, Raiffeisen Informatik supports RBI, for example,with the implementation of the multi-GAAP principalbook in SAP.There are also many projects in progress at the networkbanks of RBI. Many of them focus on ITSM, Identity& Access Management and Data Centre Consulting forwhich Raiffeisen Informatik has already proven itsexpertise in many countries.Raiffeisen Informatik set up and commissioned a newcard management platform for the Regional CardProcessing Center (RPC) seated in Bratislava that meetsthe high demands on availability of the systems andmeets the security requirements for the credit cardbusiness. In Poland, Raiffeisen Informatik supports RBIwithin the scope of the integration of Polbank in theareas of consulting and in project work and risk management.In Ukraine, a due diligence procedure was startedin collaboration with DCS UA, a 100% subsidiary ofRaiffeisen Informatik. The due diligence has the purposeof checking if the outsourcing of IT operations to a unitunder the joint responsibility of Raiffeisen Informatik andRaiffeisen bank would be economically reasonable.These are all examples that cross-border cooperationenjoys high priority at Raiffeisen Informatik and that thecompany is developing into an international serviceprovider within the Raiffeisen Group.The goal of Raiffeisen Informatik for the coming yearsis to support as best as possible the activities of RBIin the area of IT – nationally and internationally – with itsspecific skills and extensive knowledge of the industry.THE CRANE PROGRAMME – OUTSOURCING ITOPERATIONS FROM RAIFFEISEN BANK INTERNATI-ONAL (RBI) TO RAIFFEISEN INFORMATIKOn 1 February 2012, Raiffeisen Informatik took over IToperations of Raiffeisen Bank International. 150 employeesfrom IT operations switched to Raiffeisen Informatikwithin the scope of the outsourcing move. This alsoincluded taking over the IT infrastructure – specifically,1,000 servers, 500 printers, 750 terabyte storage, 4,000PCs and notebooks and related helpdesks. Apart fromresponsibility for the technical applications managementof the banking systems of RBI, the highly critical marketand treasury systems posed a special challenge.Raiffeisen Informatik is responsible not only for the timeand results-sensitive business of the bank, but has alsotransferred enormous banking know-how to its ownranks. This ensures customer support at the strategiclevel as well. The operation of further Raiffeisen sectorcompanies such as the Raiffeisen Daten Service CenterGmbH (RSC) and Raiffeisen Capital Management as wellas the network banks of RBI are also part of the broadscope of activities of Raiffeisen Informatik.In Phase 2 of the Crane programme, diverse core areasof collaboration were carefully analyzed and defined inseveral projects: in the area of governance, a structurewas created for rules, roles and processes for futurecollaboration. The two organizations defined competentunits and roles to steer regular operations, ongoingchanges and new requirements. An important element isthe hierarchical structure of the bodies responsible forsteering and escalation procedures at the operational,tactical and strategic level.The project group Service Definition and Contractingcreated a joint service and product catalogue – based onmore than 100 IT services and over 40 products – anddefined the related service level agreements and allocatedwithin a quantity and price matrix. More than 4,000service level objectives, 1,000 volume units and 6,000price elements were measured, calculated, coordinatedand documented.In Phase 3 of the project, a master plan was defined thatspecifies the integration and continuous improvementof the services and is the basis for the implementation ofthese measures.Cost & Finance calculated the cost optimization thatresults from the outsourcing and developed a method tocontinuously track the savings potential. The technicalanalysis project examined all assets and created aninventory; it checked security and quality levels anddefined the main elements of the measures. Organization& Human Resources conducted the skills and taskanalysis that is the basis for the definition of the organizationalstructure aimed for.In outsourcing projects of this size, it is important to givedue attention to open collaboration and to establisha common understanding among all partners. A requirementand basis for future business relations are opencommunications and a good mutual understanding andcommitment to common procedures and future goals.HIGH SECURITY PLATFORMS FOR THE SECURESETTLEMENT OF CARD PAYMENT TRANSACTIONSFor the Regional Card Processing Center (RPC) seatedin Bratislava, which is a fully consolidated subsidiaryof Raiffeisen Bank International, Raiffeisen Informatiktook over the setup and operation of a new high securityplatform for the international card business of RBI.This centralized the settlement of debit and credit cardsof several network banks in Central and Eastern Europe.This also meant meeting the highest requirements onsystem availability and also with respect to the securityregulations of the debit and credit card business.After an intense testing period, the real time operationof the platform was launched at the beginning of 2013 –pilot phase and going live of the first network bankof RBI Group. The productive zones were implementedfully redundantly at two data centres.The card processing centre with its 120 employeesoffers services to 11 network banks. Every year, some200 million card transactions are processed for around2.7 million cards. Raiffeisen Informatik provides theinfrastructure for the processing of debit and credit cardsof the network banks of RBI that consists of physicaland virtual servers as well as dedicated storage andnetwork components. Apart from the existing core bankingsystem and the technical applications management, italso operates a completely new software product basedon the card processing application. This made it possibleto expand the service to cover all network banks inEastern Europe. The new card management platform istherefore a major step towards internationalization ofthe services of Raiffeisen Informatik.To meet the stringent international security standards,Raiffeisen Informatik had to become certified for thefirst time according to the Payment Card Industry DataSecurity Standard (PCI/DSS) – a global IT securityprogramme self-imposed by the credit card industry.As security of the sensitive card and transfer ofpayments data must be guaranteed during the entirepayment process, several further security measuressuch as special encryption procedures are also applied.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface48 49

RAIFFEISEN BANK RUSSIA – CONCEPTS FOR ASUCCESSFUL FUTUREZAO Raiffeisen Bank Russia – with over 8,500 employeesone of the largest network banks with high revenuesof Raiffeisen Bank International – will move to a new andhighly modern office building in Moscow. RaiffeisenInformatik was contracted to develop a network conceptfor the new location that will be the workplace of2,800 employees.The concept includes a definition of the IT infrastructureand also the security aspects and individual IT componentsas well as the planning of conference rooms. Theflexibility of the concept plays an important role and isnecessary to be able to comply with future requirementsat all times and any location changes.The design is based on modern technologies such as“Power over Internet” (i.e. energy and electricity supplyvia LAN plug) and VDI (Virtual Desktop Infrastructure) aswell as a replication and synchronization mechanism.The concept to implement the “Workplace next Generation”also prepares the company for the future. In thiscase, a preliminary study was conducted to migrate8,500 jobs at ZAO Raiffeisen Bank Russia to a newplatform, because the current operating system no longermeets the high security requirements. The criticalinfrastructure of the banks must have a failsafe setupof course, to ensure the disruption-free operation of over800 applications on the platform and thus guarantee ashort “time to market”.CUSTOMERS IN AUSTRIAAGRANAASFINAGBundesbeschaffungs GmbHCasinos AustriaCity of ViennaDeguDent AustriaEuropapierEVNKIVBHLafargeLibro/PagroNextiraOneNiederösterreichische Landeskliniken Holding (NÖLK)ÖBBOMVOrangeORFPensionsversicherungsanstalt (PVA)Raiffeisen BankengruppeStrabagTelekom AustriaUNIQAValidaVerbundVinzenz GruppeWiener WohnenINTERNATIONAL CUSTOMERSAeroflotAudi AGAval BankBeit SystemhausBilfnger SEBosch GruppeCoca ColaDHLEuropean UnionGas TerraGerman Federal Environment AgencyIkeaLeipziger Klinikum St. GeorgLotto-Toto GmbH GermanyMaerskMcLarenMerz PharmaMetro GroupONOPeek & CloppenburgSaabScandlinesSparT-MobileTrafigura Beheer B. V.Transoilgroup AGVolkswagenVolvoWürthIn order to significantly strengthen the position of ZAORaiffeisen Bank Russia on the Russian market, anothermajor change to the infrastructure was carried out. Allworkplaces at the branches between Kaliningrad andVladivostok will be served by a joint data centre. In thisproject, it was important to take into consideration thatthe IT services were being offered across nine differenttime zones.Furthermore, an operating service centre will be erectedat Yorslavl, a city around 250 km north of Moscow.Raiffeisen Informatik planned and implemented a widerangingnetwork for the future workplace of 800 employees.Apart from the primary goal of cost optimization,flexible adaptability of the network had to be guaranteed.The challenge in this case was a tight time schedule forimplementation that required close collaboration of allinvolved parties and did leave any room for delays.50

IV.4. SERVICES FOR FURTHER LEADING COMPANIESINTERNATIONALIZATION OF THE TOLL SYSTEMinvoiced and these then charge the tolls to theircustomers.Raiffeisen Informatik developed the central Austrian trucktoll system on behalf of ASFINAG and has been operatingit reliably and with very high availability rates since a leading role as toll system operator and toll serviceWith the interoperability project, the client ASFINAG plays2004. The main objective is to continually improveprovider within the European toll system. The CREATEthe quality and functionality of the central system, and to project was finalized in 2013 and is now ready for use.increase ease-of-use. In addition to the developmentand operation of IT solutions for the central system,Raiffeisen Informatik is also responsible for the entire ITinfrastructure of the toll project. This includes theA MODERN DATA CENTRE FOR GEMDAT NÖadministration of customer and contract data, reporting,fines, point-of-sales applications, payments and invoicing Gemdat NÖ, the largest municipal IT service provideras well as printing output.in Lower Austria, provides its customers with a wide rangeof services. The service portfolio includes the networkWith the CREATE Project, which is the toll systeminfrastructure as well as the entire IT equipment withEasyGo+, Raiffeisen Informatik achieved a further milestonetowards a uniform European electronic toll system 2004, the IT infrastructure made available by gemdat NÖservers, personal computers and peripheral devices. Since(EETS, European Electronic Toll Service). This projectto its customers has been operating stably and performantenables interoperability of the central Austrian truck toll at the high security data centres of Raiffeisen Informatik.system with the Scandinavian toll systems and operators However, the success achieved and the growing numberwithin the EasyGo+ network.of customers of gemdat made it necessary to enlarge thecapacities of the infrastructure. For this reason, RaiffeisenThe toll system EasyGo+ enables the smooth exchange Informatik was charged with the task of developing aof contract data and toll transactions between countries. new infrastructure concept. The expectations placed inThe Scandinavian as well as Austrian users of the tollproject were high: The infrastructure environment didsystem can debit the toll fees in the respective othernot only have to feature long-term flexibility, but also makecountries using only one vehicle device (OBU – On Board it possible to put new services into operation quickly. TheUnit) and under one contract. Therefore, the time-consumingand expensive installation of several vehiclethroughout. Raiffeisen Informatik took over the setupstability and quality of the systems had to be guaranteeddevices is no longer necessary.and the basic technical operation of the IT infrastructure.Within the scope of modernization, Raiffeisen InformatikFollowing the (dual contract) interoperability agreement set up a high performance, scalable and service-orientedwith Germany (toll system TOLL2GO), the toll servicesystem structure. Raiffeisen Informatik now operatesEasyGo+, is a project to implement the Europeanvirtual and physical servers, it provides the network andDirective for the establishment of interoperability ofthe databases, and manages all of the data for gemdatelectronic toll systems in in Europe. The aim is to create NÖ. All services required are provided from one sourcea system that enables users to obtain a vehicle deviceand this helps customers to save administrative work andfrom a licensed service provider (EETS provider) that is keep costs low by exploiting synergies.compatible with all European fee collection systems.This service is designed to make it possible to set up a It was very important to gemdat NÖ that the migration andsystem to collect tolls under a single contract with anextensions to existing components did not interfere withEETS provider and only one vehicle device for the entire the daily work of customers. Therefore, the changeoverEuropean Union. Toll customers can enter into awas carried out in defined maintenance time windows thatcontract with an EETS provider of their choice. The EETS were scheduled at the end of workdays such as in theproviders pay the so-called toll chargers the toll feesevenings or weekends. The availability and security of thesystems are crucial factors for the operation of an ITinfrastructure. The servers of gemdat NÖ are monitoredat the data centres of Raiffeisen Informatik 24 hours aday and protected from intrusions. The company’s ownSecurity Competence Center bundles expert know-how inthe area of security and applies security concepts. Thehardware of gemdat NÖ is operated with a redundantInternet connection via a 100 Mbit line. The sophisticatedvirtualization technology applied makes it possible toconcentrate workloads precisely on the resources neededfor the provision of the service. The use of modern storagesolutions and archiving systems ensures the availabilityof important information at all times.NEW IT SERVICE PLATFORMS FORWIENER WOHNEN KUNDENSERVICE GMBHWiener Wohnen Kundenservice GmbH (WRWKS) wasfounded in 2002 and is a 100% subsidiary of the city ofVienna. Wiener Wohnen Kundenservice GmbH wanted tooptimize communication between the enterprise WienerWohnen and its customers and the tenants of the cityownedhousing developments and to offer an improvedtelephone line. Furthermore, the workload for theemployees of the customer service centres was to bereduced so as to permit them to focus more on their coretasks. A multi-media call service was established toenable the communication of Wiener Wohnen with itscustomers based on state-of-the-art technologies.Since 2006, WRWKS has been a customer of RaiffeisenInformatik, which is responsible for the hosting of thededicated servers for the entire operations and for thedevelopment of customer applications jointly withsubcontractors. In 2011, WRWKS took the decision torelaunch the entire IT with the aim of redesigning thesystem architecture and standardizing the many differentapplications. In 2012, Raiffeisen Informatik won thepublic tender for the contract.Raiffeisen Informatik was charged by WRWKS with thesetup and operation of a modern system infrastructureand a state-of-the-art applications landscape for thebusiness critical applications. Therefore, for example, anew service platform was created to support telephonyservices. The system provides a central service number(with a call centre in the background) for tenants. Tenantscan call this number to report any problems relating tothe flats and these are then immediately assigned to thecompetent area (e.g. laundry rooms, lighting, elevators).Around 900 users work with the application that receivesup to 3,800 calls per day.The application “building information system”, which isa separate business process at WRWKS, collects all relevantinformation on the residential buildings such asdescriptions of courtyards, and maintains the data up todate and available to the employees of Wiener Wohnenon various platforms. The service includes a database ofimages, which can also be used for the media.The Intranet, the internal communications platform foremployees of Wiener Wohnen, is used for simple documentexchange tasks between users and has diverseinterfaces to other applications such as the buildinginformation system. Registration uses a central password(single sign-on).The system for daily business routines, the project tooland project documentation are additional internal supportapplications for business cases and projects. Theinformation processed from the diverse systems is madeavailable to all involved parties and also to externalpartners. For the setup of centralized data collection andfor statistical evaluations, Raiffeisen Informatik createda data warehouse for Wiener Wohnen Customer Servicesthat contains information in different data formats andfrom different sources (text files, Excel sheets and databasefiles from Access, MySQL and MS SQL) andpermits the display in the form of diagrams.The IT service platform set up can be adapted to futurechanges and permits the further development of currentapplications to keep up with technological advances.Work is in progress in many other areas, such as ona knowledge management database, and these projectsenhance the extensive system environment.SECURE IDENTITY MANAGEMENT FORÖSTERREICHISCHE LOTTERIENÖsterreichische Lotterien is an international gamingcompany that offers adults a wide range of high qualitygames. The offerings include betting games such asLotto and Toto as well as the sale of instant win tickets(raffles, scratch-off tickets) as well as online gamesand sports betting (tipp3) on www.Win2day.at. Thebusiness processes of Österreichische Lotterien usestate-of-the-art technology to ensure the highest degreeFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface52 53

