R
B
I
: 
6
5
%
 
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e
d
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c
t
i
o
n
 
ti
ll
 
2
0
5
0
Wien
Prag
Zagreb
Paris
Brüssel
London
Frankfurt
Stockholm
Budapest
Bukarest
Soﬁa
Istanbul
Belgrad
Pristina
Tirana
Treviso
Glattbrugg
Ljubljana
Kiew
Kischinau
Minsk
Moskau
Sarajewo
Bratislava
Warschau
ÖSTERREICH
SLOWENIEN
ITALIEN
SCHWEIZ
KROATIEN
UNGARN
RUMÄNIEN
BULGARIEN
SERBIEN
KOSOVO
ALBANIEN
UKRAINE
MOLDAU
TÜRKEI
BELARUS
RUSSLAND
BOSNIEN 
HERZEGOWINA
SLOWAKEI
TSCHECHIEN
POLEN
DEUTSCHLAND
BELGIEN
FRANKREICH
SCHWEDEN
VEREINIGTES
KÖNIGREICH
Vienna
Prague
Zagreb
Paris
London
Frankfurt
Stockholm
Budapest
Bucharest
Soﬁa
Istanbul
Belgrade
Pristina
Tirana
Kiev
Minsk
Moscow
Sarajevo
Bratislava
Warsaw
AUSTRIA
CROATIA
HUNGARY
ROMANIA
BULGARIA
SERBIA
KOSOVO
ALBANIA
UKRAINE
TURKEY
BELARUS
RUSSIA
BOSNIA AND
HERZEGOVINA
SLOVAKIA
CZECH REPUBLIC
POLAND
GERMANY
FRANCE
SWEDEN
UNITED
KINGDOM
Brussels
BELGIUM
SWITZERLAND
ITALY
SLOVENIA
Chisinau
MOLDOVA
Ljubljana
Glattbrugg
RESPONSIBLE BANKING 
FOR A SUSTAINABLE FUTURE
REPORT 2020
SUSTAINABILITY

Key milestones at a glance:
  First Austrian bank to sign up to the UNEP Finance Initiative’s “Principles for Responsible 
Banking”
  Publication of a Group anti-money laundering declaration including adjusted risk  
appetite with respect to offshore customers and customers with high reputational risk,  
as well as our relationships with correspondence banks
  Achievement of positive sustainability rating results once again, including with  
ISS ESG, Sustainalytics, MSCI ESG and CDP
  At around € 1.3 billion to date, RBI is the largest issuer of green bonds among  
Austrian banks
  According to Bloomberg, RBI is the number two arranger of green or sustainable  
bonds in Austria and Central and Eastern Europe at the end of 2020. By number of 
transactions it is even in ﬁrst place.
  Publication of CO2 emissions of corporate loans and sustainable funds for the ﬁrst time
  Further development of the existing Group policy on thermal coal
  13 per cent reduction in Group-wide CO2 emissions in inhouse ecology compared  
with 2019
  Publication of an index in line with the recommendations of the Task Force on Climate- 
related Financial Disclosures (TCFD) for the ﬁrst time
  Measures to improve diversity, including signing up to the global inclusion movement 
“The Valuable 500” and ﬂying the rainbow ﬂag at RBI’s head ofﬁce in Vienna during  
Pride Month in June 2020
  Group-wide investments in society totaling € 4.6 million, including € 1.6 million in  
COVID-19 donations
RBI Sustainability Report 
2020
(corresponds to the non-ﬁnancial report pursuant to sections 267a and 243b  
of the Austrian Commercial Code)

2
Raiffeisen Bank International  I  Sustainability Report 2020
Media owner and publisher:
Raiffeisen Bank International AG
Am Stadtpark 9, 1030 Vienna
Telephone +43-1-71707-0
www.rbinternational.com/sustainability
Head of Group Sustainability Management:
Andrea Sihn-Weber
Telephone +43-1-71707-6069
andrea.sihn-weber@rbinternational.com
Editorial team:
Ulrike Capelare, Tanja Daumann,
Anita Lang, Ursula Mirth
as well as Sustainability Ofﬁcers at the subsidiaries in
Austria and Central and Eastern Europe
sustainabilitymanagement@rbinternational.com
Publication details
Exclusion of liability:
We have taken the utmost care in gathering the data and other information contained in this Report. Nevertheless, we cannot completely rule out the possibility of errors. Statements on
future developments are based on information and forecasts which were available to us at the time this Report was published. The latter were also written with care. Notwithstanding
the above, there are many factors and developments that can lead to discrepancies. We therefore ask for your understanding that we do not assume liability for data and other
information contained in this Report. This Report is based on RBI’s current business policy. Changes to this business policy are reserved. If this Report contains rules, these shall apply
solely to companies of RBI and their board members and employees. Other parties are not addressed by these rules and are neither authorized nor obligated by them. Nobody may
derive or assert any type of claims or other rights arising from or relating to this Report against RBI companies or their board members and employees; any liability of these companies,
board members and employees arising from or relating to this Report shall be excluded.
This Report is subject to substantive Austrian law. The Bezirksgericht Innere Stadt (Local Court Vienna – Innere Stadt, Austria) is solely responsible for reaching a decision on all possible
disputes arising from or relating to this Report.
Images – cover and chapter pages:
Creation of graphics based on Adobe Stock and 
Shutterstock images
Graphics: Elisabeth Windisch, 
Vienna
Proofreading: edith holzer communications, 
Vienna
Translation:
EVS Translations GmbH, Offenbach, 
Germany
Place of publishing and production: Vienna
Editorial deadline: March 2, 2021

3
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Forewords 
04
Foreword by the Supervisory Board 
04
Foreword by the Management Board 
06
Overview  
08
About the Report 
09
Interesting facts about RBI 
12
Sustainability management  
14
and corporate responsibility
Sustainability concept and strategy 
15
Mission & Vision 2025 
16
Impacts, risks and opportunities 
22
Governance and Compliance 
22
Material topics 
29
Stakeholder inclusion 
38
Sustainability ratings, indices and awards 
42
Responsible banker 
44
Interesting facts at a glance 
45
Impacts, risks and opportunities 
46
Business strategy 
48
Economic sustainability 
50
Responsibility in the core business  
51
Sustainable Finance Initiative  
66
Sustainable ﬁnancing 
68
Sustainable investment 
72
Other sustainable products and services  
80 
Fair partner – Employees 
86
Interesting facts at a glance 
87
Impacts, risks and opportunities 
89
Development of personnel  
90
Staff development  
91
Employee involvement 
95
Diversity management and the ability 
98 
to reconcile work and family 
Health and safety 
107
Employer branding and recruitment 
110
Overview of key performance indicators 
114
Contents
Fair partner – Inhouse ecology 
116
Interesting facts at a glance 
117
Impacts, risks and opportunities 
118
Compliance with legal regulations  
119
Environmental targets 
120
Environment committee 
123
Environmental policy 
124
Purchasing 
125
Environmental measures 
127
Greenhouse gas emissions in detail 
128
Overview of key performance indicators 
131
 
Engaged citizen 
132
Interesting facts at a glance 
133
Supported projects and initiatives 
135
COVID-19 
136
Sustainable entrepreneurship 
148
Sustainability program, GRI 
152
and TCFD index and Assurance report
Sustainability program 
153
GRI content index  
156
TCFD Disclosure Index 
161
Statement of all legal representatives  
162
Assurance report  
164
Abbreviations 
167

Raiffeisen Bank International  I  Sustainability Report 2020
4
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Foreword by the Supervisory 
Board
Dear readers,
Sustainability has long been a deep-rooted part of Raiffeisen’s DNA. We view this as entailing responsible corporate 
activity aimed at a sustainable and economically positive result in consideration of key societal and environmental 
aspects. This understanding also guides the expectations of RBI and its subsidiaries.
In the time of the coronavirus and the serious consequences it is having on society and the economy, it is all the more 
important for us not to lose sight of our long-term focus on comprehensive sustainability management. With regard to the 
pandemic, the progress made in terms of the development and ofﬁcial approval of vaccines give grounds for cautious 
optimism, insofar as it is becoming increasingly likely that the crisis will be overcome and the economy will recover in the 
coming months.
The Supervisory Board of RBI AG considers addressing sustainability-related physical and transitional risks and adopting 
corresponding risk controlling targets to be an important strategic pillar of the banking group’s corporate activity. In this 
respect, RBI sees itself as a reliable partner to the economy as it transforms for a more climate-friendly future.
At Management Board level, sustainability goals for 2021 and the following years were anchored in RBI’s remuneration 
policy with a view to responsible banking. These performance targets are intended to help increase the speed and the 
extent to which customers are offered adequate sustainable ﬁnancing and investment products. At the same time, we are 
focusing on the further expansion of internal ESG (environmental, social, governance) expertise and examining the 
resilience of the business model with regard to sustainability risks. This requires the creation of a sufﬁciently extensive 
data pool as well as anticipative business continuity management in order to evaluate sustainability risks and the 
development of mitigation strategies.
RBI’s holistic approach also includes innovations in the sense of product digitalization and services that take into account 
environmental and social impacts and that are made available throughout the Group in the form of a “product as a 
service”. We see sustainable banking as a key factor in the generation of future business growth and the sustainable 
development of the banking group in line with RBI’s Vision 2025 of being the most recommended ﬁnancial service provider
 in the markets of Central and Eastern Europe in which it is active.
RBI has been committed to the principles of the UN Global Compact since 2010 and is also a longstanding member of 
the UNEP Finance Initiative. Furthermore, it seeks to ensure that its activities contribute to the attainment of the global 
Sustainable Development Goals. As the ﬁnancial sector is a key player on the path to climate neutrality, RBI is also involved 
in the Green Finance Agenda Austria, which will play an important role in the green economic recovery following the 
coronavirus crisis. 
In addition to monitoring business development, the Supervisory Board is responsible for examining this consolidated 
Non-Financial Report in its role as RBI’s highest governance body. In doing so, the Supervisory Board continuously 
addresses the achievement of sustainability and climate-related targets and the associated strategic and operational 
measures.
As Chairman of the Supervisory Board of RBI AG, I am personally committed to making risk controlling even more 
focused in future with a view to the sustainable orientation of business policy and the corresponding development of the 
key performance indicators, as well as ensuring that ESG developments are speciﬁcally discussed at Supervisory Board 
meetings and as part of ﬁt and proper training.

Raiffeisen Bank International  I  Sustainability Report 2020
5
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
On behalf of the Supervisory Board, I would like to 
conclude by thanking all our employees for their important 
and valuable work and to express our absolute support 
for their commitment to systematically pressing ahead 
with RBI’s efforts in the ﬁeld of sustainability.
Many of the developments and milestones we have 
achieved – such as the signature of the UNEP Finance 
Initiative’s Principles for Responsible Banking, the 
publication of the anti-money laundering declaration, the 
positive rating results, the measures to improve diversity 
and in particular to increase the proportion of women in 
senior management, the reduction in Group-wide 
greenhouse gas emissions, and the investments we have 
made in society – are documented transparently and 
comprehensively in the pages of this report.
For the Supervisory Board
Erwin Hameseder
Chairman of the Supervisory Board 
Raiffeisen Bank International AG
© Raiffeisen NOE-Wien, Eva Kelety

Raiffeisen Bank International  I  Sustainability Report 2020
6
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Foreword by the 
Management Board
Dear readers,
The COVID-19 pandemic meant that 2020 was a year full of exceptional challenges with global consequences for 
society. The restrictions on economic activity during the lockdowns and the resulting recession along with interest rate 
cuts and currency depreciation in CEE all left their mark. It is anticipated that it will not only delay the economic recovery 
but also have a continued ﬁnancial impact on companies and public ﬁnances alike. At the same time, the pandemic 
represents a considerable burden at a personal level. Many people have lost their lives or become seriously ill. During 
this time in particular, we have demonstrated absolute commitment to protecting the health of our employees and our 
customers, including implementing and ensuring compliance with the required safety measures at our business premises 
in line with the respective epidemiological situation. For many colleagues, working from home became the new normal. 
We took this as an opportunity to press ahead with digitalization at RBI and make optimizations for the future. Thanks 
to these digital opportunities, our intensive customer contact proved to be extremely successful – all while observing the 
applicable rules on distancing and protective measures, of course.
Despite these difﬁcult circumstances, RBI generated a consolidated proﬁt of € 804 million in the 2020 ﬁnancial year. 
This represents a reduction of 35 per cent compared with the previous year. The restrictions resulting from the pandemic 
led to an increase in our risk costs. Our costs declined slightly overall as a result of exchange rate developments as well 
as the lower level of expenditure during the lockdowns. We entered this crisis in a position of strength, and we came 
through the year well on the whole.
The motto of this Sustainability Report is “Responsible banking for a sustainable future”, which is a continuous theme 
across all chapters. The report constitutes RBI‘s ”non-ﬁnancial report“ pursuant to the Austrian Sustainability and Diversity 
Improvement Act. It has been prepared in accordance with the international reporting standard “GRI Standards“ issued 
by the Global Reporting Initiative. The report was approved by the full Management Board and its online version again 
has a high degree of accessibility. It has also been audited by KPMG and examined by our Supervisory Board.
Our sustainability strategy is founded on our roles as a “responsible banker”, “fair partner” and “engaged citizen”. Our 
aspiration as a responsible banker is reﬂected in our products, services and processes. This begins with sustainable 
corporate governance and also includes ﬁnancial security, protection of customer data, corresponding risk processes 
and responsible lending, to name just a few examples. Our responsibility is to use sustainable ﬁnancial products and 
services in a way that has a positive impact on the environment and society and to support our customers in their 
transformation toward a sustainable future. For example, issuing green bonds opens up various possibilities for contributing 
to the attainment of the climate targets deﬁned by the EU. Our position as Austria’s largest banking provider of green 
bonds serves to underline the relevance of this topic for us. RBI has issued green bonds with a total volume of around 
€ 1.3 billion since 2018, resulting in savings of more than 60,000 tons of CO2 every year. This corresponds to the 
greenhouse gas emissions of almost 7,000 households.
In 2020, RBI further intensiﬁed its efforts to strengthen its strategic orientation as a responsible banker. In analyzing the 
market opportunities in the areas of retail, corporate, markets and investment banking, we therefore adopted a holistic 
approach that we intend to use to become the most important point of contact for responsible banking and a pioneer 
in our CEE markets. Signing the “Principles for Responsible Banking” of the UNEP Finance Initiative, of which we are a 
long-standing member, is something we consider an important milestone in this process. As a result, we became the ﬁrst 
Austrian bank to commit to implementing the six UNEP FI principles systematically within the Group. The principles form 
the basis for a sustainable banking system and anchor sustainability at a strategic, portfolio and transaction level as well 
as in all areas of business. As the consideration of sustainability risks is also playing an increasingly important role, we 
intend to integrate physical and transitional risks into our risk processes and policies to an even greater extent in the future.

