KB prezent. angl - Komerční banka
KB prezent. angl - Komerční banka KB prezent. angl - Komerční banka
034 ➔035 Report of the Board of Directors Environmental Risk Management Komerční banka, given its objects of business, is not a primary polluter of the environment, but even so it is interested in environmental improvement and in the enhanced health care of its employees. For quite some time now, Komerční banka has been implementing activities aimed at an improvement in the environment and the health protection of its employees, especially in the field of waste management and the use of recycled materials. The Bank draws on the services of an authorised company to manage waste with an increased likelihood of environmental pollution, such as fluorescent lamps and toners, and this waste is liquidated in compliance with legal requirements. Recycled toners and recycled paper are used in printers and photocopying machines. Besides existing control and reporting systems for energy, water and gas consumption, Komerční banka has launched preparatory work intended to make savings in and ensure the effective use of energy, especially electricity. With the entry of Société Générale into Komerční banka, lasting attention is paid to the identification and proper management of environment-related issues throughout the whole credit risk assessment process too. The identification and quantification of environmental risks has become an integral part of the normal process of evaluating and managing risks, both for domestic and international operations. In its customer relations, Komerční banka considers compliance with the relevant environmental regulations and the use of sound environmental practices to be one of the indicators of the management quality of a company.
Information Technology and Operations The main target in the area of information technologies is to provide the Bank with high availability and reliability of banking systems. In addition, many projects included in the overall transformation of the IT facilities, known as the Renaissance programme, were launched in 2003. This includes solutions for products which improve the quality of service for clients, such as an expansion in direct banking services. The Bank also paid attention to changes in its IT structure stemming from the reorganisation of the KB branch network and IT changes concentrated on centralised data processing. Efforts to increase the efficiency of data processing and data transmission in systems led not only to structural changes in the IT environment but also to the optimisation of the headcount. In this respect, the services previously provided by the subsidiary ASIS, together with the IT systems of KB Bratislava, were integrated into the KB structure in 2003. In 2003, there was a fundamental change in the payment system in order to strengthen security and improve quality and efficiency. The establishment of a centralised back-office for cross border payments and the withdrawal of these activities from branches helped cut costs and improve the quality of international payment processing. This newly implemented solution made it possible to introduce products such as Mass Payments, high-volume low-value payments through the international SWIFT organisation. These steps led to higher automation of the level of processing of cross border payment orders and an increase in the share of Internet banking in international payments to more than 70%. Komerční banka completed the implementation of a new system for payment data transmission between Komerční banka and the CNB Clearing Centre, guaranteeing higher security and cost savings as well as a technological basis for the future development of customer services. In the sphere of cash operations, developments focused on the outsourcing of physical cash processing via security agencies for selected customers – mostly supermarket chains, which led to further headcount reductions and extra services for our customers.
- Page 1 and 2: AR ➔ 03 Annual Report Komerční
- Page 3 and 4: KB was named “The Trustworthiest
- Page 5 and 6: 8 The total loan portfolio of the B
- Page 7 and 8: Statutory Bodies and Organisation S
- Page 9 and 10: Retail Banking Komerční banka’s
- Page 11 and 12: Financial Highlights Unconsolidated
- Page 13 and 14: Alexis Juan The product and service
- Page 15 and 16: Major Events in 2003 Restructuring
- Page 17 and 18: Information on Komerční banka Sha
- Page 19 and 20: In 2003, both imports and exports a
- Page 21 and 22: To achieve this target Komerční b
- Page 23 and 24: The Distribution Network Komerční
- Page 25 and 26: Retail Banking Individuals In the b
- Page 27 and 28: Corporate Banking Medium Enterprise
- Page 29 and 30: Risk Management Risk management at
- Page 31 and 32: Provisions and reserves With regard
- Page 33 and 34: Methods for measuring market risk a
- Page 35: Price setting ALM is in charge of e
- Page 39 and 40: Corporate Citizenship - Company Act
- Page 41 and 42: Net operating income Net operating
- Page 43 and 44: LIABILITIES Amounts due to banks Am
- Page 45 and 46: Restructuring process The restructu
- Page 47 and 48: Investiční kapitálová společno
- Page 49 and 50: Komerční banka Bratislava, a. s.
- Page 51 and 52: Komerční pojišťovna, a. s. Shar
- Page 53 and 54: Všeobecná stavební spořitelna K
- Page 55 and 56: Statutory Bodies and Organisation S
- Page 57 and 58: Directors Committee The Directors C
- Page 59 and 60: Shareholders Shareholders Sharehold
- Page 61 and 62: Auditors’ Report for Shareholders
- Page 63 and 64: FInancial Statements Financial Stat
- Page 65 and 66: Unconsolidated Profit and Loss Stat
- Page 67 and 68: Liabilities CZK million Item no. Na
- Page 69 and 70: Statement of Changes in Equity for
- Page 71 and 72: State guarantee covering losses on
- Page 73 and 74: (e) Securities Securities held by t
- Page 75 and 76: The Bank has carried in its balance
- Page 77 and 78: Certain derivative transactions, wh
- Page 79 and 80: 8. Administrative expenses In addit
- Page 81 and 82: Reserves for off balance sheet expo
- Page 83 and 84: CZK million 2003 2002 2001 Profit/(
- Page 85 and 86: Set out below is an analysis by ter
Information Technology and Operations<br />
The main target in the area of information technologies is to provide the Bank with high availability and reliability of banking<br />
systems. In addition, many projects included in the overall transformation of the IT facilities, known as the Renaissance<br />
programme, were launched in 2003.<br />
This includes solutions for products which improve the quality of service for clients, such as an expansion in direct banking<br />
services. The Bank also paid attention to changes in its IT structure stemming from the reorganisation of the <strong>KB</strong> branch<br />
network and IT changes concentrated on centralised data processing.<br />
Efforts to increase the efficiency of data processing and data transmission in systems led not only to structural changes in the<br />
IT environment but also to the optimisation of the headcount. In this respect, the services previously provided by the<br />
subsidiary ASIS, together with the IT systems of <strong>KB</strong> Bratislava, were integrated into the <strong>KB</strong> structure in 2003.<br />
In 2003, there was a fundamental change in the payment system in order to strengthen security and improve quality and<br />
efficiency. The establishment of a centralised back-office for cross border payments and the withdrawal of these activities<br />
from branches helped cut costs and improve the quality of international payment processing. This newly implemented<br />
solution made it possible to introduce products such as Mass Payments, high-volume low-value payments through the<br />
international SWIFT organisation. These steps led to higher automation of the level of processing of cross border payment<br />
orders and an increase in the share of Internet banking in international payments to more than 70%.<br />
<strong>Komerční</strong> <strong>banka</strong> completed the implementation of a new system for payment data transmission between <strong>Komerční</strong> <strong>banka</strong><br />
and the CNB Clearing Centre, guaranteeing higher security and cost savings as well as a technological basis for the future<br />
development of customer services.<br />
In the sphere of cash operations, developments focused on the outsourcing of physical cash processing via security agencies<br />
for selected customers – mostly supermarket chains, which led to further headcount reductions and extra services for our<br />
customers.
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