of security in gaming operations.To further improve this security, the company turned toRaiffeisen Informatik for its expertise. Consulting serviceswere offered for Identity Management (IdM) and RaiffeisenInformatik provided the experts from the in-house Identityand Access Management Competence Center (IAM CC).The Competence Centers team works only on projectbase for its customers. The employees have vastknowledge gained over eight years of experience in thediverse Identity & Access Management projects.This extensive know-how made it possible to achievethe project targets for Österreichische Lotterien inexpensivelyand fast. Together with the experts of ÖsterreichischeLotterien, a model was developed to replacethe existing Identity Management System and introducea forward-looking system with a focus on user management,user provisioning, access rights administration,and support for compliance and audit themes.A rough concept was the basis for defining the key requirementsof the IdM system for Österreichische Lotterien.An independent product and manufacturer evaluation wascarried out using these requirements as guidance.Based on the experience of the IdM specialists and theirproduct knowledge, Raiffeisen Informatik prepared aneeds-based product recommendation.By March 2012, the solution had already been put intooperation and had almost 3,000 users. Intensive trainingon-the-jobfor the employees of Österreichische Lotterienwas part of the implementation process and a largeportion of the system development work to date has beenaccomplished by the customer. The customer’s highdegree of satisfaction with the services of RaiffeisenInformatik means that it will contract Raiffeisen Informatikagain in 2013 to continue development on the IdMsystem.CENTRAL SERVICE CENTER FOR UNIQAUNIQA is a company that focuses on profitable growthand sustainable added value. For some time, theinsurance company has been pursuing a new growthstrategy under the concept of UNIQA 2.0, which aimsto raise the number of customers significantly.A milestone of this strategy is the setup of a so-called“Central Service Center”. These are essential parts of thenew business model of UNIQA Austria. Essentially, thismeans that the regional headquarters will concentratemainly on sales support, while the Central Service Centerwill secure the rapid and high quality settlement ofbusiness cases. This translates into greater efficiencyin the processing of business cases and faster resultsfor customers.Raiffeisen Informatik was awarded the contract to adaptthe IT environment to the changed organizational structures.The IT experts upgraded the hardware componentsas well as the software components with respect tofunctionality to ensure that they fit into the changedframework. Fileservers, network component and switcheswere modified; data backups checked; new clients setup and licenses updated. By the end of 2013, the CentralService Center will be set up and employees will movein phases to the locations in Vienna, St. Pölten, Linz,Salzburg und Graz. According to plans, by the end of2013 around 600 persons will start working at the newlycreated “Central Service Centers”. The employees willeither relocate within a city or to another province.Raiffeisen Informatik will also offer support for the move.This requires the precise planning and coordination ofthe processes and the time schedule to ensure smoothbusiness operations.IT COST CHECKUP AT NÖMProcessing milk without quality losses is the main goalof NÖM AG. The success of the second-largest milkprocessing company in Austria with additional subsidiariesin Great Britain and sales companies in Italy andHungary is based on the timely processing of thefoodstuffs. This works best with IT-supported workprocesses. Smooth workflows are needed everywhere:in production, logistics, automation and control. Therefore,NÖM AG contracted a check of its IT processesto the experienced IT provider, Raiffeisen Informatik.Within the scope of active cost management, the strongpoints and weak spots of the current IT infrastructurewere examined to present the management with afoundation for reaching a decision on future IT investments.In a benchmarking process with other companiesfrom the food industry, the IT systems of NÖM wereanalyzed with respect to costs, technology, personneland support for business processes. The results formthe basis for determining the status quo as regardsimproving efficiency, performance and security and alsorevealed the areas in need of upgrading. The resultsformed the starting point for the specialists of RaiffeisenInformatik to prepare improvement proposals for a sustainable,new design of the IT landscape. These supportthe management of NÖM in obtaining precise informationfor strategic decisions faster and to use it to secure itscompetitive position on the market.SECURE DONATIONS FOR“MÉDECINS SANS FRONTIÈRES”Donations are often the last hope for people in needbecause the money is used by aid organizations to helppeople in crisis regions or affected by natural disasters.To make the money transfers as simple as possible, theorganization Médecins Sans Frontières created a newonline donations platform. This platform makes it possibleto easily transfer donations online via the Internet.Security has the highest priority. Therefore, RaiffeisenInformatik was contracted to execute extensive penetrationtests. All components including web applications andthe network were checked for security gaps. This wasdone by simulating real and targeted electronic attackson the donation platforms carried out by the SecurityCompetence Center of Raiffeisen Informatik. The specialistshave extensive knowledge with cyber-attacks, andare internationally connected and always up to date withthe latest developments.The results of this test served to eliminate the weak spotsand to guarantee the security of the system.SUCCESS STORIES COMPAREX AGINTERNATIONAL ACTIVE DIRECTORYMANAGEMENT FOR AUDI AGThe Audi corporation is one of the world’s largest automobilemanufacturers in the premium and sports carssegment. In 2011 alone, the automobile manufacturerrolled out nine new models, delivered some 1.3 millionvehicles and expanded to over 62,000 employees worldwide.Audi has been working with COMPAREX since1995 in various areas, among others, in the administrationand migration for active directory domains. Thestrong growth of the company, however, also increasedrequirements on the flexibility and dynamic of the ITsystems. Today, Audi has an active directory structurewith over 50,000 users and up to 100,000 further objects.An exclusively central management of the administrativetasks involved is no longer feasible at this size. In thiscontext, Audi needed advisory services and technicalsupport for the implementation of a new roles and rightsstructure across several locations with an assignmentof defined objects, maximum transparency, quick recoveryof the individual objects and revision-proof documentation.The legal framework of the foreign companiesalso had to be considered. COMPAREX won the contractin 2012 to set up a comprehensive active directorymanagement for flexible administrative structures. Thisproject ideally adapted the structures to the needs ofAudi, ensuring the secure delegation of tasks, smallerworkloads and a reduction of general administrativecosts.“KUSCHELBLICK-TV” BASED ON CITRIX XENAPPAND CITRIX NETSCALERKlinikum St. Georg in Leipzig is one of Germany’s oldesthospitals. The company group currently has some 1,700beds and day clinic places at hospitals, rehabilitationcentres, psychiatric institutions for criminals, and in thearea of medical-social homes. Annually, some 43,000patients are being treated as inpatients and as outpatients.Leipzig Klinikum St. Georg together with COMPAREXcreated a special service for the parents of infants thatare ill or born prematurely. Via Internet, new born childrencan be observed 24 hours a day from home. This ismade possible by the webcams installed in the neonatologicalintensive-care station and secure online accessbased on Citrix technologies. Apart from the installationof cameras, COMPAREX developed an access schemefor “Kuschelblick-TV” (secure video transmission frompremature birth station). The technology used is basedon the existing XenApp infrastructure of the Clinic. Foreach of the cameras installed, a modified Internet Exploreris installed with the required ActiveX-settings on anXenApp server. The so-called “Kuschelblick TV” can berun from anywhere and using any kind of end device.Even via Tablet PCs or a smartphones, parents can viewthe live images of their new family members at any time.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface54 55