Raiffeisen Bank International  I  Sustainability Report 2020
7
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
To this end and with a view to the global climate targets, 
RBI extensively revised the content of its Group policy on 
thermal coal that has been in place for some years.
Our aim is not only to comply with the law, but to take 
compliance measures above and beyond this. As such, 
RBI has created a comprehensive anti-money laundering 
framework in order to ensure that the associated risks are 
properly identiﬁed and evaluated. The transparent 
implementation of this framework is illustrated in our 
Group anti-money laundering declaration including 
adjusted risk appetite with respect to offshore customers 
and customers with high reputational risk, as well as our 
relationships with correspondence banks.
We see the following rating results as conﬁrmation of 
our many years of commitment to sustainability: RBI was 
again awarded Prime status and an assessment level 
of “C+” in the ISS ESG sustainability rating. RBI was 
awarded a rating of “A” in the MSCI ESG Ratings for the 
ﬁrst time. It was also listed in the FTSE4Good Index Series, 
the STOXX® Global ESG Leaders group of indices, and 
the VÖNIX sustainability index on the Vienna Stock Exchange. For the sixth year in succession, the global non-proﬁt 
organization CDP rated RBI as the best company in the Austrian ﬁnancial sector for the management of climate risks. 
This shows that we are on the right path to making an appropriate contribution to the attainment of the climate targets in 
our role as a fair partner.
We successfully pressed ahead with RBI’s “Diversity 2020” initiative in Austria, focusing on the empowerment of women 
with a view to increasing the proportion of women in senior management roles, the inclusion of people with disabilities, 
and LGBTI topics. We recently demonstrated our aspiration to be an inclusive employer by signing up to the global 
inclusion movement “The Valuable 500”.
In its role as an engaged corporate citizen, RBI actively champions sustainable development in society. 2020 was a 
particularly challenging year with investments in society totaling around € 4.6 million, including around € 1.6 million in 
COVID-19 donations. The signiﬁcant increase in the contribution compared with 2019 serves as an expression of RBI’s 
connection with the communities in which it operates. As well as the planned initiatives, various donation projects were 
supported spontaneously with a particular focus on healthcare.
On behalf of the Management Board, I would like to thank all our employees for their commitment to implementing our 
plans for a sustainable future. The inclusion of our stakeholders, e.g. in the form of our online survey to help us prioritize 
our key topics, represents a central element of our sustainability management. In the spirit of maintaining and promoting 
a constructive exchange, I would like to invite you to continue this dialog with us.
On behalf of the Management Board
Johann Strobl
Chief Executive Ofﬁcer
Raiffeisen Bank International AG
© Martin Hörmandinger

8
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
© shutterstock: emojoez, 360 Production, Viktoria Kurpas
Information on the Sustainability Report (Non-ﬁnancial report pursuant 
to sections 267a and 243b of the Austrian Commercial Code)

9
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Overview 
About the Report 
In this Sustainability Report, we describe the economic, environmental, and social impact of our business activities in the 
2020 ﬁnancial year (1 January to 31 December) and present our current activities in the area of sustainability. The aim 
of the Report is to give a comprehensive account of how Raiffeisen Bank International (RBI) has fulﬁlled its sustainability 
mission during the reporting period and how it plans to implement and improve its sustainability performance in the 
future. Similarly, our sustainability guiding principles are included in this report as excerpts only. This year’s motto is 
“Responsible banking for a sustainable future”, which is a continuous theme across all chapters.
This Report represents RBI’s summarized and consolidated “non-ﬁnancial report” (pursuant to sections 267a and 243b 
of the Austrian Commercial Code). It includes the content that is necessary for an understanding of the course of business, 
business results and position of RBI as well as the impacts of its activities as derived from the materiality analysis and 
at least refers to environmental matters, social matters and employee matters, the respect of human rights and the ﬁght 
against corruption and bribery. The Report is not structured according to these speciﬁc matters. Instead, the corresponding 
information is actually included in the relevant chapters. RBI pursues a group-wide approach to sustainability management 
that applies to both RBI AG and the RBI Group. Raiffeisen Bank International (RBI) is used to designate the RBI Group in 
this Report. On the other hand, the term RBI AG is used to designate Raiffeisenbank International AG. More information on 
the structure of RBI as a whole can be found on page 13. In accordance with the requirements of section 243b of the 
Austrian Commercial Code, the key ﬁgures are also reported separately for RBI AG where this is reasonable.
The Report lays out the impacts, risks and opportunities of our business activity/business relationships, the sustainability 
strategy together with corresponding management approaches (concepts) and measures and it describes speciﬁc 
sustainability activities carried out during and prior to the reporting period. In addition, we present our sustainability 
program for the next reporting period and the progress made in the activities already initiated. The current reporting 
period follows on seamlessly from the RBI Sustainability Report for 2019, and the Report is published annually.
As shown in our stakeholder universe (see page 38), the Sustainability Report is addressed to all stakeholders of RBI. 
Many stakeholders were involved in selecting the most important topics for this Report. We particularly refer readers to 
the “Materiality Analysis” chapter (starting on page 30) and the “Stakeholder Inclusion” chapter (starting on page 38).
Group Sustainability Management at RBI is your point of contact concerning this Report. Comments, ideas and suggestions 
for improvements can be sent to sustainabilitymanagement@rbinternational.com.
GRI Standards
This report has been prepared in accordance with the GRI Standards: Core option. The GRI standards are internationally 
recognized standards for sustainability reporting promulgated by the Global Reporting Initiative. In addition, selected 
indicators relating to the information related to the ﬁnancial services sector are included.
Veriﬁcation of the report’s contents
The contents of this Sustainability Report have been audited by KPMG Austria GmbH Wirtschaftsprüfungs- und Steuer-
beratungsgesellschaft (KPMG) in the context of a limited assurance engagement (see pages 164–166).
This Report has been examined by the Supervisory Board pursuant to section 96 (1) of the Austrian Stock Corporation Act.
Find more at:
www.rbin-
ternational.
com/sustain-
abilityma-
nagement

10
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Materiality, impacts, risks, opportunities, and determination of  
the Report contents
In the Report, we address the subjects that have been identiﬁed within RBI as material, that reﬂect the expectations of our 
stakeholders, and that represented the focus of our commitment in the past year.
This Report contains information – including non-ﬁnancial performance indicators – describing the speciﬁc impact of RBI 
on the economy, society and the environment. The contents of the Report were selected using the principle of materiality. 
A materiality analysis provides the basis for selecting the relevant topics. The internal and external sustainability requirements 
and expectations of RBI and RBI’s impact on the economy, the environment and society have been analyzed in detail 
and summarized in a materiality matrix.
The materiality analysis is based on an online survey carried out in 2020, as well as an expert workshop held in 2018 
with regard to impacts and an online survey with regard to two material topics added in 2020 (see page 31 onward). 
It is intended to ensure that the contents of the Report cover all topics and indicators that have the greatest impact on 
business activities, products and services. This includes both the impacts that RBI has, which occurs inside the organization, 
as well as impacts to which RBI contributes, i.e. that have arisen based on business relationships with other entities. The 
risks and opportunities that are relevant to RBI in connection with the aforementioned matters or for which there are risks 
or opportunities for RBI on account of its business activities or its business relationships are also presented.
In order to assess the materiality of the various topics and determine the contents of the Report, RBI considered the 
following matters:
•฀Relevance฀to฀strategy฀and฀management
•฀Results฀from฀stakeholder฀dialogs,฀focus฀groups฀and฀online฀surveys,฀which฀we฀have฀combined฀in฀the฀materiality฀matrix
•฀Disclosure฀requirements฀on฀financial฀analysts,฀sustainability฀rating฀agencies,฀institutional฀investors,฀etc.
•฀The฀principles฀of฀the฀UN฀Global฀Compact฀and฀the฀Sustainable฀Development฀Goals
•฀International฀standards฀and฀guidelines฀(see฀page฀29)

11
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Report scope and data collection
The report includes Raiffeisen Bank International AG (RBI AG) and 13 network banks in Central and Eastern Europe. 
The core business of Raiffeisen Bank Polska S.A. was sold by way of a spin-off effective October 31, 2018. In all of the 
tables relating to the income statement for 2018, the ﬁgures for Raiffeisen Bank Polska S.A. are included until October 
31, 2018. The environmental ﬁgures have been extrapolated on the basis of historical data. The key participations of RBI 
AG in Austria are also included in the report. These are Raiffeisen Bausparkasse Gesellschaft m.b.H., Raiffeisen Kapital-
anlage Gesellschaft m.b.H. Raiffeisen-Leasing GmbH, the Valida Group, Kathrein Privatbank AG, and Raiffeisen 
Centrobank AG.
The structure of the chapters and summaries of ﬁgures in this Report correspond with the segments of RBI’s Annual 
Report. RBI is divided into Austria (AT), Central Europe (CE), Southeast Europe (SEE), and Eastern Europe (EE). RBI AG 
is presented separately.
Due to rounding, the tables may add up to greater or less than 100 per cent and the totals may not always correspond 
to the individual items.
Data collection was largely performed using the “mona” sustainability reporting software. Since 2020, this has involved 
not only quantitative but also a wide range of qualitative data and information. To ensure high data quality, the principle 
of dual control was applied for the ﬁrst time in the 2020 ﬁnancial year as an integrated part of the new workﬂow process in 
the software.
As previously, the online version of the report also has a high degree of accessibility. To ensure optimal accessibility for
people with disabilities, a particular focus was placed on readability and comprehensibility using assistive technologies
(e.g. screen readers, contrast programs). Adjustments were made for metadata, alternative text, and syntactic and 
structural elements. The international standard ISO 32000-1 (PDF/UA-1) and the Web Content Accessibility Guidelines 
(WCAG) served as the basis for these optimizations.
Responsible banker
The information on economic circumstances contained in this Sustainability Report is based primarily on the information 
from RBI’s 2020 Annual Report. The information and data contained therein was examined by external auditors, and 
some of that information and data was used for this report. Further information can be found in the 2020 Annual Report.
The additional data in the “Responsible banker” chapter was gathered using the “mona” sustainability monitoring 
software, standardized questionnaires, speciﬁc requests and discussions with individuals.
Inhouse ecology
Quantitative data relating to inhouse ecology is collected using the “mona” sustainability monitoring software. Additional 
data published in the report was gathered by means of speciﬁc requests and discussions with individuals. Since the 
2019 ﬁnancial year, the environmental ﬁgures have included the data for the head ofﬁces as well as the branches of the 
network banks, thus covering over 90 per cent of all employees. The data for the branches has been calculated retroactively 
in order to improve comparability with the prior-year ﬁgures and the base year. Extrapolation is also performed when a 
network bank enters key ﬁgures for the ﬁrst time that it was not possible to collect in previous years due to insufﬁcient 
data quality. This means the ﬁgures shown are not comparable with last year’s report. This is stated in corresponding 
footnotes.
The key ﬁgures of the network banks are also published on our website (www.rbinternational.com/sustainabilitymanagement). 
Data acquisition of the in-house ecology ﬁgures indicators is time-delayed on account of early reporting requirements 
(as a result of the Austrian Sustainability and Diversity Improvement Act and with the exception of the base year 2011, 
which corresponds to the calendar year). Fullyear values are published. The ﬁgures for the fourth quarter of the previous 
year are added to the ﬁgures for the ﬁrst three quarters of the current year.

12
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Employees
Data and information relating to employees is recorded on a Group-wide basis either directly in the “mona” sustainability 
monitoring software or using the “Tagetik” software, after which it is imported into the “mona” software via an interface. 
Additional data published in the report was gathered by means of speciﬁc requests and discussions with individuals.
Engaged citizen
Data and information relating to the “Engaged citizen” chapter is recorded on a Group-wide basis either directly in the 
“mona” sustainability monitoring software or by means of standardized questionnaires, speciﬁc requests and discussions 
with individuals.
Comparability of the information
The 2020 Report is fully comparable with the 2019 Report in terms of content.
The tables cover a period of three years for RBI. The in-house ecology ﬁgures include 2011 as reference year in addition. 
This is the reference year for the objectives set in the environmental area and is therefore more relevant. Further details 
regarding the areas of paper, water and waste from the “Inhouse ecology” chapter are available on our website
(www.rbinternational.com/sustainabilitymanagement).
Interesting facts about RBI
Ownership relationships and structure
The Raiffeisen Banking Group in Austria (RBG) is the largest banking group in the country and has the densest network 
of bank branches in Austria. There are three levels to the RBG: it is made up of 342 independent and locally active 
Raiffeisen banks (level one), the eight Raiffeisen “regional banks”, which are also independent (level two) and RBI AG 
(level three).
The 342 Raiffeisen banks and their branches, together with the regional Raiffeisen banks and specialist companies, form 
an extensive and wide-ranging banking network. The Raiffeisen banks are universal banks offering a full range of banking 
services, and at the same time are owners of their respective Raiffeisen regional banks.
The Raiffeisen regional banks (Raiffeisen Landesbanken or Raiffeisenverband) are responsible for balancing liquidity 
and provide other central services for the Raiffeisen banks within their area of operation. In turn, the Raiffeisen regional 
banks are connected to RBI AG as the central institute of the RBG.