NEW DUAL-COUNTRY STORAGE ARCHITECTUREAT ADOLF WÜRTH GMBH & CO. KGAdolf Würth GmbH & Co. KG is a leading retail specialistfor mounting and fastening materials for professionaluse. It is the largest individual company of the globallyactive Würth Group. Würth offers over 100,000 items –screws and dowels, chemical and technical products aswell as tools and storage systems. The Würth Grouphas long since relied on the expertise of COMPAREX –especially when tailor-made solutions for the IT environmentare required. This was also true for the conceptionand implementation a new high availability storageenvironment at the branches Künzelsau (D) and Chur(CH). In conjunction with the modernized Storage AreaNetwork (SAN) at both locations and a backup andrecovery functionality at the German headquarters, thisinfrastructure is now secure and scalable, and coversall requirements for the extremely high data throughputrates until 2015. In collaboration with Würth ITensisAG, an intelligent, cross-border, high availability ITinfrastructure was created from which the entire Würthgroup benefits.PRODUCTIVITY OPTIMIZATION AT TOYOTA RUSSIACOMPAREX Russia put new computers at Toyota intooperation and upgraded the operating systems of theautomobile manufacturer with the help of a MicrosoftSystem Center Configuration Manager (SCCM)-basedsolution. The Microsoft System Center ConfigurationManager enables the comprehensive configurationmanagement for the Microsoft platform including the linkfrom Windows Intune. The starting situation at Toyotawas the necessity to migrate from Windows XP toWindows 7, and, at the same time, change over fromMicrosoft Office 2003 to Microsoft Office 2010. UsingSCCM, COMPAREX employees analysed the softwareenvironment of more than 300 users with 100 applicationsand more than 1,000 software installations. Thismade it possible to optimally carry out the migrationprocess without any data loss. The migration wascompleted in less than month and daily operations wereonly minimally disrupted. Thanks to the expertise ofthe Russian COMPAREX experts, the use of thestandardized software now makes work more efficientat significantly lower IT infrastructure support costs.NEW WORKPLACE ENVIRONMENT FORWÜSTENROTThe Wüstenrot group serves over 3.5 million customersin Austria and in a number of CEE countries. The groupin Austria is made up of Bausparkasse Wüstenrot AG andWüstenrot Versicherungs-AG. Wüstenrot DatenserviceGmbH (WDS) with around 200 employees provides ITsupport for the areas of sales and service of the group.In total, some 2,000 employees and over 3,000 freelancestaff work for Wüstenrot in Austria. 130 separate officesand cooperation agreements with financial service institutionsand brokers serve customers throughout Austriathrough a highly efficient network. Wüstenrot DatenserviceGmbH contacted COMPAREX Austria with therequest to help set up a working environment that meetsthe requirements of maximum economic efficiency andsecurity. The project “Workstation 2012” aimed to optimizethe cost structure by upgrading the software user environmentand hardware all of which had not been standardizedup to then. The project included the replacement ofhardware as well as the new implementation of standardizedsoftware and the required training of the users.COMPAREX Austria completed the project successfullyand fulfilled all requirements of Wüstenrot DatenserviceGmbH thereby creating the foundation for efficiencyand greater transparency in daily work.NOVELL IDENTITY MANAGER FOR ALPINEBAU GMBHAlpine started out in 1965 as a small trade company formachinery located in Wals near Salzburg. Today it isa leading construction company in Europe. Solid growthon the home markets, constant acquisitions andexpansion into foreign markets were the drivers of thecontinuous rise in construction output. In 2011, 15,294employees achieved a construction output of EUR 3.35billion. Setting up an efficient user administration forsome 5,000 employees and external users at around 300different locations with their own IT infrastructure wasnot an easy task. This challenge was mastered at ALPINEBau GmbH with the aid of the Novell Identity Manager byNetIQ: COMPAREX Austria set up a central userdatabase for the company that not only serves as datahub for the automated checking of user data in thevarious system environments, but that can also be ex-panded to meet the expansion needs of customers.The central user administration enormously reduced theoverall administrative workload within ALPINE BauGmbH. At the same time, potential sources of error wereeliminated which ultimately also helps to cut costs.GLOBAL SAM CONSULTING AT BILFINGER SEBilfinger SE is a leading international engineering andservice company group. With extensive technologicalknow-how and the experience of 67,000 employees, thecompany offers made-to-order services for industrialplants, power plants, real estate and infrastructure enterprises.Bilfinger earns annual revenues in its businessdivisions Industrial, Power, Building and Facility,Construction and Concessions of around EUR 8.6 billion.Following the planned audit by Microsoft, COMPAREXexperts carried out a software asset management (SAM)compliance project for the international engineeringand service group. To this end, the SAM specialists ofCOMPAREX collected and analysed worldwide allsoftware-relevant data of the global company (includingthe nine subgroups and the over 400 autonomouscompanies) to create a licensing balance sheet andtaking into account all specific licensing terms. Afterfinalizing all measures, BILFINGER SE created acomplete data package for the correct software licensingfor Microsoft software, thereby improving global transparencyof the IT infrastructure in use, including anoverview of the corresponding software agreements.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface56 57

CSR .

V. SUSTAINABILITY AT RAIFFEISEN INFORMATIKTHE 3-PILLAR CSR CONCEPT OF RAIFFEISEN INFORMATIK„BE THE CHANGE YOU WANT TO SEE IN THE WORLD.“Mahatma GandhiValues and StandardsCode of ConductPrefaceSustainability means understanding that quality of life isnot based on the mere pursuit of individual economicobjectives. Rather, the aim should be to create a lastingbasis to secure quality of life. To achieve this, we haveto create values within a company that guaranteesustainable behaviour. What we need is a consistent,strategic orientation and a clear commitment to the responsibilitythis entails.Sustainability is not just a fad of the 21st century. For morethan 100 years, companies have been taking on socialresponsibility and their commitment has contributedenormously to the prosperity of society. The concept ofthis sustainable development became very concrete inthe 1990s with the definition of corporate social responsibility(CSR). CSR is the voluntary contribution of theeconomy to sustainable development and by far exceedsthe legal requirements. Companies commit themselvesto act responsible towards all stakeholders and theenvironment with the aim of securing the quality of life forfuture generations. This objective has gained significancein times of economic crisis and climate change. As part ofthe core strategy of a company, the CSR approach helpsto overcome social, economic and ecological challenges.The importance of CSR is reflected in the ISO 26000guidelines. In 2010, over 40 organizations in more than90 countries developed this standard which serves asmotivation to implement CSR. Furthermore, the GlobalReporting Index (GRI) forms the basis for the preparationof sustainability reports and enables the comparison ofthe sustainability achievements of companies.For the management of Raiffeisen Informatik, corporatesocial responsibility means acting responsibly as anenterprise vis-à-vis its employees, customers and allother stakeholders. This fair behaviour also applies to thelocal communities in which they work or have manufacturingfacilities, and also to the environment. Thefoundation is the principles and values of the Raiffeisenidea. In this sense, CSR is not an empty promise forthe Raiffeisen Informatik Group, but an essential elementof its corporate strategy.At Raiffeisen Informatik, sustainability is viewed in thecontext of social, economic and ecological responsibility.The Group does not pursue short-term profits, but ratheraims to create long-term added value that will help itremain competitive in the future. The CSR concept islived at Raiffeisen Informatik daily and consistentlythroughout its operations. New initiatives are used toexplore business opportunities and potentials and tominimise the risks to people and the environment as wellas to optimize sustainable operations. The decisionstaken are constantly being revised and their local,regional and global effects monitored and used as basisfor further improvement.CSRSocialResponsibilityResponsibilityfor theEnvironmentEconomicResponsibilityHuman ResourcesRecruitingProgrammes forNew EmployeesTraining andFurther EducationJob RotationE-LearningKnowledge ManagementCompetence Management SystemNutrition and HealthDonations and SupportEnvironmental ProtectionGreen ITSustainable Customer OrientationChange ManagementBusiness Continuity ManagementModern IT service management (ITSM)Process Management System (MaP)Research and DevelopmentFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders60 61

V.1. SOCIAL RESPONSIBILITYV.1.1. VALUES AND STANDARDSRaiffeisen Informatik is committed to sustainablecorporate management and social responsibility towardscustomers, employees, owners and society. Austria’slargest IT provider strives to respect and act in compliancewith all laws, rules and regulations that apply inthe countries in which it conducts business. It neverengages in corrupt business practices. The companyfollows the recommendations and standards of nationaland international organizations. The group respectsand follows the following principles:■ Support of international human rights■ Abolition of child labour and forced labour■ Elimination of discrimination in employment andwork relations■ Awareness for environmental problems andsustainability■ Support of environmentally-friendly technologies■ Combatting corruption including blackmail and briberyV.1.2. CODE OF CONDUCTA commitment to sustainable corporate managementrequires mutual respect, honesty and integrity. Theconcept of sustainable development as the basis forlasting business success is the foundation of all entrepreneurialactivities. Raiffeisen Informatik acts in theinterest of its stakeholders and seeks to create long-termadded value. To ensure awareness for ethical, social andeconomic objectives throughout the company, a Codeof Conduct was defined in 2011. This Code of Conductserves as guidance for the entrepreneurial behaviourof all employees of Raiffeisen Informatik. The Code ofConduct defines clear rules for the business, ethical andsocial behaviour of Raiffeisen Informatik employees andis binding on all employees of the Raiffeisen InformatikGroup. It guarantees compliance with the higheststandards in all business dealings and ethical behaviour.It is based on the Raiffeisen principles and is orientedon the concrete requirements of daily business within thecountry and abroad. The Raiffeisen Informatik code ofconduct is supplemented by the comprehensiveRaiffeisen Informatik compliance programme (workinstructions, web-based training, seminars, etc.).These convert the principles of the Code of Conduct intoconcrete rules for everyday business practices.V.1.3. HUMAN RESOURCESEmployees are the core asset of every company andthe key actors of business operations. Well-educated,service-oriented and motivated employees are the basisfor the long-term success of a company. Honest relationshipswith employees based on trust are therefore notonly an ethical goal for Raiffeisen Informatik and alsorequired by law, but moreover the foundation of our lastingsuccess. Raiffeisen Informatik relies on the potential,commitment, abilities and performance of all of its employeesas well as on the excellent skills of its managementboard to meet the high demands of our clients. Effectivehuman resources management contributes to employeedevelopment by addressing their rights, duties andneeds, but also by promoting talent and qualification.In 2012, the Raiffeisen Informatik Group employed some3,000 persons. Around 1,200 employees work in Austria.The employees come from 20 nations and the averageage is 40.46 years old.EMPLOYEES (WORLDWIDE)FTE1,593Europe126It would not be possible to accomplish the daily workinvolved in the numerous large-scale projects and alsosteadily enlarge the services portfolio in the fast-pacedIT industry without the exceptional commitment and skillsof our employees. The objective of Human Resourcesis to create a working environment in which employeesreceived support commensurate with their individualcapabilities and skills. Specific training and further educationprogrammes guarantee constant and sustainableimprovement of their knowledge and skills.The corporate culture of Raiffeisen Informatik is characterizedby openness and effective communication. It isimportant for companies to enable the sharing of informationand guarantee mutual responsibility. Transparency inbusiness processes is an essential factor. The managementculture is team and results-driven, and encouragesrespectful interaction and confidence in the individualcapabilities of all employees. Raiffeisen Informatik workshard to be an attractive and fair employer, and guaranteesindividual career development based on a specificperformance management system.Outside of Europe1,238AustriaThe importance of human resources management isalso revealed by the high standing of the human resourcesteam within the company. As an active member ofmeetings with the management board and other steeringbodies, Human Resources not only has an overviewof all processes and workflows within the company, butalso proactively influences crucial developments in thecompany. It supports all restructuring and organizationalchanges, and is involved in internal projects and, ifnecessary, acts as mediator for talks between the differentinterest groups. Furthermore, it serves as point ofcontact for employees and the management in all mattersrelating to labour law issues. Additionally, HR organizesand develops activities such as regular employee andcustomer surveys, and company-wide events on specificthemes and knowledge management. Likewise, HumanResources supports the subsidiaries of Raiffeisen Informatikin matters relating to training and further educationas well as in personnel accounting. It also supportsnew companies in setting up structures and is the pointof contact for employees seconded abroad.The internal communications platform of Human Resourcescontains a brief presentation of every member of theHuman Resources Department and invites employees topersonal talks to discuss any issues or answer questions.The team also organizes a broad range of specializedseminars, personal development courses and further educationprogrammes. The curriculum is updated everyyear and gives an overview of the latest competencebuildingand skills training courses. Employees areadvised on topics such as job rotation, e-learning andemployee performance appraisal talks as well as jobinterviews.Based on the special, qualified form of strategic personneland organizational development Raiffeisen Informatikwas the first Austrian company to be awarded the label“Investor in People” (IIP) in 2006. IIP is an internationalstandard for companies that invest in their employeesand have a clear strategy for their future. The award helps,among other things, to discover the potentials of employeesand improve personnel development instruments.It also serves as guideline for personnel developmentand is used to systematically develop the qualificationsof employees and the management staff in line with theFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface62 63