13
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
About RBI
RBI regards both Austria, where it is a leading corporate and investment bank, as well as Central and Eastern Europe 
(CEE) as its home market. 13 markets in the region are covered by subsidiary banks. In addition, the group comprises 
numerous other ﬁnancial service providers in areas such as leasing, asset management as well as M&A.
All in all, around 45,000 RBI employees manage 17.2 million customers at more than 1,800 business outlets, most of 
them in CEE. RBI AG shares have been listed on the Vienna Stock Exchange since 2005.
RBI’s total assets as of the end of 2020 amounted to € 166 billion. The Raiffeisen regional headquarters hold around 
58.8 per cent of the shares in RBI AG, while the remaining quantity of around 41.2 per cent is in free ﬂoat.
Structure of the Raiffeisen Banking Group
1.7 million members
342 Raiffeisen banks
8 Raiffeisen regional headquarters and other shareholders
Credit-/Financial institutions/Insurance
Other participations
Austria:
Card Complete
Hobex 
Kathrein Privatbank 
Notartreuhandbank 
ÖHT
OeKB
Posojilnica Bank eGen
Raiffeisen Bausparkasse 
Raiffeisen Centrobank 
Raiffeisen Factor Bank 
Raiffeisen KAG 
Raiffeisen-Leasing 
Raiffeisen Wohnbaubank 
UNIQA
Valida
Foreign countries:
13 RBI subsidiaries in CEE
•฀Raiffeisen฀Bank฀Sh.฀A.,฀Albanien
•฀Raiffeisen฀Bank฀d.d.,฀Bosnien฀&฀Herzegowina฀
•฀Raiffeisenbank฀(Bulgaria)฀EAD,฀Bulgarien
•฀Raiffeisen฀Bank฀Zrt.,฀Ungarn
•฀Raiffeisen฀Bank฀Kosovo฀J.S.C,฀Kosovo
•฀Raiffeisenbank฀Austria฀d.d.,฀Kroatien
•฀Raiffeisen฀Bank฀S.A.,฀Rumänien
•฀AO฀Raiffeisen฀Bank,฀Russland
•฀Raiffeisen฀banka฀a.d.,฀Serbien
•฀Raiffeisenbank฀a.s.,฀Tschechische฀Republik
•฀Raiffeisen฀Bank฀Aval฀JSC,฀Ukraine
•฀Priorbank฀JSC,฀Belarus
•฀Tatra฀banka฀a.s.,฀Slowakei
Raiffeisen-Bausparkasse International/ 
Bauspar-Einheiten 
Raiffeisen-Leasing International/Leasing units
Investment ﬁrms/Pension fund companies
Austria:
Elevator Ventures 
Leipnik-Lundenburger Invest 
Medicur-Holding
Raiffeisen Informatik
Raiffeisen Property International RSC 
Raiffeisen Service Center 
Raiffeisen Informatik GmbH & Co KG
Wiener Börse
ZHS
Foreign countries:
Centralised Raiffeisen International
Services฀&฀Payments,฀Rumänien
Regional Card Processing Center, Slowakei 
Ukrainian Processing Center, Ukraine

14
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
© shutterstock: elenabsl
Sustainability strategy, Impacts, Risks and Opportunities
Governance and Compliance, Materiality, Sustainable Development
Goals, Stakeholder engagement, Ratings and Awards

15
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainability management
and corporate responsibility
Sustainability concept and strategy
Our understanding of sustainability
Sustainability has always been a fundamental principle for RBI and a measure of corporate success. For over 130 years, 
Raiffeisen has combined ﬁnancial success with socially responsible action.
•฀฀We฀understand฀sustainability฀to฀mean฀responsible฀corporate฀activities฀for฀a฀long-term,฀economically฀positive฀result฀in฀
consideration of key societal and environmental aspects.
•฀฀We฀combine฀financial฀success฀with฀social฀responsibility฀by฀anchoring฀sustainability฀as฀a฀fixed฀component฀of฀our฀ 
business and by practicing sustainability as an integral leadership and management responsibility, in addition to  
taking key sustainability aspects into consideration in our business activities.
•฀฀We฀therefore฀commit฀to฀aligning฀our฀management฀structures฀and฀processes฀with฀this฀attitude.฀In฀the฀three฀strategic฀ 
sustainability areas of responsibility, “Responsible banker”, “Fair partner”, and “Engaged citizen”, which are closely  
linked to our business activities, we endeavor to professionally and effectively apply our values and competences to 
fostering sustainable development both in our companies and in society.
In our sustainability guiding principles entitled “We create sustainable value”, we have formulated how we pursue 
sustainability strategically and how we wish to live up to this ambition within our business activities. Our sustainability 
guiding principles serve as a guide for all transactions, activities and services offered by RBI or on its behalf. 
Our stated aim is to concentrate on those areas with a signiﬁcant potential impact. This requires us to continuously improve 
the sustainability impact of our business activities and develop ways to measure and verify this impact. In doing so, we 
hope to increase the long-term value of our group while also actively contributing to the sustainable development of our 
society.
The historical values of RBI
In the 19th century, Friedrich Wilhelm Raiffeisen simpliﬁed the idea of a cooperative down to one basic principle: In 
unity lies strength. RBI is part of a cooperative organization. This can be seen in the key strategies and decisions.
Friedrich Wilhelm Raiffeisen believed in helping others to help themselves and in the principles of charity, community and 
solidarity. His life was characterized by a sense of responsibility for the community. Now, as before, we build upon a 
powerful brand that combines and embodies the principles of identity, self-administration, sustainability, subsidiarity and 
business ethics based on solidarity.
Find more at:
www.rbinter 
national.com 
/sustainabi-
lity-manage-
ment

16
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Mission & Vision 2025
With the Vision 2025 that it presented in 2019 – “We are the most recommended ﬁnancial services group” – RBI is 
clearly showing that it wants to be more than just a bank for its customers. RBI is committed to an outstanding service 
culture which regularly seeks to exceed the expectations of customers with regard to quality. Its various initiatives as an 
engaged citizen help to ensure that its activities go far beyond its core business. To make this vision a reality, RBI’s 
mission is formulated as follows: “We transform continuous innovation into superior customer experience.” This is tied to 
the promise to the general public to “act in a socially responsible manner, fostering the long-term welfare of the people 
and businesses in our markets”. This is consistent with RBI’s sustainability strategy, the aim of which is to generate 
sustainable value.
A “Strategic Roadmap” was developed in order to put RBI’s strategy into action. This is intended to function as a 
standardized implementation instrument for RBI and the individual network banks, as well as an orientation tool for all 
employees.
Vision 2025: 
We are the most recommended ﬁnancial services group.
Mission 2025: 
We transform continuous innovation into superior customer experience:
•฀฀Customers:฀We฀constantly฀strive฀to฀improve฀customer฀experience฀and฀enable฀our฀clients฀to฀achieve฀more฀in฀their฀
    lives and businesses.
•฀Employees:฀We฀value฀expertise฀and฀create฀a฀working฀environment฀which฀promotes฀collaboration,฀creativity,฀and฀
    entrepreneurial spirit.
•฀Shareholders:฀We฀aim฀to฀generate฀solid฀and฀sustainable฀shareholder฀value.
•฀General฀public:฀We฀act฀in฀a฀socially฀responsible฀manner,฀fostering฀the฀long-term฀welfare฀of฀people฀and฀businesses฀
    in our markets.
RBI’s values:
•฀Collaboration฀–฀We฀work฀together.
•฀Learning฀–฀We฀are฀eager฀to฀learn.
•฀Proactivity฀–฀We฀act฀proactively.
•฀Responsibility฀–฀We฀act฀responsibly.
Our values and principles implemented in established rules
RBI is one of the signatory companies of the UN Global Compact (UNGC) and is therefore committed to consistently 
complying with the ten UNGC principles of responsible business. The UNGC is the world’s largest CSR and sustainable 
development initiative. Its principles include the core areas of human rights, labor standards, environmental protection 
and combating corruption. 
The globally responsible approach associated with this is expected of all employees and managers as well as partners 
and suppliers of RBI.
Find more at: 
www.rbin-
ternational.
com/en/
who-we-are/
facts-ﬁgures/
vision-mission

17
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
As a long-standing member of the UNEP Finance Initiative, RBI also signed up to the “Principles for Responsible Banking” 
in early 2021, thereby committing to implement the six principles within the Group. These principles provide the framework 
for sustainable banking and help the industry to show how it can make a positive contribution to society. They anchor 
sustainability at a strategic, portfolio and transaction level and in all areas of business. More information can be found 
on page 49.
The Principles for Responsible Banking of UNEP Finance Initiative
Alignment
Principle 1:
We will align our business strategy to be consistent with and contribute to individuals‘ needs and society‘s goals, as expressed in the 
Sustainable Development Goals, the Paris Climate Agreement and relevant national and regional frameworks.
Impact & target setting
Principle 2:
We will continuously increase our positive impacts while reducing the negative impacts on, and managing the risks to, people and 
environment resulting from our aktivities, products and services. To this end, we will set and publish targets where we can have the most 
signiﬁcant impacts.
Clients & Customers
Principle 3:
We will work responsibly with our clients and our customers to encourage sustainable practices and enable economic activities that 
create shared prosperity for current and future generations.
Stakeholders
Principle 4: 
We will proactively and responsibly consult, engage and partner with relevant stakeholders to achieve society‘s goals.
Governance & culture
Principle 5:
We will implement our commitment to these Principles through effective governance and a culture ot responsible banking.
Transparency & accountability
Principle 6:
We will periodically review our individual and collective implementation of these Principles and be transparent about and accountable 
for our positive and negative impacts and our contribution to society‘s goals.
The ten principles of the UN Global Compact
Human rights
Principle 1: 
We support and respect the protection of international human rights within our sphere of inﬂuence.
Principle 2:
We make sure that we are not complicit in human rights abuses.
Labor
Principle 3: 
We uphold the freedom of association and the effective recognition of the right to negotiations about the Collective Bargaining 
Agreement.
Principle 4:
We support the elimination of all forms of forced and compulsory labor.
Principle 5:
We support the abolition of child labor.
Principle 6:
We support the elimination of discrimination in employment and occupation.
Environmental protection
Principle 7:
We support a precautionary approach to environmental challenges.
Principle 8:
We undertake initiatives to promote greater environmental responsibility.
Principle 9:
We encourage the development and diffusion of environmentally friendly technologies.
Anti-corruption
Principle 10:
We work against corruption in all its forms, including extortion and bribery.

18
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The Code of Conduct (CoC) for dealing with customers, business partners and employees, which is applicable Group-
wide, is a binding regulatory framework for all employees and, accordingly, is available on the RBI websites in the 
respective national language. It is based on the fundamental Raiffeisen values and is oriented towards the speciﬁc 
requirements of everyday business at home and abroad. More information can be found in the chapter on “Governance 
and Compliance” starting on page 22.
Our diversity vision and mission and the guidelines for day-to-day implementation set out the principles for
realizing diversity at RBI (see page 98). Our value “Collaboration” states that RBI encourages diversity and
creates an environment that is characterized by mutual understanding, respect, and trust.
Our sustainability strategy
In order to improve the effectiveness and scope of our sustainability management across the whole of RBI, we published 
the Group-wide sustainability strategy “We create sustainable value” in 2013. This strategy consists of nine core action 
areas within which we focus our Group-wide sustainability management. In order to systematically address these core 
areas, which are also important to our stakeholders, we continuously seek to improve our sustainability strategy. In 
identifying the core action areas, we rely on our group perspective as well as the perspectives of our stakeholders, who 
include our employees, customers, shareholders and suppliers, as well as non-governmental organizations and a number of 
other stakeholder groups. We carry out a multi-stage materiality analysis on a regular basis in order to prioritize these 
ﬁelds of activity. For this reason, as well as for the purpose of making any adjustments to our sustainability strategy, we 
place great value on maintaining a dialog with our stakeholders.
Find more at: 
www.rbin-
ternational.
com/en/
who-we-are/
facts-ﬁgures/
code-of-con-
duct.html
Our approach as designers of a sustainable company and society
RESPONSIBLE BANKER
ENGAGED CITIZEN
Environmentally
friendly society
Active civil society
and public interest
Sustainable
entrepreneurship
FAIR PARTNER
Inhouse ecology
Employees and stakeholders
Fair business and
operating practices
We 
create 
sustainable 
value
ECONOMY
Added value
SOCIETY
Social product responsibility
ENVIRONMENT
Ecological product responsibility

19
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainable corporate management
The anchoring of sustainability within the organizational structure looked as follows as of December 31, 2020:
Central core areas of our sustainability strategy
RBI sustainability matrix
Economy 
Society 
Environment 
Responsible banker
Value creation
Social product responsibility
Ecological product responsibility
Successful business through responsible 
management and business strategies, 
sustainable responsibility in the real 
economy and the regional economy and 
the integration of sustainability aspects into 
the core business
Social responsibility for our products 
and services by taking consumer 
concerns into account, consideration 
of social aspects in providing loans and 
ﬁnancial products, protection of 
customer data and providing correct 
information
Ecological responsibility for our products 
and services by guaranteeing national 
environmental provisions and recognized, 
international conventions as well as taking
into account the environmental impact in 
project ﬁnance plans and ﬁnancial 
products
Fair partner
Fair business and operating practices
Employees and stakeholders
Inhouse ecology
Fairness and transparency towards 
employees, customers and shareholders 
through exemplary behavior in areas of 
inﬂuence as an attractive employer; through 
transparent reporting as well as the 
avoidance of corruption and fraud
Continuous inclusion of stakeholders 
as part of sustainable company 
development by strengthening 
cooperation management in order to 
reduce business risks and make use 
of business opportunities
A responsible approach to resources 
and the environment by reducing our 
environmental impact and implementing 
selected measures in order to achieve the 
deﬁned Group-wide climate targets
Engaged citizen
Sustainable entrepreneurship
Active civil society
Environmentally friendly society
Commitment to sustainable entrepreneurship 
and enterprise and the creation of wealth by 
helping to establish a framework for 
sustainable ﬁnance as well as direct and 
indirect support for organizations and 
socially relevant initiatives
Commitment to a sustainable civil 
society and responsible political 
cooperation by promoting public 
interest and knowledge of ﬁnancial 
topics and voluntary work
Working for the environment and the 
climate through climate protection, 
protection of species diversity and 
conservation of the various ecosystem 
functions and services
TCFD
Organizational anchoring of sustainability in RBI
Control level
Supervisory Board of RBI AG
Supervisory Board and various committees
Management Board level
Chief Executive Ofﬁcer of RBI AG
Johann Strobl
and members of the Management Board
Management and program level
Sustainability Council
Internal and external stakeholders with expertise in the 
areas of business, the environment and society
Group Sustainability Management
Focus on management and strategic 
development of sustainability agenda as well 
as Implementation of operational measures
Sustainability Working Groups 
With representatives of the relevant board areas 
of RBI AG (e.g. Sustainable Finance Task Force)
Local implementation level
Employees 
Implementation of measures to achieve 
the sustainability goals at all companies
Special issues working groups
With internal specialists
Sustainability ofﬁcers in the RBI network banks 
Establishing the sustainability agenda at 
the individual network banks
Level of initiatives and memberships relevant to sustainability
Raiffeisen Sustainability  
Initiative (RNI)
Platform for sustainable business 
management and social 
responsibility
EACB Working 
Group for CSR 
European Association 
of Co-operative Banks
UNEP FI 
United Nations 
Environment Programme 
Finance Initiative
UNGC 
United Nations  
Global Compact
respACT 
Austrian business  
council for sustainable  
development
VfU 
Association for 
Environmental 
Management
and Sustainability
As at: December 31, 2020

20
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The Group-wide management and continued strategic development of the sustainability agendas and coordination of 
operational implementation is the responsibility of Group Sustainability Management. This department is supported by 
representatives of specialized units and business areas as well as the Sustainability Ofﬁcers at the network banks and 
the Austrian subsidiaries. They act as an interface between the Group Sustainability Management department of the 
head ofﬁce in Vienna and the relevant departments at the network banks and the Austrian subsidiaries.
The Sustainability Council has been ﬁrmly established as a core organizational component of sustainability management. 
The task of this council is to advise on the development of sustainability agendas and to evaluate their performance. It 
assists in deﬁning important action areas and focal points (materiality approach), identiﬁes targets and measures, and 
makes recommendations on the development and implementation of the annual sustainability program.
As at 31 December 2020, the following internal and external persons were members of the Sustainability Council:
•฀Johann฀Strobl,฀CEO฀of฀RBI฀AG฀(Chair)
•฀Dieter฀Aigner,฀Managing฀Director฀of฀Raiffeisen฀Kapitalanlage฀GmbH
•฀Rudolf฀Bretschneider,฀Consultant฀at฀GfK฀Austria฀GmbH
•฀Ralf฀Cymanek,฀Member฀of฀the฀Management฀Board฀of฀Raiffeisen฀Bank฀Zrt.฀in฀Hungary
•฀Barbara฀Coudenhove-Calergi,฀Expert฀for฀social฀innovation฀at฀the฀Federation฀of฀Austrian฀Industries
•฀฀Eva฀Eberhartinger,฀Head฀of฀the฀Tax฀Management฀Group฀at฀the฀Institute฀of฀Accounting฀&฀Auditing,฀Vienna฀University฀ 
of Economics and Business Administration
•฀Martin฀Essl,฀Founder฀of฀the฀Essl฀Foundation
•฀Franz฀Fischler,฀Chair฀of฀the฀Raiffeisen฀Sustainability฀Initiative
•฀Gregor฀Höpler,฀Head฀of฀the฀Group฀Executive฀Office฀of฀RBI฀AG
•฀Hannes฀Mösenbacher,฀CRO฀of฀RBI฀AG
•฀Andreas฀Pangl,฀General฀Secretary฀of฀the฀Austrian฀Raiffeisen฀Association
•฀Georg฀Schöppl,฀Member฀of฀the฀Management฀Board฀of฀Österreichische฀Bundesforste฀AG
•฀฀Andrea฀Sihn-Weber,฀Head฀of฀RBI฀Group฀Sustainability฀Management฀and฀Managing฀Director฀of฀the฀ 
Raiffeisen Sustainability Initiative
•฀Karin฀Steppan,฀CMC,฀Special฀Representative฀for฀Sustainability฀&฀CSR฀at฀Raiffeisenlandesbank฀NÖ-Wien฀AG
•฀Alfred฀Strigl,฀Managing฀Director฀of฀plenum฀gesellschaft฀für฀ganzheitlich฀nachhaltige฀entwicklung฀gmbh
TCFD

21
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
© privat
© Sebastian Reich/ASAblanca.com
© ÖRV
Barbara Coudenhove-Kalergi
Expert for “social innovation” 
at the Federation of Austrian Industries
Eva Eberhartinger,
Head of the Tax Management Group at the 
Institute of Accounting & Auditing, Vienna 
University of Economics and Business 
Administration, and member of the RBI 
Supervisory Board
Andreas Pangl,
General Secretary of the Austrian Raiffeisen 
Association
“What do we want to leave behind? For me, 
this is one of the key questions a forward-
looking company should be asking itself. And 
it is all the more relevant in a time when 
various crises are amplifying each other. It 
means rapidly developing new solutions for 
existing and new challenges while also taking 
a holistic view of multiple crisis phenomena, 
making connections and tapping into 
complexities. Above all else, a company that 
wishes to leave a positive legacy also needs 
to step away from the linear and instead 
embrace systematic, interconnected thought 
and design – including distancing itself from 
what is tried and tested in some areas. After 
all, an effective legacy is no longer only 
about looking back on what you have 
achieved. It also means the things you did for 
the future of the many, the foundations you 
laid, the innovations you developed, and the 
value you created. To ensure that your 
business is ﬁt for the future, these impacts must 
follow a “smart, green, caring” growth logic 
that combines technological, ecological and 
social criteria. For me, this is the next major 
step when it comes to holistic corporate 
responsibility that goes beyond the operational 
and technocratic routines of reporting. The 
RBI Sustainability Council is the place where 
responsibility and future viability are taken 
further and where the company’s legacy 
takes shape.”
“A good sustainability strategy includes 
comprehensive and transparent reporting on 
sustainability. 
There are many beneﬁts to high-quality 
sustainability reporting. Firstly and most 
obviously, it serves to inform all the company’s 
stakeholders. The various measures taken by 
RBI are of interest not only to investors, but 
also to the public as a whole. Secondly, studies
have found that there is a positive correlation 
between the quality of a company’s reporting 
and the quality of its sustainability strategy: 
Companies that act sustainably tend to report 
on their actions in a better quality. By the 
same token, exhaustive and informative 
sustainability reporting helps to improve and 
implement the individual measures that form 
part of a company’s – in this case, the bank’s 
– sustainability strategy. Moreover, various 
studies show that enterprise value increases 
not only because of sustainable business 
activity, but also as a result of good 
sustainability reporting. 
I am pleased that RBI is making its mark once 
again this year with an extremely informative 
sustainability report that goes far beyond the
minimum legal requirements and that illustrates 
the many and varied aspects of sustainability 
in detail.”
“There is no doubt that the importance of 
sustainability in business has been growing 
signiﬁcantly for many years and extending 
into more and more industries. While attention 
originally focused on agriculture followed by 
renewable energies, the wider public is 
increasingly also turning its eye to the ﬁnancial 
sector. The keywords are responsible banking 
and sustainable ﬁnance. These terms have 
quickly moved from the footnotes of various 
sustainability reports to the very heart of 
strategic product development, acting as a 
potential USP and – when harnessed smartly 
– a not inconsiderable proﬁt driver. What 
role is Raiffeisen playing in this process? “Our 
bank is not like the mushrooms and aquatic 
plants that shoot up overnight only to quickly 
die off; it is more like an oak, growing very 
slowly to begin with but becoming progressively 
stronger over time until it is ultimately capable 
of weathering every storm.’ In 1881, Friedrich 
Wilhelm Raiffeisen used these words when 
addressing the annual general meeting of 
Deutsche Landwirtschaftliche Generalbank, 
which he co-founded. In other words, 
sustainability is in our blood – at every level 
and in every line of business in our sector. 
Continuously developing this DNA and 
interpreting it for the present day is one of the 
core tasks of the Austrian Raiffeisen 
Association. And the RBI Sustainability is 
a key partner in achieving this!”
QUOTE

22
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The ten principles of the UN Global Compact, which we joined in 2010, represent fundamental guidelines for our 
business activities. Our internal rules and regulations, such as our Code of Conduct (CoC), build upon this international 
reference framework as well as other international principles. The CoC and other guidelines are particularly important 
when it comes to helping our employees to make the right decisions in the course of their day-to-day work.
Since 2013, we have used a dedicated tool as the central instrument for controlling and monitoring material sustainability 
performance. Building on the Global Reporting Initiative (GRI) and based on scientiﬁc data, this innovative software, 
“mona”, is used as an instrument for sustainability monitoring and reporting.
Impacts, risks and opportunities
As an internationally active banking group, we are faced with speciﬁc challenges in our efforts to realize our sustainability 
vision. These arise from the economic, social and environmental impacts of our business activities as well as from the 
external conditions within which we operate. We work within a global environment that is characterized by numerous 
economic, geopolitical and environmental risks.
The ﬁnancial sector itself has for years been confronted with many challenges and risks. In order to remain proﬁtable 
over the long term, these challenges call for a strong culture of risk management and sustainability. Compliance with 
appropriate due diligence processes is therefore of particular importance.
We intensively address RBI’s impacts on the economy, environment and society, and the risks and opportunities associated 
therewith. This includes the risks and opportunities for RBI and the risks and opportunities of RBI in respect of the economy, 
environment and society.
There is a separate sub-chapter in each of the “Responsible banker”, “Fair partner/Employees” and “Fair partner/
Inhouse ecology” chapters (see pages 46–48, 89, 118–119). 
Governance and Compliance
RBI places great value on responsible and transparent business management to strengthen and maintain the understanding 
and trust of its stakeholders. This is a prerequisite for the performance of our banking group. The traditional Raiffeisen 
values provide the basis for this (see page 15) as does the Code of Conduct (CoC), which is applied across the group. 
Generating added value for the long term is our primary strategic objective.
Corporate Governance
Corporate governance (CG) refers to the framework of rules and practices for managing and monitoring a company 
and is determined by legislators and owners. In short, it describes the principles of leading a company. The speciﬁc 
structure is the responsibility of the Management Board and the Supervisory Board. 
Management and inspection within a company that is aware of responsibility, is qualiﬁed, transparent and focused on 
the long-term increase in value are the goals of good corporate governance. Trust-based, efﬁcient cooperation between 
the various company bodies, protection of shareholder interests as well as open and transparent communication are 
central guidelines for us in the implementation of modern corporate governance. As a publicly listed company, RBI AG is 
committed to the principles of good and responsible company management as laid out in the Austrian Corporate 
Governance Codex (in the version of January 2015) and has pledged to comply with these principles. The compliance 
evaluation of the Corporate Governance Report according to § 243c of the Austrian Commercial Code (UGB) was 
carried out by KPMG Austria GmbH Wirtschaftsprüfungs- und Steuerberatungsgesellschaft for RBI AG. In their conclusive 
TCFD

23
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
report, they noted no cause for objections. For more information on the composition of the Management Board and the 
Supervisory Board, including its committees, please refer to the annual report of RBI.
Openness and transparency in communication with shareholders and interested members of the public is of great 
importance to RBI AG. We provide and regularly update information on the following subjects on the internet: Annual 
reports and interim reports, company presentations, telephone conferences via webcasts, ad-hoc communications, press 
releases, investor relations releases, share price information and data on shares, information for foreign investors, the 
ﬁnancial calendar with a large time lead for important dates, information on security transactions by the Management 
Board and the Supervisory Board (directors’ dealings), the articles of association of RBI AG, the Corporate Governance 
Report, estimates of analysts, an ordering service for written information as well as a sign-up option for automatic delivery of 
the “Investor Relations News” by email.
Code of Conduct
Our Code of Conduct forms the basis for our practices. Among other things, it is aimed at 
the avoidance of fraud, corruption, bribery, market abuses, money laundering and ﬁnancing 
of terrorism as well as the avoidance of any conﬂicts of interest, upholding ﬁnancial sanctions 
and securities regulations as well as compliance with data protection standards and other 
sensitive issues to the best of our knowledge and ability (see “Compliance” starting on page 
24 ). The CoC and its effectiveness are reviewed regularly and approved and published 
by the RBI Management Board following extensive consultation with various stakeholders 
taking into account the “ethical bank” concept. The CoC was revised minimally in January 
2020. As a main component of our corporate responsibility, it consciously goes beyond 
formal and legally ordained conduct and describes how we deal with customers, business 
partners and employees. It ensures compliance with international standards based on the 
values of collaboration, proactivity, learning and responsibility
The business model of RBI places people at its core. The Code of Conduct is a binding regulatory framework which is 
applicable Group-wide for all employees and can be found in the respective national language on all of the websites 
of RBI and the network banks. To ensure the necessary awareness, a mandatory e-learning campaign was initiated at 
RBI’s head ofﬁce in 2020 and will be rolled out to the entire Group in 2021. In addition, all persons acting for or providing 
services on behalf of RBI as well as all other business partners are expected to apply rules and standards that are 
identical or comparable to those set out in the Code. In 2020, a tailored document for suppliers was created on the 
basis of the Code of Conduct, setting out the expectations arising from the contractual relationship. The ﬁnal roll-out will 
take place in 2021. The Code is based on the fundamental Raiffeisen values and is oriented towards the speciﬁc 
requirements of everyday business at home and abroad. This includes observing laws supporting the ﬁght against money 
laundering and terrorism, implementing ﬁnancial sanctions, prohibiting fraud, corruption and bribery and other forms of 
critical business practices, including respect for the fundamental rights of employees as well as environmental legislation 
to the best of our knowledge and ability. Position statements on customer relationships, lending and RBI’s own investments 
in certain sectors (e.g. military equipment and technology, gambling, thermal coal and nuclear power) are also 
communicated proactively. These are forwarded to Compliance for a further evaluation to ensure that risks of this nature 
are managed adequately, reduced or avoided. The economic sectors to be addressed by policy-making are regularly 
evaluated and analyzed. Our processes and controls are aimed at identifying potential reputational risks resulting from 
such companies and policies in good time and revising them regularly in the event of changes in our risk appetite in 
particular. RBI has reinforced its position with regard to both military equipment and technology and thermal coal and 
has begun gradually reducing its existing business in these areas.
The Management Board of RBI AG has the ultimate responsibility for the CoC; the Chair is also the highest authority on 
issues of sustainability. Operational responsibility for implementing the CoC in all global group units lies with the respective 
competent management bodies. The division head responsible for compliance is tasked with coordinating the activities 
in connection with the CoC. This person is also responsible for all issues relating to compliance with selected legal 
requirements. In addition, all members of management are responsible for ensuring compliance with the CoC in their 
own areas of responsibility.
Find more at:
www.rbin-
ternational.
com/Investor 
Relations/
Corporate-
Governance/
TCFD