company’s goals. The second re-certification was successfullycompleted in May of this year.V.1.3.1. RECRUITINGThe success of any company depends on its employees.Finding the right employee for the right position requiresa modern personnel recruiting process. Therefore, RaiffeisenInformatik uses these new technologies whensearching for personnel. The Internet is a key mediumhere, because many of the skilled workers in the ITsector use the Internet and can be specifically addressedhere. Job announcements on the company website andon diverse Internet job exchanges are also importantcommunications channels when searching for new employees.Social media platforms like Xing and Facebookare used for employer branding purposes. Additionally,Raiffeisen Informatik’s recruiting channels include partnershipswith vocational schools, information campaignsat technical upper secondary schools and universitiesas well as participation in various career fairs. The widespreaduse of mobile end devices will have an importantinfluence on recruiting in the future. Around 39 per centof Austrian companies expect future candidates toapply for jobs via mobile end devices. Related to thistrend, Raiffeisen Informatik plans to optimize the appearanceof its online job announcements for smartphonesand tablets.V.1.3.2. PROGRAMMES FOR NEW EMPLOYEESTo make it easier for new employees to start out on theirjobs, a programme for new employees has beendeveloped. The first step is to welcome every employeepersonally and give him or her a “virtual” tour of thecompany. New employees are given an overview of thecorporate culture at talks as well as important initialinformation on security rules, processes and useful tips.Subsequently, they are introduced to their teams andare assigned a personal mentor that provides activesupport in the initial phase. Every employee is given atraining plan which is discussed during the first weekof work and then sent to the personnel department.Several times a year, general information events for newemployees are held. Furthermore, it is possible to learnabout the central corporate structures, the tasks andfunctions of each of the business areas via e-learningprogrammes as well the tools and systems required forwork. The learning programme also covers the corporatestrategy, the values and standards of the company aswell as the company’s internal Code of Conduct.V.1.3.3. EDUCATION AND TRAININGRaiffeisen Informatik always makes every effort to promotethe potential of its employees. Therefore, it offersmany training and further education programmes andsupport initiatives. Apart from specialized training courses,it also organizes personal development seminarssuch as team building, presentation and communicationskills. The specialized seminars are held in accordancewith recognized standards such as ITIL (InfrastructureLibrary) that offer certification exams at the variouslevels. The agreements on education and further trainingcourses are reached at the annual development talksbetween employees and management members. Everyjob is assigned a target profile of the competenciesand skills needed. At these talks, the target profile isdiscussed and a current profile is drafted together withthe employee and the required development measuresagreed. The training catalogue, which is available to allemployees, is based on required areas of competenceand skills for the target profile. It is updated regularly.An annual promotion assessment is conducted for managementcandidates that serves as basis for their furtherdevelopment. The positive completion of the assessmentprogramme is a condition for employees to take part ina one-week management seminar within the scope of theone-year GOLD programme that prepares them for futuremanagement tasks. Additionally, there are seminars oncoaching and goal agreement as well as on businessadministration themes. Every year, seminars are offeredto the management staff in the form of e-learning programmesor workshops with specialized themes suchas “dealing with change” and “project management”.There is a separate zone on the Intranet for the managementdevelopment. The training catalogue also containscurrent offers designed for management staff.V.1.3.4. JOB ROTATIONSharing knowledge among the employees of RaiffeisenInformatik has become a regular part of normal operationsand helps to ensure full services to customers.This is why a system of job rotation between groups anddepartments has been in place for many years that givesthem insights into other areas of work and helps them toimprove their knowledge of other areas. This intensifiescollaboration within the company across the variousdepartments. The goal of job rotation is to gain a betterknowledge of the various business partners and customers,to obtain a deeper understanding of the processesand workflows followed by colleagues, and to be ableto recognize areas of responsibility and contexts. Thisenlarges employees’ knowledge and promotes a broaderworldview and promotes a more entrepreneurial way ofthinking.V.1.3.5. E-LEARNINGE-Learning programmes are an important element ofinternal personnel development. They are used for themesof relevance for a larger group of persons anddo not require any direct interaction. E-learning programmesoffer a number of advantages. They permit furthereducation regardless of place or time, exactly when itis needed. This flexible learning method can be easilyintegrated into work processes. Information and tips forthe optimal use of e-learning programmes ensure thebest possible benefits. The e-learning programmes offeredby Raiffeisen Informatik are varied and new themesare added every year.V.1.4. KNOWLEDGE MANAGEMENTThe efficient use of information and knowledge hasbecome an essential qualification today. The requirementsfor the presentation and communication ofknowledge are constantly increasing. An organizationthat wants to remain competitive over the long termneeds to use the tools of information and knowledgemanagement. Knowledge managers are capable ofdesigning databases, recording the entire documents,building classifications based on thesauri, extractingknowledge, designing knowledge bases for the Intranet,and conducting diverse research tasks.The Raiffeisen Informatik knowledge managementinitiative “Wissen in Bewegung” (Knowledge in Motion)has been in place since 2003. This Knowledge Group isa supportive network to help preserve and disseminateknowledge as well as to improve how knowledge isused within the company. Important in this context, is theinteraction of people, organizations and technology.The Knowledge Group is continually developing newmeasures to systematically improve how knowledge isdealt with. Facilities such as Intranet, central coordinationbodies and regular information events steer the sharingof knowledge among employees within the company.For example, at the quarterly event NEW iT, employeespresent their latest developments and projects to otheremployees. The electronic knowledge data card “Who isWho”, which stores a lot of information and interestingdata on every employee, has meanwhile become one ofthe most important sources of information for employeeswithin the company. It is constantly being developed andnew functionalities added. Team composition and teamoverlaps in external and internal projects support externalacquisition and sharing of knowledge among employees,and also as communication and feedback loop forthe central knowledge portfolio of Raiffeisen Informatik.In 2010, the Raiffeisen Informatik knowledge managementinitiative “Wissen in Bewegung” (Knowledgein Motion) won the “proWM 2010” award for professionalknowledge management. This award, which wasconferred for the first time, distinguishes individuals,organizations and knowledge management initiatives thatcontribute to the economic success of a company andhelp secure its existence. The award is presented bythe German Association for Knowledge Management, theAustrian Platform for Knowledge Management and theSwiss Knowledge Management Forum.The holistic approach and the systematic establishmentof knowledge management at Raiffeisen Informatik isexemplary for many other companies. Many measuresimplemented by Raiffeisen Informatik are used as a pointof reference by other companies.V.1.5. COMPETENCE MANAGEMENT SYSTEMRaiffeisen Informatik has developed a system forrecording competencies and skills in order to optimallydeploy and use the knowledge of employees within thecompany. A catalogue based on the technologies inuse at the company and on market standards served asthe basis for recording and classifying the knowledgeof employees. Based on this catalogue, a target profileFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface64 65

has been defined for every job and at the employeeappraisal talks it is used as benchmark to compare withthe current status profile of an employee.The qualifications and competencies of employees canbe categorized as follows: Competence for activities andactions (e.g. visionary capacity, strong decision-makingcapabilities), expert know-how and methods (e.g. knowledgeof methods and processes), personal competencies(e.g. entrepreneurial mind-set, motivationalcapacity) and social and communication skills (e.g. collaboration,conflict resolution skills). The catalogue listsa total of 35 competencies and skills.A comparison of the status quo with target profiles forthe qualifications and competencies of employees is usedto determine the further training needs and is the basisfor individual training plans. If the current skills deviatefrom the target profiles, special training offers are developedfor employees to compensate their knowledgegaps. This is how Raiffeisen Informatik ensures that employeeshave the knowledge needed to accomplish theirtasks ideally. The experience gained and the trainingneeds analysed at the personal appraisal talks are consideredwhen preparing the training calendar and provideimportant information on the overall development backlogof the company and serve as a basis for defining futurepersonnel development programmes.V.1.6. NUTRITION AND HEALTHImportant elements of human resource management arethe company’s health management and the work-lifebalanceof employees. The various programmes and initiativesare organized to promote and improve employeehealth and health awareness. Optimal workplace designchecked by the company physician is an important themein this context. As most work done at Raiffeisen Informatiktakes place in a sitting position, it is important toensure an ideal working position. Spacious workplacesgive employees unrestricted freedom of movement. Thecompany provides ergonomic furniture that can be adjustedas needed with respect to position and height. Theoffice chairs with back support and the perfect dimensionof the screens are selected to help prevent tension,posture defects and eyesight strain. The company physicianhas office hours twice a week at the companyand offers personal consultations and diverse preventivemedicine examinations as well as regular vaccinationsand screenings, eyesight checks and influenza prevention.If needed, it is possible to consult a psychologist or obtaincoaching. Furthermore, many measures are offeredto maintain a good work-life balance. Apart from the widerange of offers of physiotherapy and massages, there areexercise classes, self-defence courses, running and ballsports events and yoga courses. Cooperation with fitnessstudios and sports facilities guarantee inexpensive rates.An important condition for employee health is also theright nutrition. At the company cafeteria, fresh food anda large selection of balanced meals are available everyday. The weekly menu also states the calorie count ofall foods and is based on “liveEasy” which is a nutritionalconcept for especially light and balanced meals. Moreover,the Works Council regularly distributes seasonalfruit to the employees and points out the importance ofvitamins.The comprehensive health management of RaiffeisenInformatik is a highly valuable benefit. In 2012, theaverage number of sick days at Raiffeisen Informatikwas 9.2 days and thus far below the Austrian average of13.4 days.Raiffeisen Informatik views the optimization of the worklife-balanceas a basic contribution to social stability andeconomic growth. Human Resources develops concretemeasures to make it possible for employees to combinework and family life. Being able to harmonize work, familyand leisure-time is strongly supported by RaiffeisenInformatik such as flexible working hours without a corework time. Employees can define their own workinghours from Monday to Friday flexibly and autonomously.The findings of the annual employee survey conductedin 2012 once again revealed excellent assessmentsand prove that Raiffeisen Informatik’s is one of the mostattractive employers in Austria.The Works Council also plays a key role at RaiffeisenInformatik. It is the contact for employees that want tocontri-bute new ideas and the partner for implementingproposals in close cooperation with Human Resources.In 2012, many employee proposals were supportedby the management, thereby contributing to the worklifebalance of employees.V.1.7. DONATIONS AND SUPPORTSocial commitment is part of sustainable corporatemanagement and an integral element of the corporatephilosophy of Raiffeisen Informatik. Internationally,the Raiffeisen Informatik Group supports many projectsthat focus on basic social needs, education and science,environmental protection, and sports. This not onlymeans financial support, but also active help such asin rebuilding the technical infrastructure after the Tsunamiin Sri Lanka.Raiffeisen Informatik regularly supports the children’scancer aid organization “Österreichische Kinderkrebshilfe”,the Austrian association for the blind “ÖsterreichischerBlindenverband”, “Licht ins Dunkel” and manymore cancer support organizations in Austria and abroad.By organizing regular blood donations in cooperationwith the Red Cross, the company contributes meaningfullyto the common good. Its exceptionally high commitmentin this area has won the company and its employees the“Corporate Blood Award”.In 2012, Raiffeisen Informatik organized a warehouseflea market for the first time. The entire receipts of theevent were donated to the Viennese hospice for childrenwith cancer “Wiener Kinderhospiz“. Raiffeisen Informatikemployees also actively support charity events suchas the “Run 4 Dreams” Charity Run. The company paysfor half of the starting funds for participants. At internalcompany charity events like the Raiffeisen Informatikpunch booth or the summer party, the company collectsdonations for local help organizations such as the“Rote Nasen” and “Licht ins Dunkel”.Employees of Raiffeisen Informatik are also supportedif they need help. There are many occasions such as thebirth of a child, marriage or current loans, for which thecompany grants subsidies. Culture and sports activitiesas well as private further education are also supportedwithin certain bounds. Additionally, assistance funds havebeen set up to help employees whose property has beenseverely damaged by natural disasters and for employeeswho have fallen into financial distress at no faultof their own. Raiffeisen Informatik offers employees inexpensivegroup discounts for additional health insuranceand the option of joining the company pension scheme.Together with its subsidiaries, Raiffeisen Informatik supportsmany social projects with a focus on education andalso supports IT training for young people.Comparex is an active partner and sponsor of the“Soweto Kliptown Youth” in South Africa. Since 2005, thecompany has been providing aid to a group of 20 childrento help them obtain an education including a high schoolleaving certificate. A further project was started by thecompany “Dialogue with Itete” to help aids orphans inTanzania through the development of a farming enterpriseand by providing valuable food and a good education.“Mary’s Meals” helps children in Africa by supplying dailymeals. Promoting young employees is also a centralconcern of Comparex. It furnishes childcare centres withcomputers and trains the staff in computer technology,thus enabling IT education at an early age.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface66 67

RESPONSIBILITYFOR THEENVIRONMENT.