24
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
All employees are obliged to report serious violations of the CoC, such as market abuse, fraud, theft, embezzlement, 
bribery or corruption. RBI uses a software solution from an external ser vice provider that enables anonymous electronic 
reporting and proactive communication to employees in various formats. Above and beyond this solution, there are 
other channels for reporting breaches of the Code of Conduct (e.g. telephone, email). All reports are processed in 
accordance with RBI’s standard internal compliance investigation mechanism. All reports are treated as conﬁdential.
Appropriate disciplinary action is carried out in accordance with group regulations, up to and including dismissal. We 
constantly analyze our rules and regulations in order to minimize the risks for the future as far as possible. 36 whistleblowing 
reports were received in 2020. 179 cases of breaches of the Code of Conduct were identiﬁed. All reports and cases 
were adequately followed up and the necessary consequences taken.
Human rights violations may generate illicit proﬁt, support slavery and human trafﬁcking, promote the continuation of 
poor working conditions, and lead to other abuses. RBI strives to further improve the implemented controls concerning 
ﬁnanced projects and corporate customers as well as existing and potential suppliers. RBI also does not directly or 
indirectly ﬁnance any businesses, projects or parties in which human rights violations are discernible. Our employees have 
been instructed to take information on forced or child labor into account and, in case of doubt, to involve Compliance.
RBI is one of the signatory companies of the UN Global Compact (UNGC) and is therefore committed to proactively 
and consistently complying with the ten UNGC principles of responsible business. These principles include the core 
areas of human rights, labor standards, environmental protection and combating corruption. The concomitant attitude of 
global responsibility is expected of all employees and managers as well as of partners and suppliers (see also page 17).
Compliance
RBI places great value on compliance with relevant regulations. We do not tolerate any form of corruption, tax evasion, 
money laundering, ﬁnancing of terrorism, evasion of sanctions, fraud or market abuse and work actively against such 
activities. A prerequisite in our business and operational practices is the fair, ethical and legally compliant behavior of 
all members of our staff. Mechanisms for complying with laws as well as internal or external codes of conduct are 
established in all countries in which RBI operates through our CoC and clear, detailed regulations contained in the 
Compliance Policies, which are continuously adapted and improved in response to the latest regulatory requirements 
and global challenges. Compliance is monitored by way of a questionnaire that employees are required to complete 
annually. In addition, there are regular internal reports (ad hoc, quarterly, annually) discussing various aspects of the 
implementation of compliance guidelines and processes as well as data and statistics. The compliance area has an 
important managing and checking function in our company, particularly in the context of the development of group 
standards and their implementation. The Head of Compliance regularly reports directly to the Management Board and 
Supervisory Board on compliance matters. As part of the business efforts to ensure RBI’s competitiveness, Compliance 
has also taken measures to continuously improve efﬁciency and effectiveness (e.g. organizational changes, digitalization, 
machine learning, improved data analysis, introduction of agile methodology).
All new RBI employees must complete training courses on the topic of compliance. In particular, these cover aspects of 
preventing economic crime (especially combating money laundering and the ﬁnancing of terrorism, international sanctions 
and embargoes, and corruption and fraud prevention), market abuse and conﬂicts of interest as well as appropriate 
measures and rules concerning internal reporting obligations. Deﬁned groups of employees must also attend refresher 
courses on a regular basis. In addition, there are numerous special training classes for management staff and those sectors 
where there are particular aspects of compliance involved. The terms of the CoC apply worldwide, for all employees.
A multi-channel campaign to improve awareness of compliance matters at RBI began in 2020.

25
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The following table shows the number of anti-corruption training sessions held in the respective ﬁnancial year,
broken down by employee category and region in both absolute and percentage terms.
Measures and activities in the area of corruption prevention are guided by the principles of the Austrian criminal code, 
the UK Bribery Act and the US Foreign Corruption Practices Act in the current applicable version. These include the 
obligation of the management staff of all units of RBI to shape a corporate culture in which each and every form of fraud 
is unacceptable. Assessment and evaluation of the risk of fraud takes place periodically and is documented accordingly. 
Persons who provide services for us are subject to due diligence. The relevant procedures for avoiding economic crime 
are communicated clearly and put into practice effectively. This also applies for intermediaries.
Monitoring and reviewing these procedures takes place on a regular basis. The group’s internal Bribery and Anti-C
orruption (“ABC”) framework was revised in 2015 and is now even more strongly based on risk and prevention. To 
ensure the greatest possible level of plausibility with regard to invitations and gifts, relevant cost refunds have only been 
approved by Accounting since 2017 upon presentation of a compliance statement. In addition, not only customers but 
also suppliers and business partners are assessed in terms of integrity and reputation. The relevant data from these 
assessments is also published in the course of the MiFID II Inducement Register.
Our comprehensive anti-bribery and corruption framework is based on the following principles: proportionate, process-
based annual risk assessment and scenario analysis; commitment of the Management Board; a rigorous disclosure 
regime for gifts, invitations, secondary employment, company participations and sponsoring; a continuous communication 
and training program including candidate testing; monitoring and review of company conduct (concentration risks,
 accounting checks to avoid reimbursements without Compliance approval).
One case of passive corruption was identiﬁed at RBI in 2020, resulting in the termination of the contractual relationship 
with a customer. 
Money laundering is the act of concealing the existence, origin, movement, intended purpose or use of illegally obtained 
assets or funds in order to make them appear legitimate. This system typically involves three stages: the placement of 
funds in a ﬁnancial system, the stratiﬁcation of transactions in order to conceal the origin, ownership and location of the 
funds, and the integration of the funds into society in the form of investments that appear legitimate. We recognize that 
money laundering undermines conﬁdence in the ﬁnancial system.
Based on our mission of becoming the most recommended ﬁnancial service provider in CEE, we are committed to 
combating money laundering by complying with all the applicable legislation on money laundering as well as international 
best practice standards, such as the recommendations of the Financial Action Task Force (FATF), in all countries and 
areas of responsibility in which we are active. In order to design the statutory preventive mechanisms in a targeted manner, 
RBI*
RBI AG
2020
2019
Change over 
previous year
2018
2020
2019
Anti-corruption training courses according to employee categories
Board
57
43
33 %
36
1
1
B-1 (second level of management)
387
304
27 %
287
35
20
B-2 (third level of management)
1,211
800
51 %
827
122
67
Other managers
1,971
1,788
10 %
2,125
73
21
Other employees
29,358
24,870
18 %
29,273
2,651
1,496
Board
60 %
45 %
15 PP
38 %
17 %
14 %
B-1 (second level of management)
70 %
54 %
16 PP
52 %
73 %
41 %
B-2 (third level of management)
74 %
49 %
25 PP
52 %
74 %
44 %
Other managers
67 %
57 %
10 PP
63 %
81 %
18 %
Other employees
77 %
62 %
15 PP
73 %
91 %
54 %
by region
Central Europe
8,564
4,059
111 %
4,250
Southeastern Europe
9,970
9,831
1 %
11,424
Eastern Europe
11,003
11,883
-7 %
13,508
Austria
3,447
2,032
70 %
3,366
2,882
1,605
Central Europe
100 %
45 %
55 PP
48 %
Southeastern Europe
72 %
70 %
2 PP
81 %
Eastern Europe
65 %
66 %
-1 PP
73 %
Austria
80 %
47 %
33 PP
83 %
89 %
52 %
 * The values include the gures from the companies listed in the Overview chapter (reporting limits and data collection, page 11, rst paragraph).

26
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
RBI supports legal initiatives wholeheartedly and has co-initiated and been regularly involved in a number of working 
groups in Austria (e.g. Compliance Package, Transaction Monitoring), as well as participating in several initiatives at a 
European level.
This commitment is made fully transparent in RBI’s anti-money laundering (AML) declaration and our adjusted risk 
appetite with respect to offshore customers and customers with high reputational risk, as well as our relationships with 
correspondence banks.
RBI has created a comprehensive AML framework in order to ensure that AML risks are properly identiﬁed, evaluated 
and reduced appropriately. Our AML framework provides orientation for all employees and group units and obliges 
them to conduct transactions in accordance with the applicable laws and regulations. Among other things, it is based on 
the following components:
•฀Appointment฀of฀an฀anti-money฀laundering฀officer
•฀฀Risk฀identification฀and฀classification฀with฀regard฀to฀customers฀and฀products฀as฀well฀as฀risk-based฀due฀diligence฀ 
obligations
•฀฀Systematic,฀continuous฀due฀diligence฀obligations฀with฀regard฀to฀customers฀(incl.฀politically฀exposed฀persons฀and฀ 
identiﬁcation of economic owners)
•฀Role-based฀training฀and฀awareness฀programs฀(classroom-based,฀e-learning,฀micro-learning)
•฀Customer฀data,฀transaction฀and฀account฀monitoring฀incl.฀coherence฀screening
•฀Reporting฀on฀suspicious฀activities
In addition, we continuously evaluate the effectiveness of our AML framework and the technologies used and update 
them as required in order to take into account changes in the environment (e.g. undesirable media screening, technological 
company dissolution, artiﬁcial intelligence, correspondent bank risk scoring). This is supported by functions such as Internal 
Audit/Group Audit and internal control systems. Employees are provided with corresponding training and development 
programs.
RBI participates in and uses the Know Your Customer (KYC) information exchange platform SWIFT KYC Registry, which 
aims to improve transparency through the simple and centralized exchange of KYC information. Because the ﬁght 
against money laundering is a continuously evolving process, we recognize the importance of constant diligence and 
the capabilities of our employees and our banking group and are committed to keeping pace with the increasingly 
complex techniques used by criminals. As well as adopting a clear focus on compliance with laws and regulations, we 
concentrate on operational efﬁciency and effectiveness – a statement that is underlined by the Management Board’s 
commitment to make further investments in RBI compliance.
RBI is committed to rigorously combating tax evasion and tax avoidance. In case of doubt, it obtains the necessary 
declarations, conﬁrmations from authorities, and tax records. Along with the heightened know your customer and due 
diligence obligations that are already in place, RBI has deﬁned additional requirements for companies domiciled in 
offshore territories and takes particular care to ensure that transactions are legitimate. In these cases, the nature and 
purpose of the business relationship with RBI and the source of funds of the respective companies are examined in greater 
detail. This involves a focus on the transparency of the business model, the legal and economic connections with operating 
onshore companies, and special veriﬁcation mechanisms for payment transactions, assets and collateral. The ownership 
structure of high-risk customers is also examined extremely precisely and must be conﬁrmed by credible external documents.
RBI has taken extensive Group-wide precautions and implemented IT-based veriﬁcation processes to ensure that all 
banking transactions are consistent with EU sanctions and that applicable UK and US sanctions are taken into account. 
RBI complies with the highest standards and comprehensively meets its obligations with regard to international ﬁnancial 
sanctions and trade restrictions.

27
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Discussions on the topic of better identiﬁcation of all sectors exposed to economic crime are usually carried out at Board 
level, or with the second level of management, and ensure appropriate awareness. The necessary measures and on-
going efforts to provide in-depth training are implemented with the support of local Compliance departments or the 
Financial Crime Management departments. These also play a key role in avoiding corruption and in anti-corruption 
checks as well as in business activities in sensitive areas. Financial contributions or contributions in kind to political 
parties, politicians or related institutions are given only in accordance with strict rules and with the approval of RBI AG 
Management Board. Clear regulations in this regard are enshrined in the Code of Conduct and are monitored by 
Compliance. Sponsoring, (ﬁnancial) support and contributions are also given only to recognized private organizations 
with impeccable reputations.
RBI has a well-established internal control system that entails documented controls and requirements in internal governance 
documents to enable transparency in roles and responsibilities, periodic validation of the adequacy and efﬁciency of 
the controls in place for managing the underlying risks and periodic assessment of the controls by means of various forms 
of tests to measure its effectiveness. The reporting procedures in the form of directives for strategically important topics are
a central element and the basis for an effective internal control system. These directives constitute our “company law”. 
They include the assignment of approval authority for group and company directives as well as department-speciﬁc 
directives and directives on separation, process descriptions for the creation, quality inspection, approval, publication, 
implementation and monitoring of directives as well as regulations for their revision and repeal.
The management of the respective group units is responsible for implementation of the directives. The “Conﬁrmation of 
Compliance” process is carried out each year. As part of this process, 66 group units must conﬁrm that they have followed 
the relevant policies. If this cannot be entirely conﬁrmed for individual units, these units must create a roadmap of how the 
gaps will be closed. Monitoring compliance with these group regulations takes place within the framework of audits by 
the group and local audit departments.
All cases that are classiﬁed as operational risks, in particular penalties and legal actions, are monitored and controlled 
on a Group-wide basis within the scope of the operational risk management by the Operational Risk Controlling team 
as part of integrated risk management. Within the OpRisk strategy, scenarios and plans of action are analyzed and early 
warning indicators developed together with the OpRisk managers. Cases with overlapping effects/causes are treated 
exclusively in the results and allocated to the main driver.
With regard to non-compliance with laws and provisions in the social and economic sphere, RBI classiﬁed three cases 
totaling around € 500,000 as relevant in 2020. The signiﬁcance threshold was deﬁned at € 100,000, as this forms part 
of the OpRisk strategy and the risk appetite framework. Two of the cases relate to ﬁnes imposed by the Hungarian 
supervisory authority in connection with extensive reviews of banking processes. A ﬁne of around € 270,000 was 
imposed on RBI’s branch in Poland in connection with the winding-up of the Swiss franc portfolio. Further investigations 
into this matter are still ongoing. This indicator does not include penalties for late payment of taxes. 
Lobbying
Lobbying is deﬁned as the deployment of suitable people within the company or independent companies to inﬂuence 
public decision-making processes for the purpose of safeguarding or enforcing speciﬁc interests in respect of the public 
sector. We basically consider this to be advisable and legitimate in the process of democratic decision-making and in 
matters of the execution of state regulations.
This activity is subject to high standards of transparency, both for specialized lobbying companies and for companies 
that use their own employees – known as corporate lobbyists – for lobbying activities. All members of RBI are required 
to register lobbyists who are active for them in the national lobbying register. At RBI, lobbying work is carried out via 
RBI AG as well as the Fachverband der Raiffeisenbanken (Association of Raiffeisen Banks, part of the Austrian Economic 
Chambers [WKO]). Accordingly, RBI AG is registered in the Austrian lobbying register.

28
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
At EU level, RBI AG is registered in the transparency register of the European Commission and the European Parliament. 
This involves observing activities by EU institutions with regard to possible impacts on the Raiffeisen Banking Group 
(RBG), creation of networks and shared interest coalitions and speciﬁc research and preparation of information on EU 
initiatives and measures in the area of ﬁnancial services that are of relevance to us (e.g. deposit insurance fees, corporate 
governance). Since being included in the register, RBI AG is bound to comply with the code of conduct of the institutions 
(European Commission/European Parliament). Our position statements concerning consultations of the European 
Commission can be found on the Commission website. At national level, our position enters into joint position statements 
by the Austrian Economic Chambers, banking and insurance section. (Membership of the Austrian Economic Chambers 
is mandatory.)
Corporate lobbyists of RBI are obliged to observe the following points in their contact with ofﬁcials: They are committed 
to the truth, and any information that they provide must be – to the best of their knowledge – undistorted, complete, up to 
date and not misleading. They ensure that ofﬁcials know who they actually are, that they work for RBI, and declare that 
they are entered in the lobbying register.
All lobbyists who work for RBI obtain information exclusively by fair means and make decisions in a fair way. They 
inform themselves about the restrictions on activities and rules on incompatibility that apply to ofﬁce holders and comply 
with these restrictions and rules. They do not tempt ofﬁce holders to infringe the applicable rules and standards of behavior 
and never exert unfair or inappropriate pressure on ofﬁce holders. Clear rules are deﬁned in our Compliance Policies as 
well as the “Code of Conduct according to Article 7 of the Lobbying Act”.
The Management Board of RBI AG is solely authorized to approve contributions to political parties, election committees, 
party-afﬁliated organizations and political ﬁgures (politicians, candidates) for all of RBI, and such contributions are 
permitted only if the following conditions are fulﬁlled:
•฀The฀contribution฀does฀not฀violate฀any฀statutory฀regulations.
•฀The฀contribution฀is฀within฀the฀customary฀extent฀of฀the฀respective฀country.
•฀The฀contribution฀is฀not฀apt฀to฀have฀any฀improper฀impact.
Such payments must be handled transparently, involving RBI Group Compliance. The transparency provisions regarding 
party ﬁnancing and lobbying that have been in place since January 1, 2013 must be complied with and are implemented 
in the Group Executive Ofﬁce of RBI AG. In 2020, RBI again did not make any ﬁnancial contributions in kind to any 
politicians or parties.
Find more at: 
www.rbin-
ternational.
com/en/
investors/
corporate-
governance

29
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Material topics
We pursue two approaches in the further development of our sustainability strategy and the deﬁnition of reporting 
content and focal points: On the one hand, we want to know what standards we must meet in order to enjoy long-term 
success. On the other hand, it is important to us as an internationally active banking group to know what our stakeholders 
expect of us. Accordingly, we make use of a multi-stage materiality analysis that includes our stakeholders, in order to 
identify the areas of activity and key sustainability aspects.
Since the publication of the fourth generation of the Global Reporting Initiative (GRI G4) and the GRI Standards, the 
principle of materiality has been placed at the center of reporting. In this way, the GRI emphasizes even more strongly 
than before that sustainability reports should be focused on the material topics of sustainability. The process of identifying 
and prioritizing the relevant topics and aspects must also be systematic and well documented.
Materiality analysis 
Identiﬁcation of relevant topics
The selection of material topics takes into account internationally recognized criteria and sustainability standards, such 
as those created by the GRI, the United Nations Global Compact or ISO 26000 and current laws and regulations (for 
details see paragraph 1.b. on page 30). In addition, we consider feedback about the Sustainability Reports and evaluate 
dialogs with individual stakeholders, such as within the framework of the annual Stakeholder Council and other 
communication forums, such as focus groups.
The materiality analysis process
Identiﬁcation and evaluation of key topics
Stakeholder dialogs, analysis of international standards and 
guidelines and regulations such as EU 2019/2088 Disclosure
Regulation, EU 2020/852 Taxonomy Regulation, GRI, ISO 
26000, PACTA, TCFD, SASB, UNEP FI Principles for
Responsible Banking, United Nations Global Compact, and
evaluation of studies or current rating requirements
Internal standards and requirements, such as the Code of
Conduct, Compliance Manual, Sustainability Guiding
Principles including action areas
Analysis and prioritization
Review and assessment by our stakeholders: Stakeholder
online surveys, assessments in the course of stakeholder
dialogs, focus groups, discussions with experts, evaluations
by experts
Review and assessment by internal committees and 
Group Sustainability Management in RBI AG
Validation
Validation of the prioritization of key aspects and GRI
performance indicators by an external auditor
Implementation
Integration of the results and insights in the sustainability
strategy and management, monitoring and reporting

30
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Direct feedback in the form of surveys and workshops as well as evaluations of discussions held with individual stakeholder 
groups, including customers, employees, rating agencies, non-governmental organizations and sustainability experts, 
as well as the deﬁned focal points of the company strategy, also served as important sources for RBI and its Sustainability 
Ofﬁcers in identifying key topics.
The process for identifying topics is based on the question of whether the given topics inﬂuence company activities now 
or in the future and whether RBI is in a position to inﬂuence them directly or indirectly.
Prioritization of the sustainability aspects and materiality analysis
As in the past, RBI applied a multi-stage approach in the new materiality analysis published in this Report in order to be 
able to better evaluate and subsequently prioritize the material topics and areas of activity.
A detailed analysis of the topics identiﬁed as material in the past was conducted in 2020 (details can be found in the 
Sustainability Reports for 2017, 2018, and 2019). The aim was to establish whether these topics are still material for RBI 
and whether there are additional topics requiring classiﬁcation as material based on current circumstances.
1. The analysis was performed in a multi-stage process:
 a. The topics identiﬁed as material for RBI in the past were recorded in a grid:
•฀Employee฀concerns
•฀Inhouse฀ecology฀and฀supply฀chain
•฀Commitment฀to฀society฀and฀the฀environment
•฀Sustainability฀in฀the฀core฀business
•฀Economic฀added฀value
•฀Organizational฀management
•฀Regulations฀and฀controll
•฀Transparency฀and฀disclosure
 b.  They were then analyzed in detail with regard to their current relevance, taking into account a wide range of  
current standards, policies and regulations. In particular, these include EU 2019/2088 Disclosure Regulation, EU 
2020/852 Taxonomy Regulation, the Paris Agreement Capital Transition Assessment (PACTA), GRI, ISO 26000, 
SASB, the Task Force on Climate-related Financial Disclosures (TCFD), and the UNEP FI Principles for Responsible 
Banking. The requirements of the rating agencies were also taken into account and a comparison was made with 
other ﬁnancial institutions. 
 
The contents of the documents analyzed were broken down into the most important topics and allocated to the  
material topics.
 c. Next, the number of times a given topic occurred with given content was counted and a ranking was performed.
 d.  Finally, the results were examined in order to identify any topics that are sufﬁciently relevant to be classiﬁed as a 
material topic in their own right rather than as a subordinate topic. Two new topics were identiﬁed as material:
•฀Stakeholder฀engagement
•฀Risk฀management
2.  The current materiality matrix was created on the basis of the results of the online stakeholder materiality survey  
conducted in fall 2020.
3.  In the “Material topics” table (see page 36), we present how the topics we identiﬁed as material are related to the 
associated key GRI topics.

31
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
4.  Validation of the material aspects, including GRI compliance, was carried out by an external expert who has international 
experience as an auditor of sustainability reports produced by ﬁnancial service providers. This expert examined the 
identiﬁed prioritization of topics and performance indicators.
5.  A workshop was held in December 2017 with around 20 external and RBI-internal participants with the appropriate 
professional expertise and chaired by external experts, in order to arrive at an expert-based weighting and determination 
of the impacts of RBI’s business activities on the economy, environment and society. The impacts on the material topics 
were identiﬁed in two discussion groups. All workshop participants then anonymously assessed the material topics, 
and particularly the extent of the impacts thereof. The results were then ranked and subjected to critical review. 
 
In early 2021, an online survey of experts was conducted on the impact of the material topics of stakeholder  
engagement and risk management that were newly identiﬁed for 2020.
Stakeholder online survey
In September and October 2020, around 4,000 stakeholders were invited to participate in an online survey on 
sustainability at RBI. A total of 706 stakeholders took part in the survey, corresponding to a return rate of 17.6 per cent.
The stakeholders were asked to evaluate the topics identiﬁed by us (see point 1.a. on page 30). We also established 
which topics are material with regard to our stakeholders’ core business. For both groups of topics, the participants were 
asked to assess the relevance of the topics to them, i.e. the extent to which they have a signiﬁcant inﬂuence on their 
evaluations and decisions with regard to RBI.
The survey recipients included employees from RBI AG, the Austrian subsidiaries and 13 network banks. As the owners, 
the Raiffeisen regional banks were also included as internal stakeholders. The following groups of external stakeholders 
were surveyed: customers, business partners, NGOs and NPOs, the capital markets (including investors and rating 
agencies), education and research, politics and administration, media and special interest groups.
We consider the survey to be representative in terms of evaluating and assessing materiality and deriving measures for 
the future.
We deliberately prepared the adapted materiality matrix separately for internal and external stakeholders. We refrained 
from calculating an overall score, as each weighting involves the potential for distortion. The materiality matrices illustrate 
the signiﬁcant economic, ecological and social impacts of RBI (x axis) and the evaluation of the topics by the internal 
and external stakeholders (y axis).
The results of the materiality survey show what our Sustainability Management needs to focus on in the future. Our 
sustainability program has been modiﬁed accordingly.

32
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Materiality matrix – main topics (from the point of view of internal stakeholders)
Materiality matrix – main topics (from the point of view of external stakeholders)
Relevance for internal stakeholders 
(including with regard to evaluations and decisions by the stakeholders)
Impact of RBI
3
4
5
6
7
8
9
10
10
9
8
7
6
Sustainability in 
the core business
Employee concerns
Stakeholder engagement
Commitment 
to society and 
the environment
Economic 
added value
Organizational management
Transparency and disclosure
Regulations and control
Inhouse ecology 
und supply chain
Risk management
Relevance for external stakeholders 
(including with regard to evaluations and decisions by the stakeholders)
Impact of RBI
3
4
5
6
7
8
9
10
10
9
8
7
6
Sustainability in 
the core business
Employee concerns
Stakeholder 
engagement
Commitment 
to society and 
the environment
Economic 
added value
Organizational management
Transparency and disclosure
Regulations and control
Inhouse ecology 
und supply chain
Risik management

33
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The following bar chart shows which topics RBI’s stakeholders consider to be material for RBI in terms of core business. 
The perspective of internal and external stakeholders is shown separately and a weighted overall presentation is 
deliberately omitted.
Materiality chart of sustainability in the core business
1 
2 
3 
4 
5 
6 
7 
8 
9 
10
Financial inclusion
n  Internal Stakeholders        n  External Stakeholders
Digitization
Data protection
Human rights
Resource efﬁciency
Climate protection
Promotion of social infrastructure
Biodiversity
Other topics
Education loans
Diversity
(Stakeholder Online Survey 2020, Internal stakeholders: n=526, External stakeholders: n=178)

34
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Anonymous feedback and suggestions from stakeholders as part of the 2020 online survey
“Presentation of RBI’s exposure 
broken down into particularly positive and negative 
industries and sectors, clear objective of discontinuing investments in 
unsustainable industries and sectors (e.g. fossil fuels) in the medium term, 
expansion of climate targets to include core business (impact
assessment incl. calculation of stranded assets), etc.”
“I believe RBI is making extremely good progress 
as a group when it comes to sustainability and that
it is taking the matter very seriously. If we address all 
the topics referenced in this survey and give them 
the attention they deserve, I have no doubt that 
we can play a leading role in this area.”
“I would suggest that we organize digital 
conferences for our network banks on speciﬁc topics
relating to sustainability management so that we can share
our experience, best practices, etc. This would promote 
ideas and improve cooperation in this area.”
“It is important that we maintain a healthy balance 
between working from home and ofﬁce-based
work in the future. Social contact and teamwork are essential 
for the RBI Group’s corporate culture, its creativity, 
and hence  its innovative strength.”
“Please continue with the well-founded 
and well-structured sustainability work. Sustainability can
also be viewed as a form of risk prevention, especially at a 
time when we are facing multiple crisis areas.”
“A strong drive to support and ﬁnance 
methods of production that reduce CO2 and 
methane, and strong efforts to prevent soil sealing 
or promote the recovery of sealed surfaces. 
One example is real estate projects with 
a high proportion of green space.”