V.2. RESPONSIBILITY FOR THE ENVIRONMENTV.2.1. ENVIRONMENTAL PROTECTION:FIGHTING CLIMATE CHANGE TOGETHERClimate change poses a great challenge to society,policymakers and the economy. Sustainable energypolicy is one of the key global issues of the future. TheRaiffeisen Climate Protection Initiative is a platformand an ideas pool created in 2007 to bundle the activitiesof the Raiffeisen organisations in the area of climateprotection, energy efficiency and renewable energy.The goal is to raise awareness within the company andalso among the broad public externally for the subjectof climate protection and to inform on topical issuesand activities, especially as regards construction andrenovation as well as mobility and transportation. TheRaiffeisen Climate Protection Initiative also has abusiness policy aspect. It is a platform through whichclimate protection projects are supported and furthered.Members of the Raiffeisen Climate Protection Initiativeare the 24 Raiffeisen organizations that in this mannertake over responsibility for the environment and therebycontribute substantially to climate protection. Therenovation measures funded by Raiffeisen have helpedto cut back an estimated 360,000 tonnes of CO²emissions over the past years. The Raiffeisen ClimateProtection Initiative believes it is on the right track topromoting climate protection and economic efficiency.Raiffeisen Informatik has been an active member of theRaiffeisen Climate Protection Initiative since 2007 andhas since then taken many measures to actively supportclimate protection. These include: vehicles and furnishingsfor buildings that help reduce the harmful effects onthe environment; alternative energy forms at diverselocations; quality management for licensing; regularlyreviews of energy consumption and the preparation ofresources balance sheet for the company.When purchasing new company vehicles, the fleetmanagement of Raiffeisen Informatik concentrates oncars with low emission levels and those that use hybridtechnology. Raiffeisen Informatik provides employeeswith day tickets for public transport as well as companybicycles when they need to travel short distances forthe company. The tickets and bicycles are easily obtainedfrom the concierge at the business locations. Thecompany also makes sufficient bicycle stands availablefor parking. In the area of procurement, it endeavoursto rule out the use of child labour in the products bought.A preference is given to domestic and regional suppliersas well as to local production sites and products withthe Fair Trade label. Moreover, attention is paid to ensuringan optimal price-to-benefit ratio. In the area of wastemanagement, waste separation by type of waste is givenhigh priority and the return hazardous waste is contractuallyagreed with suppliers.Raiffeisen Informatik encourages the use of energysavinglight systems for office lighting and self-regulatingcooling and heating equipment. Printed matter is printedexclusively on PEFC-certified materials. Professionalprint management was introduced to convert all printersin use at Raiffeisen Informatik into modern and economicmulti-functional devices to help reduce electricityconsumption, dust and toner emissions. Moreover, tipson how to save energy are disseminated regularly viathe Intranet and employees are instructed to turn off allcopy machines, scanners and printers after office hours.The entire power supply is reduced to a minimumovernight via a central control system.V.2.2. GREEN ITGrowing demand for IT services is resulting in a steadyincrease in the number of IT components (networks,servers and storage devices) at IT companies as theseare required to raise productivity. The higher electricityconsumption and need for cooling and air conditioningthis growth entails raises energy consumption and thusenergy costs unless countermeasures are taken. Themore energy efficient (environmentally-friendly and lowresource consumption) the IT services of a data centreare across the entire life cycle, the more competitivethe IT company. The sustainability of a data centre in themeaning of energy efficiency is made possible, amongother things, by inexpensive electricity procurement, theuse of energy-efficient hardware and facility installationsas well as through the use of virtual solutions. Thismakes it possible to use the “non-productive” energy,which was needed for the physical infrastructureup to then, to supply additional IT components and to cutelectricity costs.Raiffeisen Informatik sets great store by accountabilityvis-à-vis the environment and for this reason uses thelatest technologies to optimize energy consumption andeconomic efficiency. Virtualization technology help toenormously increase productivity while at the same timereducing energy costs. The use of new equipment atbuildings (energy-efficient transformers and revolutionaryhigh-capacity and UPS with dynamic operation modes,etc.) ensures energy efficiency at the main data centreand the highest level of availability, reliability, maintenanceand security.Furthermore, energy-saving emergency lighting systemsare used. Innovative cooling technologies guaranteecooling for the IT components at low electricity consumption.The innovative cooling concept consists of threemodern cooling machines with TURBOCOR compressorsthat use river water (Danube Canal) and evaporationcooling as well as cold aisle containment and re-circulatingcooling devices for industrial use. The re-circulatingcooling devices have fans powered by direct currentmotors that consume 30% less electricity than conventionalalternating current motors; these keep the tempe-ratureand humidity in the server rooms within the rangerecommended by the American Society of Heating andAir-Conditioning Engineers (ASHRAE). A new, intelligentlayout of the equipment and covers for areas not in useon the racks ensure the separation of cold air from thewarm air, and thereby help achieve optimal air circulationbetween the IT components. The heat generated at thedata centre is used for heating the adjacent office building.The efficacy of energy use at the data centre and theefficiency of the data centre infrastructure are monitoredby an energy monitoring system. This information makesit possible to verify more easily than up to now howchanges to the infrastructure affect energy efficiency, andtherefore, the overall energy balance.In August 2012, the cornerstone was laid for the newdata centre of Raiffeisen Informatik. The new building atthe outskirts of Vienna has been designed as one of thelargest data centres equipped with the latest technologyin Austria to process high data volumes. This datacentre will be one of the most performant and securedata centres in Austria. The scalable range of services isbased on virtualized computing and storage systems,and can be adapted dynamically to future demands ofcustomers. At this data centre, modern procedures andtechnology will be employed in an environmentally-friendlyIT system. Above all, a new technique will be usedto install an uninterrupted power supply, the so-called“rotating UPS”. A task that needed dozens of accumulatorsformerly can now be accomplished by a “flywheel”with low resistance which is kept spinning at high velocitypermanently. In the event of a power failure, the momentumof the “flywheel” continues to power a generatorfor around 30 seconds that produces electricity until thebackup diesel generator kicks in and is fully running.The modern data centre is scheduled to be handed overand commissioned at the beginning of 2014.Energy from renewable sources is given high prioritywhen procuring electricity. The electricity supplied toRaiffeisen Informatik is 100% from renewable energysources covered largely from European hydropower anddoes not generate any C02 emissions. This is certifiedby Energie Allianz Austria GmbH (certification “CleanElectricity” – Electricity from hydropower), Austria’slargest power utility.In 2011, for the first time, a project was launched tocompletely replace the microfiche files by a modern andlow-resource system. Lists kept up to then on microfichesand which constituted hazardous waste film materialare now processed electronically. The data is stored onservers at the high security data centre of RaiffeisenInformatik. This helps protect the environment, becausethere is no need to produce more microfiches and neitheris there any need to dispose of the required chemicals.Moreover, the new archiving system features greaterease-of-use and reduces storage costs. The enormousefforts made by Raiffeisen Informatik to reduce resourceconsumption and protect the environment have receivedrecognition in the form of the ÖKOPROFIT environmentalaward of the ÖkoBusinessPlan programme that wasawarded already three times. The ÖkoBusinessPlan isan initiative of the city of Vienna (Department 22 – EnvironmentalProtection). The guiding principles of theÖkoBusinessPlan are: first, cleaner profits for theenvironment and companies by using environmentallyfriendlybusiness practices, and second, securing highquality and financial benefits for companies throughenvironmental protection.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface70 71

V.3. ECONOMIC RESPONSIBILITYV.3.1. SUSTAINABLE CUSTOMER ORIENTATIONIn times of economic turmoil, demands on companiesare constantly increasing. Outstanding service quality isthe best way to differentiate oneself from competitors.Sustainable customer orientation is the promise of acompany to provide customers with the highest possiblebenefits and act in their interests when serving themover the long term. Customers honour this sustainabilityeffort by long-term loyalty.As the largest and most secure data centre in Austria,Raiffeisen Informatik meets all quality, service and securityrequirements of customers. The claim of excellentperformance quality for customers is defined in thecorporate strategy within the balance scorecard conceptand is binding on every employee by a modern systemof target agreements. The quality of customer orientationand the services of Raiffeisen Informatik are reviewedregularly by written and personal surveys of customers.When the evaluations of customers start deteriorating,steps are immediately taken to optimize quality. Irrespectiveof this, the Group always endeavours to continuallyimprove the quality of service in all processes and auditroutines. In the case of failures of customer applications,special emergency teams are formed that are availableday and night to take action and remedy the problems asfast as possible.V.3.2. CHANGE MANAGEMENTThe significance of IT services for a company’s businessis constantly growing. Many business processes are notfeasible today without the use of IT or are alreadycompletely based on IT. With the increasing significanceof IT, the requirements of customers on IT serviceproviders are also becoming more demanding. IT serviceproviders have to face these challenges and develop newideas, concepts and methods. As markets call on the ITindustry to intensify their service, market and customerorientation, IT service providers are being forced torevise and/or change their business concepts. At the coreof this trend is the implementation of a service-orientedIT management.The primary goal of Raiffeisen Informatik is to design itsIT services to meet customer requirements and to ensurethe continuous monitoring and control of IT servicesto comply with customer needs. A successful changeprocess involves the replacement of the traditionaltechnology-based management processes by serviceorientedprocesses, and the exchange of reactiveprocesses by proactive components.Technological developments in the fast-paced IT industryinfluence the strategies and structures of the IT servicesector and ultimately how services are provided. Thesechanges encompass small, everyday changes as well asmore sophisticated ones to upgrade customer services.Disruptions to customer processes due to outdatedtechnologies are extremely critical and may cause enormousdamage and costs.As the largest IT service provider in Austria, RaiffeisenInformatik always endeavours to respond to thesechanges quickly, efficiently, inexpensively and with thelowest risk possible. Raiffeisen Informatik providessupport for change processes by offering solutions thathelp optimize services, keep paths to customers short,and ensure the security of the change processes. Themotivation, information and integration of employees arethe key components to a successful change management.Therefore, the goals, roles and rules within acompany are defined clearly for every change process toenable employees to act efficiently in the interest ofcustomers.The role of the IT service provider itself has also changedover time. Based on the increasing homogeneity of ITservices, these have become easier to replace. Therefore,IT service providers have also become easier toreplace. Current trends illustrate this clearly such as thedevelopment away from single-sourcing in which allIT services are obtained from one IT service providertowards a multi-sourced environment, in which ITservices are procured from several IT service providersdepending on their specialization. Those IT serviceproviders are selected that offer the specific IT servicewith the desired functionality at the least expensiveprice and the best quality. Raiffeisen Informatik is a fullservice provider for most of its customers, which speaksin favour of the extensive services portfolio, and thequality and customer-orientation of its services.V.3.3. BUSINESS CONTINUITY MANAGEMENTThe objective of business continuity management(BCM) is to secure the smooth operation of the IT-basedbusiness processes of customers.Business continuity management (BCM) is a managementprocess that identifies the potential effects ofemergency situations and disasters on an organisation.In this context, a standardized, controlled mode ofprocedure is executed to prevent or at least minimizedamage in emergency exceptional situations. Maintainingundisrupted business processes at customers andquickly restoring operations in case of emergencyrequires a high degree of prevention. Business continuitymanagement requires a holistic approach. Apart frompreventive technical measures such as the creation ofredundant infrastructures, it is the task of every responsiblecompany to prepare for emergency situations and toensure a rapid response and effective action. RaiffeisenInformatik meets this requirement by a clearly definedemergency and crisis organization which is able to takeimmediate action in the case of emergency. Speciallytrained emergency managers and crisis teams arecapable of responding as fast as possible to unexpectedevents. In case of emergency, they manage the resourcesneeded to fix a disruption to operations immediatelyand to guarantee the flow of information within thecompany and to customers. Proven emergency and crisisscenarios serve as basis for the identification and implementationof adequate preventive measures. Regulardrills of specific scenarios help to keep everyone awareof the possibility of an emergency and the actionsneeded.V.3.4. MODERN IT SERVICE MANAGEMENT (ITSM)Information technology is a key element in the valuechain of customers and therefore directly related to thesuccess of a business. The quality of service alwayshas priority at Raiffeisen Informatik. ITIL (IT infrastructurelibrary) is considered the best practices recommendationfor IT service management and describes the workflowsand procedures for managing IT services and IT productsefficiently and inexpensively. The introduction of anITIL-based IT service management is also a commitmentto greater customer orientation and higher transparencyof services in the value chain. This transparency isnot only of great significance for business and strategicreasons, but also helps to continually improve operationalpro-cesses. With ITSM, Raiffeisen Informatik guaranteesa high level of service quality that automatically alsoimplies a better competitive position.New technologies such as cloud computing make itcertain that ITIL conformity will gain even greater significancein the future. Cloud computing offers many differentadvantages to customers based on scalable computingperformance, software applications and infrastructures.The requirements of standardized IT processes to securethe quality of IT services are of key importance in thiscontext. ITIL conformity therefore changes from a nice-tohaveto a crucial competitive factor. With the introductionof an ITIL-based IT service management at RaiffeisenInformatik, service orientation also receives greaterpriority in organizational deve-lopment.The main reasons why Raiffeisen Informatik has installedan IT service management system are cost efficiencythrough a harmonized system environment, improvedservices by better, standardized data quality, greater efficacyand efficiency in business processes, and the specificuse of automation technologies.These advantages are directly passed on to our customers.In 2012, the organization of operations wasredefined with the help the ITIL process model to meetfuture demands. Accordingly, more than 100 services inuCMDB were redefined and placed under the changecontrol of the ITSM system. This entailed the introductionof the ITIL processes for change management, configurationmanagement and service requests fulfilment.The introduction of these processes made it possible toreplace the order execution system RIOS. Orderexecution and control will be done exclusively in the newservice-oriented HP service management system.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface72 73