35
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainable Development Goals
In order to help ﬁnd solutions for global challenges, 
promote human welfare and protect the environment, the 
international community of states making up the UN adopted 
“Agenda 2030” in September 2015 in the interests of 
sustainable development. At its core are 17 goals for 
sustainable development – the Sustainable Development 
Goals (SDGs) and their 169 sub-goals. The SDGs 
encompass social and economic development as well as 
environmental sustainability. They also address aspects such 
as peace and security, justice and global partnerships, all 
of which are of great importance for sustainable development. 
The SDGs are globally applicable. In other words, all 193 
UN member states, including Austria, are called upon to 
contribute to achieving the goals according to their means. 
Incentives should also be established to encourage non-state 
actors to increasingly make active contributions to sustainable 
development.
As an international banking group, we consider ourselves obliged to support these important international initiatives within 
the scope of our sustainability agenda. Our focus is on those SDGs that are most material and relevant to our business 
activities and that best complement our sustainability strategy.
To make this possible, we worked with an external consulting company in 2017 to create a structured process to identify 
the SDGs that are most material to our business. In 2020, experts from Risk Management examined which other SDGs 
could be potentially relevant for RBI from a risk perspective or are already being taken into account. A further three 
SDGs (SDG 3, SDG 10 and SDG 15) were identiﬁed.
The most important SDGs for RBI
The 11 SDGs listed below are the ones that RBI has identiﬁed as being particularly relevant – both for the Group as a 
whole and for the core business. These SDGs are already given priority and this will continue over the coming years. 
They directly expand upon the aspects and topics that have already been identiﬁed as material.
The topics and aspects addressed in this Report that have SDG relevance are specially indicated.
The eleven most important SDGs for RBI are:
•฀SDG฀1:฀End฀all฀poverty฀in฀all฀its฀forms฀everywhere.
•฀฀SDG฀3:฀Ensure฀healthy฀lives฀and฀promote฀well-being฀
for all at all ages.
•฀฀SDG฀4:฀Ensure฀inclusive฀and฀equitable฀quality฀ 
education and lifelong learning opportunities for all.
•฀฀SDG฀5:฀Achieve฀gender฀equality฀and฀empower฀all฀
women and girls.
•฀SDG฀7:฀Ensure฀access฀to฀affordable,฀reliable,฀sustainable฀and฀modern฀energy฀for฀all.
•฀฀SDG฀8:฀Promote฀sustained,฀inclusive฀and฀sustainable฀economic฀growth฀and฀productive฀full฀employment฀and฀decent฀
work for all.
•฀SDG฀9:฀Build฀resilient฀infrastructure,฀promote฀inclusive฀and฀sustainable฀industrialization฀and฀foster฀innovation.
ENGAGED CITIZEN
Environmentally
friendly society
Active civil 
society and 
public interest
Sustainable
entrepreneurship
FAIR PARTNER
y
g
olo
c
e e
s
u
o
h
nI
Employees and
stakeholders 
Fair business
and operating
practices
ENVIRONMENT
Ecological product 
responsibility
RESPONSIBLE BANKER
SOCIETY
Social product
 responsibility
ECONOMY
Added value
We 
create 
sustainable 
value
13
13
13
16
16
16
7
7
7
8
8
8
8
8
8
5
5
5
4
4
4
9
9
9
1
1
1
1
3
3
10
10
10
10
15
15
1
3

36
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
•฀SDG฀10:฀Reduce฀inequality฀within฀and฀among฀countries.
•฀SDG 13: Take urgent action to combat climate change and its impacts.
•฀฀SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat 
desertiﬁcation, halt and reverse land degradation and halt biodiversity loss.
•฀฀SDG 16: Promote peaceful and inclusive societies in order to foster sustainable development, provide access to justice 
for all and build effective, accountable and inclusive institutions at all levels.
The following table shows the relationship between the topics we have identiﬁed as material, the areas of responsibility 
(responsible banker, fair partner, engaged citizen), the GRI standards, the SDGs, and the concerns in line with the Austrian 
Sustainability and Diversity Improvement Act (NaDiVeG).
Material topics
Areas of responsibility
Material topics
GRI standards
Material topics
”Top“ Sustainable 
Development Goals
NaDiVeG 
matters
Responsible banker
Engagement to society
and the environment
Human rights assessment
Organizational management
Active Ownership
Marketing and labeling
Product portfolio
Economic added value
Economic performance
Indirect economic impacts
Product portfolio
Sustainability in the core 
business
Product portfolio
Regulations and control
Fighting corruption
Protection of customer data
Labeling of products
Socio-economical Compliance
Anti-competitive behavior
Risk management
Product portfolio
Audit
Stakeholder engagement
Active ownership
Product portfolio
Transparency and disclosures
Public policy

37
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Fair partner
employees
Employee concerns
Training and development
Employment
Freedom of association and right to 
collective agreement negotiations
Diversity and equal opportunity
Risk management
Occupational health and safety
Diskriminierungsfreiheit
Stakeholder engagement
Product portfolio
Fair partner
Inhouse ecology
Inhouse ecology and 
supply chain
Water and waste water
Emissions, energy
Materials, water and waste water
Stakehold engagement
Product portfolio
Engaged citizen
Engagement to society
and the environment
Marketing and labeling
Economic performance
Stakeholder engagement
Product portfolio
SDGs
Reduced 
inequalities
Life 
on land
Good health 
and well-being
No
poverty
Industry, innovation 
and infrastructure
High quality 
education
Climate 
action
Gender
Equality
Peace, justice and 
strong institutions
Affordable and 
clean energy
Decent Work and 
Economic Growth
NaDiVeG matters
Combat corruption 
and bribery
Respect for 
human rights
Environmental 
matters
Employee 
matters
Social 
matters

38
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Stakeholder inclusion
Our business activities affect the interests of many stakeholder groups and people in different countries. We also recognize 
that we are only able to run our company sustainably if we engage in frank and constructive dialog with our stakeholder 
groups and seek out and ﬁnd common solutions, even on controversial topics. Involving our stakeholders is therefore one 
of the core action areas of the sustainability strategy and a central element of our sustainability management.
We identify and assess relevant and sensitive issues through regular dialog with stakeholders. In various forms of 
communication with our stakeholder groups, we evaluate the relevance of sustainability topics. In our sustainability 
committees, we consider the results of the stakeholder dialogs, including controversial themes, and based on what we 
have learned, we develop concrete objectives and measures for further development of our sustainability management.
Our stakeholders
RBI deﬁnes its stakeholders as those people or groups of people that have a legitimate interest in the company through 
their direct or indirect business activities. Stakeholders are therefore primarily employees, customers, owners, subsidiaries 
and equity participations as well as business partners. There are also several other stakeholder groups with regular 
mutual relations.
Stakeholder universe of RBI
Owners
Employees
Network
banks and
other equity
participations
Suppliers
Small and medium-
sized enterprises
Private customers
Corporate customers
Customers
Private investors
Institutional
investors
RBI
investors
Auditors
Consultants
Business
partners
Sustainability
rating agencies
Conventional
rating agencies
Rating
agencies
Analysts
Stock
exchanges
Shareholder representatives
Capital
market
Employer
and employee
representatives
European Association
of Co-operative Banks
Interest
groups
Environment
Social
Economy
NGOs
and
NPOs
Competitors
Education
and
research
Universities and
polytechnics
Other
educational institutions
Non-university
research institutions
Specialist media
Mains tream media
Media
Public policy
and
administration
Civil
society
National-
banks
Regulatory
authorities
ECB
Supervisory
authorities
EIB
EBRD
IFC
Supranational
organizations
MIGA

39
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Our stakeholder approach as a fair partner
RBI is a fair business and dialog partner to all stakeholders. In this role, we interact in an open and respectful manner with 
employees, customers, business partners, shareholders and other stakeholder groups. Transparency, i.e. the disclosure of 
measurable objectives and the reporting of measures taken and the success in meeting their targets, is our overarching 
central guiding principle.
We foster and promote constructive exchange with our stakeholders. We also endeavor to recognize the needs of our 
most important stakeholders, and to act within the scope of our powers.
RBI places great value on fair business and operational practices. This includes fairness and transparency towards 
employees, customers and shareholders. Just as important to us is exemplary conduct within our sphere of inﬂuence. In 
our internal regulations, we have clearly stated that in our pursuit of proﬁt, there must be no violations of law or of the 
Code itself. We forgo business that can take place only through such practices.
The rules of fair competition clearly apply to RBI. We feel obliged to offer an outstanding service culture in which we 
strive to exceed the expectations of our customers wherever possible. We ensure that recommendations are given in an 
honest and fair manner and that customers are adequately informed about the risks. False or misleading advertising is 
something we feel is unacceptable. RBI stands for transparent disclosure and responsible marketing. Our reporting on 
business activities and sustainability is conducted transparently and comprehensively, based upon recognized and 
authorized international standards (such as the Global Reporting Initiative). As such, our communication with stakeholders 
goes beyond the statutory requirements.
At a time when banking is more than ever a matter of trust, the reception that our customers have given us shows that our 
fair approach is the correct one. This trust is based on our deep roots in the countries and our relationships with their people, 
and also on the efforts made by our employees every day to deepen this trust. We share a common goal with our 
customers: success. We have internalized this company principle and put it into practice every day, such as in the way 
we actively offer our customers tailored, personalized solutions based upon their requirements.
Our employees are our most important asset and the key to the success of RBI. Numbering almost 45,000, our employees 
represent the largest stakeholder group in terms of numbers, right after our 17.2 million customers. We encourage them, 
but we also demand excellence from them. We are committed to living by the performance principle and promoting 
team spirit. This means that we want the very best people, who will become even better with us. In return, we provide 
systematic further training, attractive development opportunities and a working atmosphere characterized by team spirit.
We work closely with our shareholders and see them as both dialog partners and consultants. Additionally, we share 
an open dialog on many levels with representatives of our stakeholders, and we are active participants in various forums 
such as the United Nations Global Compact (UNGC), the United Nations Environmental Program Finance Initiative 
(UNEP FI), Transparency International, the Global Reporting Initiative (GRI) and respACT – Austrian Business Council 
for Sustainable Development.
We view environmental and climate protection as part of our responsibility toward society, and we see ourselves as a 
fair partner to the environment. The direct environmental impacts of our operational activities are limited compared with 
those of production industries. Nevertheless, RBI has the goal of limiting negative environmental impacts at all of its sites 
to the greatest possible extent, and – where possible – going beyond basic compliance with statutory requirements and 
demands.
A prerequisite in our business and operational practices is the fair, ethical and legally compliant behavior of all members 
of our staff. More information can be found from page 23 onward.
A key part of our corporate culture is in-depth communication with our shareholders. This is why we ensure that their 
feedback and input is used in our strategies and operations. The result of this is a shared system for the creation of 
added value. The shareholders of RBI AG exercise their rights according to the principle of “one share, one vote” by 
voting at the Annual General Meeting. All shareholders have entirely equal rights, and can exercise their right to vote in 
person or by proxy.

40
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
It goes without saying that we have a great responsibility toward our shareholders. This is why optimizing shareholder 
value is part of our corporate vision. We are not interested in short-term value growth. Good proﬁtability, which we can 
use to build up equity from within, and the long-term proﬁtable development of RBI are good not only for owners and 
shareholders but also for all other stakeholders. They safeguard our common existence.
Dialog and information
To ensure the inclusion of our stakeholders, we engage in many forms of dialog including the Internet, intranet, blogs, 
workshops and interactive events, surveys, conversations with experts, training courses and participation in local, 
national and international discussions on sustainability and sustainability initiatives. These are supplemented by various 
publications, such as those on the topic of sustainable ﬁnance published by Raiffeisen RESEARCH, which are intended 
as a reference work.
In order to reach as many stakeholder groups as possible, we regularly carry out comprehensive stakeholder surveys. 
The most recent stakeholder survey was conducted in fall 2020. Over 700 stakeholders took the opportunity to work 
with us to reprioritize the material topics for RBI (see page 30 onward).
The results of the stakeholder surveys are reﬂected in our materiality analysis and are integrated into our sustainability 
management alongside the results from focus groups, discussions with experts, and the annual Stakeholder Council.
The materiality analysis is an important tool for our annually held Stakeholder Council. This allows for direct selection of 
the topics that we will discuss in greater depth with our stakeholders. At the Stakeholder Council and within the context 
of our reporting, we share information about the progress we have achieved in our sustainability performance. Our 
objective is to transparently disclose the most important expectations and recommendations of the stakeholders as well 
as our responses and associated measures. Here too, we focus primarily on those topics and aspects that we and the 
stakeholder groups have identiﬁed as material.
Forms of stakeholder involvement through selected dialogue formats and participation
Information
Goals: Creating transparency,
sharing information
Sustainability Report according to GRI Standards
UNGC report “Communication on Progress”
Participation in the CDP
Sustainability information on the company websites
External and internal Communication (e.g. regular articles  
in the employee magazine INSIDE as well as the customer 
newsletter).
Participation in sustainability ratings of agencies  
(e.g. ISS ESG, Sustainalytics)
Articles in specialized publications
Dialog and consultation
Goals: Open exchange and dialog
on perspectives; expectations and
possibilities for solutions; listening
and learning
Stakeholder Council
Focus groups
Surveys and opinion polls on sustainability topics 
(e.g. online surveys)
Internal ”Sustainability Competence“ eLearning
Social media (internal Raiffeisen blog on sustainability 
and corporate responsibility)
Ad hoc dialogs with policymakers and various  
specialized lectures (e.g. at universities)
Organization of events  
(e.g. Green Finance Day)
Participation
Goals: Active participation,
cooperation, setting out initiatives,
implementing projects
Active initiation of sustainability measures  
(e.g. via RNI)
Participation in national initiatives  
(e.g. respACT)
Participation in international initiatives  
(e.g. UNEP FI, UNGC, EACB, VfU)
Support of projects  
(e.g. cooperation with polytechnics and universities)
Incorporation of external stakeholders in inhouse  
committees (e.g. on the Sustainability Council)