The systematic implementation of these processes wasaccompanied by change management process. Apartfrom a communications concept, the process includessimulations. These process simulations are used tostress test the new processes. This made it possible forthe role players to experience and train with theprocesses before going live.The successful implementation will be continued in 2013.Apart from modelling further services, the processes willalso deploy interaction and incident management,problem management, and service level management inthe HP service suite. In this context, the service requestcatalogue will also be rolled out for the first customers,thereby enabling them to also feel the benefits the ITSMinvestment. This implementation also means that the HPservice suite will replace the internal use of the solvedirectmandates. The change management process willcreate the framework that permits the best possible useof the IT service management system.V.3.5. PROCESS MANAGEMENT SYSTEM MAPThe management system “MaP” (Management all Processes)is based on processes designed, implementedand developed taking the strategy into account. The processesare designed by a central process managementteam in collaboration with the decentralized processmanagers and are published on the Intranet. The processmanagers report personally and regularly on any majorchanges at special information events. The processesare grouped into thematic that can be broken down intoprocess types. The following process types are availableunder MaP:Leadership and management processes that givecompanies the organizational framework and fundamentaldecisions they need for operating processes. Withinthe process framework, the management processesinclude strategy processes, processes relating tocorporate planning, management systems and continuousimprovement.The core processes are those that secure added valuefor Raiffeisen Informatik. These include processes with areference to customers, sales, market, products,development as well as operations and performance.Support processes are operational support for core processes.The current support processes cover thethematic areas of finance, marketing, procurement,facilities, communications, personnel, architecture andreporting.Process management, MaP, contributes to the economicstability of Raiffeisen Informatik through a continuousimprovement process. The added value processes aresubject to a maturity level model adapted for RaiffeisenInformatik. The maturity level is the quality indicatorfor process implementation and process performance.The higher the maturity level of a process, the moreefficient and effective it is. The maturity level applies toall added value generating processes. These areassigned a target value every year, are measured, andchecked for performance at the end of the year. Thematurity level is defined in the balance scorecard as aseparate indicator. The minimum requirement for aprocess management system (MaP) process is a level of4. As of this level, the continuous optimization of aprocess within the management system is guaranteed.Processes are checked against their targets usingprocess indicators and any deviations are corrected bythe appropriate measures and effectiveness is alsochecked. The goal is to achieve a maturity level of 5 inwhich the processes can be optimized by innovativeaspects.Projects are initiated and executed to achieve large-scaleoptimization. At present, the main focus is on holisticservice management that includes the introduction of ITservice management processes and procedures. Afurther area of focus for optimization is on projects in thearea of automation and the further optimization of systemsupport for processes.V.3.6. RESEARCH AND DEVELOPMENTThe IT sector is a very fast-paced industry, and therefore,innovation and research and also development are criticalfor Raiffeisen Informatik. Innovations are only successfulif they are able to lastingly secure and improve theeconomic performance of the concerned customers. In allof its IT projects, Raiffeisen Informatik always concentrateson the research and development of new technicalimplementation methods.In the 40 years of its existence, Raiffeisen Informatik hascreated many innovations for which it has won prominentawards such as the Austrian state award and the Austriancoat of arms.In 2004, Raiffeisen Informatik won the internationaltender of ASFINAG to set up and operate the Austriantruck toll system, the first free-flow toll system in theworld. The CREATE Project in 2012 was a further steptowards a uniform European electronic toll system.This project enables interoperability of the Austrian trucktoll system with the Scandinavian toll systems andoperators. After achieving interoperability with Germany,this is the next project to implement the EuropeanDirective “European Electronic Toll Service” (EETS). TheDirective lays down the principles for an internationalagreement on the interoperability of electronic road tollsystems. By being part of this project, RaiffeisenInformatik plays a leading role in the creation of anelectronic toll system in Europe. With the enlargementof the product portfolio to include “Professional CloudServices” a highly innovative IT service was put intooperation. The universal availability and individual scalabilitymakes it possible to offer new business models forall industries. In 2012, Raiffeisen Informatik launched the“Premium Business Cloud” on the market, a cloud solutionthat won third place in the category “Best Cloud Service”at the EuroCloud Austria Awards on 23 May 2012.Furthermore, Raiffeisen Informatik supports basicresearch projects, for example in the area of security andcooperates with universities with the aim to make theoperation of IT applications secure and easier to use.Moreover, Raiffeisen Informatik is also part of the initiative“Internetoffensive Österreich” (Internet CampaignAustria). The support organization “InternetoffensiveÖsterreich” is a platform that represents the interests ofbusiness, science and society vis-à-vis the federalgovernment’s in the project “Competence Centre InternetSociety”. Raiffeisen Informatik heads a working groupthat deals with the creation of a “model social region”.This pilot project tests new models of ICT-supportedmulti-generation residential projects in Austria. Theobjective of the project is to strengthen the autonomyof the population in the area of health and care, and inthis manner achieve a new type of financial viability.Studies exist that estimate the macroeconomic aspectsof such a model region. Breakeven is achieved alreadyafter two years. The model social region has thepotential of becoming a European model project.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface74 75

RISKMANAGEMENT.

VI.1. OPPORTUNITIES AND RISK MANAGEMENT SYSTEM(CHARM SYSTEM)VI.2. INTERNAL CONTROL SYSTEM AND GROUP AUDITSustainable management means exploiting opportunitiesand taking risks. The management’s job, therefore, isto develop strategies, take decisions and manage thebusiness with a view to securing the company’s ability tooperate, its existence and its future. One has to knowthe risks in full detail in order to be able to take effectiveprotective measures. Early recognition, recording,analysis, evaluation, treatment, monitoring and effectivesteering of adequate measures, reporting and communicationof risks, these are the fundamental elements ofthe opportunities and risk management systems andtherefore also an important factor for the success of thecompany.The ChaRM system makes it possible to gain a structuredoverview of the opportunities and risks of the Groupand therefore managers knowingly take risks, reducethem or avoid them altogether and also specificallysupport potentials. The ChaRM system is based on theearly identification and evaluation of risks and opportunitieswith the potential to significantly influence thecompany’s capacity to attain its strategic, operational,financial and compliance-related goals. In this context,the legal provisions and regulatory requirements atRaiffeisen Informatik as well as at its subsidiaries aretaken into account.The ChaRM system is an integral part of the strategicdecision-making process of the bodies of RaiffeisenInformatik. Corporate planning involves an assessment ofthe potential risks before reaching any critical businessdecisions. Internal reporting moreover makes it possibleto closely monitor risks over the course of business.Uniform procedures and standardized methods are usefulfor obtaining comparable results. By conducting surveysof opportunities and risks throughout the company, itis possible to assign responsibility for the risks to specificemployees. The responsible employees are responsiblefor taking adequate measures to reduce risks and exploitopportunities. The employees responsible for the risksare supported by the staff unit Risk Management and theChief Risk Officer (CRO). Additionally, CRO is responsiblefor the maintenance of the ChaRM system and forcontacts with other management systems within the Group.Within the framework of the internal reporting on opportunitiesand risks, these are updated and/or adjusted ona half-yearly basis for each business area at risk assessmentworkshops and then presented to the managementboard. Furthermore, in much shorter intervals, theopportunities and risks are analyzed for key projects andthe results are regularly communicated to the managementboard. This also includes a discussion of the overallrisk situation of all projects. A differentiation is madebetween project risk and risks that may have an influenceon the business operations of the company. Thisguarantees that any transfer of project risk to operationalrisk is paid special attention by stakeholders and ensuresthe practically seamless handing over of responsibility forthe related risks. External reporting on risks and opportunitiesis presented in the two management reports forRaiffeisen Informatik GmbH and the Raiffeisen InformatikGroup, thereby also complying with the requirementsimposed by law.The internal IT audit department regularly checks thesuitability and effectiveness of Raiffeisen Informatik’sopportunities and risk management system. Therefore,in the case of deficiencies or gaps, the appropriatemeasures can be initiated in time to implement correctionsand adapt the system.In the past years, Raiffeisen Informatik has set up a Groupauditing department that scrutinizes all processes andactivities of relevance for the accounting in the entireGroup. The expansion and internationalization of RaiffeisenInformatik by company acquisitions, especially COMPAREXAG, gave rise to new challenges for the management ofthe Raiffeisen Informatik Group and for the controlling andmonitoring duties of the Group management board.In this context, it is mandatory for limited liability companiesand stock corporations to set up internal controlling andmonitoring systems that meet the applicable requirements.These are defined in the relevant provisions of the AustrianLimited Liability Companies Act. The controlling companythat heads a group is responsible for the controlling andmonitoring of the entire group. In particular, the Groupmanagement of Raiffeisen Informatik has to ensure that allGroup levels act lawfully and all Group companies arein compliance with legal provisions. This internal controlsystem (Internal Control System – ICS) supplies themanaging directors and management board members ofthe Group with the information they need to fulfil theircontrolling and monitoring obligations.The components of the ICS are, on the one hand, organizationalmeasures for monitoring of operations by the partiesresponsible for the processes or by automated monitoringsystems (internal control in the actual meaning), andon the other hand, monitoring measures carried out byindependent persons or bodies for the following areas:■ Compliance■ Finance■ Operation■ ManagementThe setup of an internal Group Audit department istherefore a supplementary step for the ICS, which amongother things, checks and/or guarantees the functionality ofthe mandatory internal control systems. Accordingly, theAustrian and also the German Code of Corporate Governancestate that the establishment of the relevant audit,risk management and risk controlling structures are usefuland necessary.The purpose of the Group audit department is to supportthe Group’s management board to meet its duties bycarrying out complete and systematic audits for the topicslisted below:■ Reasonable implementation and proper fulfilment of thedefined goals■ Suitability and effectiveness of the internal controlsystems at the parent company and at the Groupcompanies■ The seamless installation and the reliability of theinformation and process flow systems■ Due exercise of the responsibilities of propermanagement■ Observance of the principles of economic efficiency andadequate protection of assets■ Compliance with the law, contracts and internal rules■ Detection of fraudulent actions (auditing for criminaloffences)In 2011, an organizational auditing department wasestablished and the first advisory audits were conductedfor specified audit areas. In 2012, the first standardizedaudits were conducted at the Group companies ofRaiffeisen Informatik. The audits of Group companiesfollowed on a holistic approach. This means that the auditcovers current processes of relevance for accounting, afinancial audit of selected balance sheet and profit/lossitems, and a risk assessment of the underlying businessmodel.At present, both Raiffeisen Informatik and COMPAREXbenefit from the findings of these audits as these alsodescribe the suitable improvement measures, compliancerelatedrecommendations, and project activities thatsecure profits.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface78 79

VI.3. COMPLIANCEVI.4. RAIFFEISEN INFORMATIKCODE OF CONDUCTVI.5. COMPUTER EMERGENCYRESPONSE TEAM (CERT)Raiffeisen Informatik’s growth and internationalization,and the increasingly stringent legal requirements of auditors,customers and diverse certification bodies motivatedus to review our legal compliance in 2011, and asa consequence, widen its scope and implement a legalcompliance system for the company. On the one hand,this lowers the risk of criminal and civil law responsibilityfor employees, the management and the company itself,and on the other, the legal compliance system will help toimprove the company’s reputation and guarantee thetransfer of legal knowledge. To this end, a GovernanceRisk Compliance Committee was founded that has theresponsibilities of the compliance officer.The members of the Governance Risk ComplianceCommittee (GRC-C) are the heads of the following departments:Group Audit, Personnel, Information SecurityManagement, Management & Audit Services, Organization,Finance and Legal & Corporate InvestmentManagement. The goal of the Committee is to harmonizecompliance throughout the company and develop aholistic understanding of compliance. The GRC-C isresponsible for monitoring compliance with legal provisions,regulations and internal corporate guidelines.The core tasks of the Risk Compliance Committee aresummarized as follows:1. The development of internal guidelines, processesand organizational rules which help to guarantee thatRaiffeisen Informatik, its bodies and employees act incompliance with the rules and regulations.2. Monitoring employees’ behaviour3. Ascertaining any breaches to rules and takingcorrective measures.4. Training and consulting for employees5. Discussion of compliance-relevant matters among themembers of the CommitteeThe core tasks of the Committee listed above are discussedand carried out on a regular basis. The actual implementationof the individual measures is done by the membersresponsible for the area concerned. The membersalso inform the Committee on an ongoing basis of theprogress achieved. The Chairperson and the Vice Chairpersonof the Committee are available to employees andalso for external inquiries by e-mail at compliance@r-it.at.The GRC-C presents an exhaustive Compliance Reportto the management board of Raiffeisen Informatiktwice a year. The corresponding summary report is alsopresented regularly to the Audit Committee of the company.The purpose is to present the status quo of currentcompliance projects and to identify weak spots andrisks. An important instrument available to the GRC-C iscompliance risk assessment. Risks relating to thecompany are regularly surveyed by the staff unit “RiskManagement and Group Audit” at workshops andmonitored by group “Legal”. The workshop is held once ayear for every department and/or organizational unit. Thelist of questions on risks includes the following themes:business crime, inside dealings; anticorruption measures,anti-trust law, labour law, representation authorization,intellectual property rights and data protection. Theobjective of the risk assessment is to check compliancewith laws and current work instructions as well as to raiseawareness among employees for the matter. The extensivelegal compliance programme of Raiffeisen Informatikis described in a compliance manual and communicatedinternally.Furthermore, a Code of Conduct has been publishedfor all employees as guidance on how to act. The Codeof Conduct is an element of the general employmentterms and is binding for daily business operations. Italso covers the topics of data protection, bribery, corruption,confidentiality, market abuse, inside dealings,trust law, bookkeeping and finances.In 2012, some major steps were taken to advance thecompliance system and position it firmly within thecompany. The measures included:■ A comparison of the compliance system with theGerman auditing standard IDW PS 980 and, for the firsttime, its use at an audit with a positive outcome■ Numerous training courses■ Execution of a legal compliance assessment■ Compliance focus on the theme of information securitymanagement■ A number of preparatory training courses andmanagement interview on anti-corruption laws that takeeffect in 2013Raiffeisen Informatik is committed to sustainable corporatemanagement and the social responsibility vis-à-viscustomers, employees, owners and society. RaiffeisenInformatik always follows the law, rules and regulationsof the countries in which it does business. A special focusis placed on mutual respect, honesty and integrity,and corrupt business practices are never used. For thisreason, a binding set of rules was defined in 2011,namely the Raiffeisen Informatik Code of Conduct (CoC)that applies to the everyday business practices of allemployees and is the valid Code of Conduct of thecompany.The Code of Conduct provides clear rules for thebusiness, ethical and social activities of RaiffeisenInformatik employees. The Code of Conduct is bindingon all employees of the Raiffeisen Informatik Groupand guarantees compliance with the highest standards inbusiness dealings and ethical behaviour. It is based onthe Raiffeisen principles and is oriented on the concreterequirements of routine business activities within thecountry and abroad. The Raiffeisen Informatik Code ofConduct is supplemented by the comprehensiveRaiffeisen Informatik compliance programme (workinstructions, web-based training, seminars, etc). Thesetranslate the principles of the Code of Conduct intoconcrete rules for everyday business practices.The protection of a company’s data is one of the coreareas of competence of Raiffeisen Informatik. Above all,cyber crime, which is ubiquitous due to the global networksbased on the Internet, poses a fast-growing threatfor companies. IT officers and IT security experts areconstantly faced with new challenges. Today, Internetattacks come from all over the world.The global security network FIRST was founded in 1990and currently consists of over 274 CERT teams in 59countries that work together internationally. Together,security gaps are identified, processed and preventivemeasures taken. The international teams report the latestsecurity incidents to the FIRST association on which itacts by issuing warnings, alerts and advice to the membercompanies. This direct worldwide network of informingon security incidents gives member companies anadvantage in terms of knowledge and time in the fightagainst computer crime.Raiffeisen Informatik sees its function in proactive responsibilityfor the security of the data and IT infrastructure ofits customers. This is why Raiffeisen Informatik was thefirst Austrian IT service provider to become a member ofthe FIRST network and to set up a “Raiffeisen InformatikComputer Emergency Response Team” (CERT) as earlyas in 2009. The CERT team of Raiffeisen Informatikis made up of the security specialists of the RaiffeisenInformatik Security Competence Centre in Zwettl.The inclusion in this round of security experts is achievedby being nominated by at least two current membersand by meeting the diverse requirements such asthe implementation of a functioning information securitymanagement system.Furthermore, at the European level, Raiffeisen Informatikwas named “Trusted Introducer” and listed by the“European Network and Information Security Agency”(ENISA), which is an institution of the European Union,as the Austrian contact for security matters.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface80 81

CERTIFICATIONSAND AWARDS .

VII.1. QUALITY, SECURITY AND EFFECTIVENESSAs a high-security computing centre, Raiffeisen Informatikstrives to provide services to its owners and customersthat feature an ideal balance of quality, security and costs.This is made possible by structured workflows, highqualityand secure services and products. In this context,the established workflows are constantly being revisedto identify new potential for improvement and to learnfrom errors and their causes.The basis of the structured quality and information securitymanagement system at Raiffeisen Informatik is a certifiedmanagement system called “M.a.P.” (= Managementall Processes) based on the ISO Standard 9001:2008Quality Management Systems Requirements and ISO27001:2005 Information Security Management System.This means that the work procedures, processes andtheir documentation are constantly being adjusted to newsituations and proactively and continuously improved.The Comparex group is also certified according to ISOStandard 9001:2008.Security always enjoys the highest priority at RaiffeisenInformatik. For this reason, the company set up anInformation Security Management System (ISMS) certifiedaccording to ISO 27001:2005 since 2004. ISOStandard Norm 27001 is an internationally recognizedsecurity standard. The Information Security ManagementSystem (ISMS) systematically, comprehensively,sustainably and verifiably guarantees a high level ofsecurity.Raiffeisen Informatik has a large number of SAP certificates.For example, the central system developed byRaiffeisen Informatik for the Austrian truck toll system iscertified as “SAP powered by Netweaver”. With thisstatus, SAP confirms that the software used for the trucktoll system meets all functionalities and requirements.Therefore, the Raiffeisen Informatik truck toll system isthe first toll system that features SAP certification.As the first company worldwide, Raiffeisen Informatikwas promoted directly after the SAP Operations CompetenceAssessment to a certified Customer CompetenceCentre (SAP CCC). This certificate, acquired for the firsttime in 2003 and regularly renewed since then, officiallyconfirms that Raiffeisen Informatik has implementedall processes required for SAP operation and support inan exemplary manner. The support strategy and theareas of responsibility within the organization are clearlydefined and assigned. The routine recertification – nowunder the concept “Customer Center of Expertise of SAP”(SAP-CCoE) – highlights the continuous quality ofservice and the high degree of expert competence andskills at Raiffeisen Informatik.Since 2006, Raiffeisen Informatik has been a SAP HostingPartner through the qualification audit, SAP AdaptiveIT Provider, and was awarded the highest quality grade,“Excellent”, for its SAP Hosting Partner status, makingit a member of the exclusive group of certified providersworldwide that enjoy this status. This audit by SAPconfirms that Raiffeisen Informatik meets all requirementsdemanded by SAP of a professional service andsolution hosting partner. The audit pays special attentionto the areas of data centre equipment, security, network,backup and recovery, IT service management processes,SAP applications hosting, project management and SAPadministrator know-how. All of these areas were givena very good assessment at the first audit just like at thesubsequent recertification. The exceptional performanceand work were recognized at the recertification 2012and the company retained its quality status of “Excellent”.Certification confirms that Raifeissen Informatik guaranteesthe highest quality of services to its SAP customers.In 2008, Raiffeisen Informatik was certified for the firsttime as a “SAP-certified Provider of Application ManagementServices” (SAP AMS) for the Austrian market. Thiscertificate is objective proof of the capabilities of the ITservice provider for the Application Management Servicesfor SAP. This highest possible certification of theRaiffeisen Informatik SAP competence centre is evidencethat the company provides highly quality SAP servicesfor all locations such as user support, maintenance andfurther development of SAP applications, training coursesas well as basic SAP operations. The audit confirmedcompliance with international standards such as ITIL,but it also inspected adherence to guidelines in the areaof security and the execution of regular quality securitycycles.Raiffeisen Informatik operates one of the most secure datacentres in Austria. This has also been confirmed by TÜVInformationstechnik GmbH (TÜViT): The specialist forthe certification of data centres awarded the data centre ofAustria’s largest IT provider with the quality seal “TÜVTrusted Site Infrastructure” (TSI). Raiffeisen Informatik isthe first IT service provider with a TÜV-certified data centrein Austria.The TÜV TSI certification verifies that the data centre ofRaiffeisen Informatik is operated in a highly reliable andresponsible manner. The independent audit seal confirmsthat it meets the latest quality standards and that RaiffeisenInformatik customers can rely on a high availability andfailsafe infrastructure when outsourcing their data andservices.The independent TÜV TSI audit seal was awarded mainlybecause it ensures high availability operations, compliancewith the technical and organizational requirements (powersupply, air conditioning, fire protection, maintenance,access controls, etc.) as well as detailed documentationprocesses that guarantee the outstanding quality andsecurity of the data centre.AUDITED ISAE3402 TYPE 2 CONTROLEFFECTIVENESSAs in the past years, in 2012 an audit was conducted atRaiffeisen Informatik of the concept, the setup and operationalefficiency of the service-related internal controlsystems. The results of this audit are included in the finalaudits of customers that have outsourced key parts oftheir IT operations to Raiffeisen Informatik. In the pastyear, this audit was done for the first time according tothe international auditing standards for outsourcing, ISAE3402 Type 2. The execution of the audit was commissionedto PwC Wirtschaftsprüfung GmbH (PwC) andMulticont Revisions- und Treuhand Gesellschaft m.b.H.(Multicont).The audited service-related internal control system ofRaiffeisen Informatik comprises applications-independentcontrolling of IT operations, outsourcing, security servicesand client management, controls for selected technicalplatforms and application-specific operating checks fordefined applications insofar as these are not covered bythe application-independent controls.The report includes a description of the internal controlsystem, a letter from the management board, and adescription of the control activities and targets of relevancefor the audit.The application-independent audits cover the followingthemes:■ Implementation and commissioning of newIT infrastructure■ Management and installation of changes■ Management of services, data and operations ofdifferent types■ Physical infrastructure and management of suppliers■ Business continuity management■ Incident and problem management■ Definition of corporate goals■ Management system and documentation■ Aspects of personnel management■ Management of information security-related risks■ Evaluation and monitoring of IT performance, internalcontrols and complianceFinancial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface84 85

The audit report contains a confirmation by externalauditors of conformity with the standard of the followingaspects:■ The correct representation of the concept and setupof the service system and of the service-related internalcontrol system of Raiffeisen Informatik■ The adequateness of the concept for the control toensure attainment of the control targets with sufficientcertainty■ The effectiveness of the audited control systems ofRaiffeisen InformatikThis audit has repeatedly confirmed that the internalcontrol system of Raiffeisen Informatik functions withoutany problems and therefore guarantees smooth andhighly secure process flows for customers.VII.2. EMPLOYEE CERTIFICATIONSISO Certificatefor QualityManagementSAP PartnerHosting Certificate“Excellent”PMA ProjectManagement AustriaCertificateISO Certificatefor InformationSecuritySAP ApplicationManagementServices CertificateIPMA InternationalProject ManagementCertificateSAP NetweaverCertificateTÜV TrustedSite InfrastructureIIPInvestors in PeopleSAPCustomer Centreof ExpertiseAudited ISAE3402 Type 2 ControlEffectivenessTÜV – Trustet itSecurity AuditorEvery year, numerous Raiffeisen Informatik employeessuccessfully complete new certifications. Apart fromnumerous manufacturer certifications that verify ITexpertise, project managers, ITIL and ITSM managers,security experts, risk and quality managers as well as ITexperts are also regularly certified in their domains.Furthermore, many new SAP certifications were acquiredsuch as SAP Consultant (SRM, CRM, SAP CertifiedDevelopment) and SAP Certified Technology Professional(Security). Additionally, employees obtained manymanufacturer certificates from Microsoft, VM-Ware, Citrix,Cisco, Sun, Netweaver, Lotus Notes, etc.Raiffeisen Informatik’s work is based on professionalproject management. The company has numerousproject managers certified according to major internationalstandards, which guarantees the high quality ofproject work. The experienced project leaders ofRaiffeisen Informatik have been certified as projectmanagers and senior project managers by ProjektManagement Austria. In addition to the methods of theInternational Project Management Association (IPMA),the widely recognized project management method,PRINCE2, was added to the portfolio. The company alsoemploys PMI-certified project managers. The certificationexams completed are evidence of the professional andhigh quality of project handling by the employees ofRaiffeisen Informatik.To manage services and IT products professionally, manyemployees of Raiffeisen Informatik also completed ITILcertifications. The Austrian IT service provider has a verylarge number of ITIL service managers with extensiveknowledge certified by a public certification procedure.As basic knowledge of business administration is becomingincreasingly important for everyday work, RaiffeisenInformatik has made it mandatory for its managementlevelstaff to acquire the European Business CompetenceLicense EBC*L. To obtain the certificate, a written exammust be taken at an accredited European BusinessCompetence Exam Centre.86 87

VII.3. RAIFFEISEN INFORMATIK –A COMPANY WITH A QUALITY SEALAUSTRIAN STATE COAT OF ARMSSince 2010, Raiffeisen Informatik has been the proudbearer of the Austrian coat of arms. The company wasawarded this distinction for its exceptional services forAustria’s economy through its many projects. RaiffeisenInformatik proved its capacity for high performance andinnovation with the setup and commissioning of theIT installations for the Austrian truck toll system and thedevelopment of the innovative “dual delivery” servicefor the Austrian postal services. The success of Austria’slargest IT provider is based on high performancequality and strong execution capabilities. These qualificationswere officially recognized by the Austrian statecoat of arms.In 2004, Raiffeisen Informatik received several awardsfor the truck toll system in Austria installed on behalf ofASFINAG. The introduction of this system was asensation not only because it was put into operationone year before the German truck toll project waslaunched, but because it has functioned smoothly sinceits initial commissioning. The disruption-free operationwas the reason the company was conferred the “Constantinus”and the “Mercur” awards in 2004. The systemis continuously developed and modified to meet changinglegal requirements. Moreover, the Austrian truck tollsystem is the only one that holds a SAP certification andwas distinguished by a manufacturer-independent expertopinion of the civil engineering bureau ZT Prentner.STATE AWARD 2008A further outstanding innovation of Raiffeisen Informatikis the “dual delivery” service. It was the first service thatenabled people to deliver private and official documents– such as certified and registered letters with returnreceipts – securely and reliably. This application makes itpossible to serve mail in a legal binding form and to theright addressees. For example, invoices are automaticallysent directly from customer applications to printingfacilities or via electronic mail. The document is sentelectronically as long as possible to save customers timeand money. This service won the “Multimedia & e-businessState Award 2008” in September 2008 and thecategory award “e-Government and Public Services”, andin October 2008, the “e-biz e-government Award” in theregional category Vienna.“INVESTORS IN PEOPLE” CERTIFICATE“Investors in People” (IIP) certification is an internationalstandard for companies that invest in their employeesand in their organization and have clear strategies toensure the future viability of the company. IIP originatedin England. Up to now, 25,000 businesses have beencertified. In Austria, Raiffeisen Informatik was the firstcompany to apply for this certification and was awardedthe label “Investors in People”. The first successfulrecertification took place in 2009, and the secondrecertification was completed successfully in May 2013.This certificate also certifies successful and sustainablemanagement.KNOWLEDGE MANAGEMENT AWARD 2010The award “proWM 2010” for professional knowledgemanagement in the “DACH” region (Germany, Austria,Switzerland) was conferred for the first time in 2010.Raiffeisen Informatik was the clear winner out of 17candidates. An international jury, consisting of theGerman “Gesellschaft für Wissensmanagement”, theAustrian Platform for Knowledge Management andthe Swiss Knowledge Management Forum named theknowledge initiative “Wissen in Bewegung” of theAustrian IT supplier as the undisputed winner. The awardwas conferred for the first time in Austria and formallyhanded over at the 6th Knowledge ManagementConference.The assessment consisted, above all, of checkingwhether the Knowledge Management Initiative helped toimprove business and secure the future viability of thecompany. The Raiffeisen Informatik Knowledge ManagementInitiative was launched in 2003. With the supportof an interdisciplinary team – the Knowledge Group –measures are continuously and systematically beingdeveloped and put into practice to improve how peopledeal with knowledge.TÜV CERTIFICATE FOR IT SECURITYRaiffeisen Informatik is authorized to conduct securitychecks and penetration tests (technical security auditsby the means used by real attackers to gain unauthorizedaccess to an IT system) according to the standardsof TÜV AUSTRIA. The staff of the Security CompetenceCentre of Raiffeisen Informatik has completed thecertification audits of TÜV Trusted IT Security Auditor(TSA) by TÜV AUSTRIA and are authorized to conductsuch audits. This service gives Raiffeisen Informatik’scustomers the possibility to obtain audit results inaccordance with European and international standardssuch as ISO 27001 and 7700. At these audits, RaiffeisenInformatik checks the complete infrastructure of a companyusing standardized analyses to find the weak spotsand security gaps, and documents these in an auditreport confirmed by TÜV.The extensive security audit has the aim of revealingattack routes and weak spots in order to take securitymeasures to lastingly protect against future attacks. TÜVTRUST IT, a subsidiary of TÜV AUSTRIA, supervises, asa neutral third party, the mode of procedure of RaiffeisenInformatik when it conducts IT security audits.3 RD PLACE IN THE EUROCLOUD AUSTRIAAWARD 2012The solution “Premium Business Cloud” developed byRaiffeisen Informatik did very well and won 3rd place inthe EuroCloud Austria Awards on 23 May 2012 in thecategory “Best Cloud Service”. For Raiffeisen Informatik,this distinction confirms once again that quality pays off.The “Premium Business Cloud” solution features highlevel automation and standardization, and meets themost stringent requirements with respect to availability,security and scalability. The service is offered on an“as-needed” basis only to identified users. This guaranteesthat all legal requirements are met. Access fromoutside is controlled at all times through the infrastructuremade available by Raiffeisen Informatik at its highsecurity centres in Austria.INITIATIVE OF LEADING AUSTRIAN COMPANIES“LEITBETRIEBE AUSTRIA”Since December 2012, Raiffeisen Informatik has beena member of the company network “Leitbetriebe Austria”.It was certified in March 2013 at a ceremony held inPalais Esterhazy. With this highly sought-after distinction,Austria’s largest IT provider has joined the illustriousranks of companies that play a leading role in their industriesand serve as a landmark for the entire Austrianeconomy. Raiffeisen Informatik won over the jury not onlywith its comprehensive range of services, but also withthe company’s management based on sustainabilityand social commitment practiced for over 40 years. Itscommitment focuses particularly on the areas of environmentalprotection, Green IT, and research and development.Another important area is the preservation andimprovement of the health of its employees as well assupport for employees in training and further education.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface88 89

FINANCIALSTATEMENTS.

VIII.1. CONSOLIDATED BALANCE SHEETFOR THE YEAR ENDED ON 31 DECEMBER 2012ASSETS 31.12.2012 31.12.2011TEURTEURNon-current assetsProperty, plant and equipment 62,744 53,926Goodwill 54,755 39,757Intangible assets 123,380 110,664Shares in associated companies 2,709 1,618Non-current financial assets 8,180 8,693LIABILITIES 31.12.2012 31.12.2011TEURTEURShareholders’ equitySubscribed capital 1,460 1,460Capital reserves 71,084 72,175Cumulated result 39,017 38,071Items offset directly in equity -13,262 -6,203Non-controlling interests 14 42PrefaceCorporate Bodies / ShareholdersOther non-current assets 10,451 5,673Deferred tax claims 10,274 8,593272,493 228,924Long-term liabilities98,313 105,545Group ProfileCurrent assetsInventories 25,259 14,255Accounts receivable - trade 301,716 296,669Current financial assets 4,523 4,438Other current assets 38,821 46,375Deferred tax assets 3,375 2,536Cash and cash equivalents 59,091 55,589419,862 419,862TOTAL ASSETS 705,278 648,786Long-term financial liabilities 93,293 83,281Provisions for pensions and similar obligations 24,482 17,019Other long-term liabilities 17,149 15,807Deferred tax debts 14,307 10,960149,231 127,067Short-term liabilitiesAccounts payable - trade 326,548 277,154Short-term financial liabilities 23,708 27,391Provisions 22,592 16,155Tax liabilities 6,323 11,389Other current liabilities 78,563 84,085457,734 416,174TOTAL LIABILITIES 705,278 648,786Certifications and Awards Risk Management CSR Group Management ReportFinancial Statements92 93

VIII.2. STATEMENT OF COMPREHENSIVE INCOMEFOR THE FINANCIAL YEAR ENDING ON 31 DECEMBER 2012Raiffeisen Informatik GmbH (R-IT)Lilienbrunngasse 7-91020 VIENNAAUSTRIA2012 2011TEURTEURSales revenues 1,577,434 1,376,361Own work capitalised 862 822Costs of materials and purchased services -1,205,325 -1,055,269Personnel expenses -203,633 -184,836Other operating expenses -128,918 -107,468Raiffeisen Informatik Consulting GmbH (RI-C)Lilienbrunngasse 7-91020 VIENNAAUSTRIARaiffeisen Informatik Beteiligungs GmbH (RI-B)Lilienbrunngasse 7-91020 VIENNAAUSTRIARaiffeisen Informatik Technical Services GmbH (RI-S)Hermann-Gebauer-Straße 201220 VIENNAÖSTERREICHOther operating income 15,306 18,240EBITDA 55,726 47,850Depreciation/amortisation -33,093 -28,842EBIT 22,633 19,008Income from financial investments 48 1,408Financing expenses -7,199 -6,513Profit/loss from associated companies 463 397Profit/loss from deconsolidation -292 -1,160Financial result -6,980 -5,868EBT 15,653 13,140Taxes on income -9,131 -3,331PROFIT AFTER TAXES 6,522 9,809thereof attributable to the shareholders of the parent company 6,545 9,517Publishing information:Owner, publisher and media owner:Raiffeisen InformatikLilienbrunngasse 7-91020 Viennawww.r-it.atEditing, coordination: Dr. Johanna LesjakConcept, design: AMI WerbeagenturPhotographs: gettyimages, plainpictures, corbisProduction: Lindenau ProductionsPrinting: Bernsteiner Print Company GmbHCopy deadline: 30. April 2013Typographical and printing errors are possible.thereof non-controlling interests -23 29294

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