41
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Stakeholder Council
The most important communication format for us is the annual Stakeholder Council, in which various stakeholder groups 
enter into dialog with representatives of our Management Board and management. The goals of the event are dialog 
and knowledge transfer, informing the participants about the progress achieved, discussing possible actions and jointly 
considering and dealing with current sustainability questions. The COVID-19 pandemic meant it was not possible to 
hold the Stakeholder Council in 2020.
Of the suggestions from the Stakeholder Councils in the two previous years, the following topics were prioritized and 
implemented in 2020:
•฀฀For฀all฀green฀bond฀issues,฀an฀annual฀sustainability฀impact฀measurement฀(carbon฀footprint)฀is฀conducted฀and฀published฀
in order to increase transparency by measuring the footprint (see page 81).
•฀฀In฀2020,฀the฀strategic฀sustainable฀finance฀core฀team฀that฀was฀established฀in฀2019฀was฀expanded฀as฀part฀of฀a฀holistic฀
approach to include a sustainable ﬁnance decision-making body comprising the responsible division heads as well 
as an operational task force. The aim is to continuously increase the proportion of environmentally friendly products in 
the overall portfolio. This is also set out in the Sustainable Finance Roadmap. With this move, RBI is addressing the  
suggestion that sustainability be integrated into bank controlling to an even greater extent.
•฀฀Reflecting฀the฀desire฀to฀build฀up฀expertise฀and฀offer฀customers฀more฀consulting฀on฀ESG฀topics,฀a฀number฀of฀information฀
events for employees from all business lines took place at head ofﬁce. In addition, “ESG ambassadors” at the network 
banks were trained on corporate business.
•฀฀We฀have฀complied฀with฀the฀request฀to฀intensify฀the฀drive฀for฀sustainable฀financial฀products฀in฀various฀respects฀–฀details฀
can be found from page 66 onwards.
•฀฀The฀implementation฀of฀strict฀lending฀criteria฀and฀policies฀has฀already฀been฀realized฀for฀some฀sectors฀and฀is฀continuing฀
with the permanent enhancement of existing policies.
•฀฀Our฀numerous฀initiatives฀in฀the฀area฀of฀diversity฀management฀are฀helping฀our฀employees฀to฀take฀advantage฀of฀flexible฀
working models and achieve a healthier work-life balance (see page 98–107) as well as enabling active inclusion. 
COVID-19 meant that working from home quickly became a matter of everyday reality throughout the Group, leading 
to the establishment of a “New World of Work” project (see page 95 onward).
•฀฀The฀numerous฀measures฀with฀regard฀to฀SDG5฀on฀gender฀equality฀continued฀(see฀page฀102฀onwards).฀As฀recommen-
ded by the stakeholders, all of this is intended to establish structures that are geared toward having positive impact 
when it  
comes to gender equality.
•฀฀Our฀values,฀particularly฀the฀“Collaboration”฀value,฀and฀our฀efforts฀to฀be฀an฀adaptive฀company฀are฀directly฀linked฀to฀
the aim of realizing an open corporate culture. For instance, this was achieved in 2020 through the “pulse surveys” 
that were conducted for the ﬁrst time (see page 97).
•฀฀The฀quarterly฀Sustainability฀&฀Diversity฀newsletter฀has฀ensured฀greater฀transparency฀and฀improved฀communication฀at฀
head ofﬁce since 2019. Other examples include the pulse surveys that were introduced in 2020, the results of which 
are communicated transparently, and the update calls with the CEO that took place on a weekly basis in 2020 (see 
page 95).
•฀฀Inhouse฀ecology฀focused฀on฀initiatives฀that฀can฀be฀used฀as฀an฀example฀for฀the฀entire฀Group.฀RBI฀in฀Austria฀transparently฀ 
presents climate targets, measures and success stories for employees via a dedicated website for environmental topics  
(see page 124). The contents are shared with the network banks.
•฀฀The฀climate฀strategy฀was฀pursued฀as฀recommended฀by฀the฀stakeholders.
•฀฀In฀2020,฀we฀remained฀committed฀to฀communicating฀the฀environmental฀measures฀adopted฀and฀projects฀like฀CDP,฀both฀
internally and externally.
•฀฀A฀dedicated฀supplier฀policy฀was฀developed฀and฀will฀be฀rolled฀out฀in฀2021.
•฀฀As฀part฀of฀our฀commitment฀as฀a฀corporate฀citizen,฀which฀extends฀beyond฀our฀core฀business,฀we฀have฀entered฀into฀a฀
partnership with “Impactory”, the ﬁrst mobile marketplace for donations to non-proﬁt organizations. RBI uses this donation 
portal to invite people to help one of the selected projects.
Find more at: 
https://
impactory.
org/rbi

42
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainability ratings, indices and 
awards
Sustainability ratings and sustainability indices
In addition to ﬁnancial indicators, sustainability criteria are increasingly relevant to the investment decisions taken by 
investors. Guidance is offered by the analyses and ratings issued by agencies specializing in sustainability as well as 
index providers.
ISS ESG
ISS ESG evaluates a company’s social and ecological performance in the context 
of corporate ratings by applying over 100 sector-speciﬁc social and environmental 
criteria. ISS ESG ensures that the ratings are kept up to date through regular update 
cycles. In order to make the evaluations transparent, ISS ESG publishes not only criteria 
and processes, but also important rating results.
RBI’s sustainability rating was conﬁrmed at level “C+” in June 2020, which corresponds 
to “Prime Status”.
MSCI
In the MSCI ESG Ratings* in July 2020, RBI was awarded a rating of “A” (on a scale 
from AAA to CCC).
*  The use by RBI of any MSCI ESG research LLC or its afﬁliates (”MSCI“) data, and the use of MSCI logos, trademarks, service marks or index 
names Herein, do not constitute a sponsorship, endorsement, recommendation or promotion of RBI by MSCI. MSCI services and data are the 
property of MSCI or its information providers, and are provided ”as-is“ and without warranty. MSCI names and logos are trademarks or service 
marks of MSCI.
Sustainalytics
Sustainalytics is a leading independent provider of environmental, social and corporate 
governance (ESG) research, ratings and analyses. It specializes in analyzing and
evaluating the sustainability performance of companies and countries, and helps 
investors around the world to develop and implement responsible investment strategies.
In June 2020, RBI was rated as “low risk” with regard to the material ﬁnancial impact of 
ESG factors. RBI placed 80th among the 947 banks included in the ranking.
FTSE4Good
RBI AG has been included in the FTSE4Good Index Series of FTSE Russell since
2015.
FTSE Russell has conﬁrmed that RBI was assessed independently in accordance with 
the FTSE4Good criteria and meets the requirements for membership of the FTSE4Good 
Index (most recent index review: June 2020). The series was developed to measure the 
performance of companies that have effective environmental, social and management 
(ESG) practices. The FTSE4Good indices are used by a wide variety of market 
participants to create and assess responsible investment funds and other products.

43
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
STOXX ESG Leaders
RBI AG is a member of the STOXX® Global ESG Leaders. This group of indices 
contains a group of sustainability indices which are determined by means of a 
transparent and structured procedure.
The STOXX Global ESG Leaders Index offers a representation of the leading global 
companies in terms of environmental, social and governance criteria, based on ESG 
indicators provided by Sustainalytics.
VÖNIX
RBI AG is listed in the VBV-Österreichischer Nachhaltigkeitsindex (VÖNIX Index), the 
sustainability index of the Vienna Stock Exchange. It contains domestic companies listed 
on the Vienna Stock Exchange that are leaders in terms of environmental and social 
activities and performance.
Launched in June 2005, VÖNIX was one of the ﬁrst national sustainability indices. It 
aims to demonstrate the long-term beneﬁts of sustainable management and sustainable 
investment. VÖNIX is based on the measurement of entrepreneurial sustainability. This 
requires a complex model featuring extensive ecological and social exclusion criteria 
and positive criteria. As part of an annual sustainability analysis, information on the 
relevant sustainability criteria is collected for all domestic companies whose shares are 
listed in the Prime Market of the Vienna Stock Exchange. Publicly available company 
information, individual company sources and other materials such as press reports and
databases serve as the sources of this information.
CDP
The annual environmental disclosure and evaluation process of CDP – a global 
non-proﬁt organization – is recognized as the gold standard for the environmental 
transparency of listed companies. CDP uses a detailed and independent methodology to 
assess companies, assigning a score from A to F based on comprehensive disclosure, 
awareness and management of environmental risks and the demonstration of best 
practices relating to environmental leadership, such as setting ambitious and meaningful 
targets. Only 776 companies worldwide were able to gain a place on the CDP 
leadership list in 2020 (encompassing the A and A- scores).
With a score of A, RBI is one of the ﬁve best companies in Austria included in the 
ranking. It was also the best rated company in the Austrian ﬁnancial sector for the 
management of climate risks for the sixth time. Thanks to its extensive climate protection 
measures, RBI is a leader when it comes to environmental ambition, the measures taken, 
and transparency. Once more the RBI was identiﬁed as leading in the cooperation 
with its suppliers in the climate protection area and was included to the CDP Supplier 
Engagement Leaderboard.

44
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Wien
Prag
Zagreb
Paris
Brüssel
London
Frankfurt
Stockholm
Budapest
Bukarest
Soﬁa
Istanbul
Belgrad
Pristina
Tirana
Treviso
Glattbrugg
Ljubljana
Kiew
Kischinau
Minsk
Moskau
Sarajewo
Bratislava
Warschau
ÖSTERREICH
SLOWENIEN
ITALIEN
SCHWEIZ
KROATIEN
UNGARN
RUMÄNIEN
BULGARIEN
SERBIEN
KOSOVO
ALBANIEN
UKRAINE
MOLDAU
TÜRKEI
BELARUS
RUSSLAND
BOSNIEN 
HERZEGOWINA
SLOWAKEI
TSCHECHIEN
POLEN
DEUTSCHLAND
BELGIEN
FRANKREICH
SCHWEDEN
VEREINIGTES
KÖNIGREICH
Vienna
Prague
Zagreb
Paris
London
Frankfurt
Stockholm
Budapest
Bucharest
Soﬁa
Istanbul
Belgrade
Pristina
Tirana
Kiev
Minsk
Moscow
Sarajevo
Bratislava
Warsaw
AUSTRIA
CROATIA
HUNGARY
ROMANIA
BULGARIA
SERBIA
KOSOVO
ALBANIA
UKRAINE
TURKEY
BELARUS
RUSSIA
BOSNIA AND
HERZEGOVINA
SLOVAKIA
CZECH REPUBLIC
POLAND
GERMANY
FRANCE
SWEDEN
UNITED
KINGDOM
Brussels
BELGIUM
SWITZERLAND
ITALY
SLOVENIA
Chisinau
MOLDOVA
Ljubljana
Glattbrugg
© shutterstock: elenabsl
Field of action Responsible banker:
For sustainability in the core business

45
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Interesting facts at a glance
Environmental impact of Sustainable Funds 2020
771,532 t CO2e
CO2
CO2
250,581 t CO2 Savings
compared to non-sustainable funds
This corresponds to the electricity consumption 
 of around 42,400 households.
Source: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator
The volume of sustainable investments at Raiffeisen
KAG is € 9.4 billion, accounting for 24 per cent of
the total volume.
Breakdown of RBI* green ﬁnancing by sustainability 
criteria
Green Financing
RBI AG + NWB
3,291 m €
(8.6 % of portfolio)
74 %
9 %
5 % 
9 %
2 % 1 % 
▲
n  Renewable energy
n  Sustainable real estate
n   Sustainable mobility
n  Energy efﬁciency
n  Water supply and sewage disposal 
n  Other green ﬁnancing
Breakdown of RBI* social ﬁnancing by sustainability 
criteria
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
▲
39 %
4 % 1 %
46 %
2 %
5 % 3 %
Social Financing
RBI AG + NWB
1,714 m €
(4.5 % of portfolio)
n  Health and health care
n  Sustainable entrepreneurship
n   Training and development
n  Research and development
n  Regional development and infrastructure
n  Drinking water supply
n  Other social financing
Environmental effects of RBI green bond portfolio
CO2 SAVINGS BY ASSET CATEGORY
Asset category
CO2 savings 
per year 
in metric tons
CO2 savings 
in per cent
Green buildings
Green buildings
26,671
44
Clean 
transportation
Electric vehicles
2,471
4
Batteries for 
electric vehicles
31,139
52
Total
60,281
EQUIVALENT TO ANNUAL GREENHOUSE GAS 
EMISSIONS1
or
or
13,023 
Passenger vehicle 
driven for one year
6,956 
Households supplied 
with energy for one year
139,563
Tree seedlings 
grown for ten years
1 Source: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator
€ 1,359 m
Portfolio saves
60,281
metric tons CO2 
per year
Annual CO2 savings 
per € 1 m investment
44 tons
or
Annual CO2 savings 
per € 500 m
outstanding green bonds
22,187 tons
RCB has sustainability-oriented 
certiﬁcates with an outstanding 
volume of almost € 748 million, 
corresponding to around 18 
per cent of the total volume of 
all RCB certiﬁcates.
Kathrein already manages around 
46 per cent of its total fund volume in 
accordance with sustainability 
criteria.
Nearly 100 per cent of the Valida 
staff provision fund’s assets are 
invested in accordance with 
sustainable criteria.
proethik
w e r b e r a t
z e r t i f i z i e r t  2 0/ 2 1

46
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Responsible banker
As a “responsible banker”, long-term added value is our primary objective. Therefore, our business strategy as well as 
our products, services and processes are aligned with this goal. To achieve this, we take a holistic approach. Rather 
than limiting ourselves purely to generating economic value, we always consider the environmental and social impacts 
of our business activities as well. Effective and sustainable performance can be achieved only if these aspects are also 
taken into account.
Being a responsible banker means taking responsibility in our core business, as this is where the most effective leverage 
is found. RBI therefore believes that granting loans and investing funds represent the primary and most important ﬁelds of 
action for achieving sustainable success. In all business areas and products, RBI takes great care and responsibility to 
structure its business and business relationships for long-term resilience, to avoid social and environmental risks and to 
take advantage of opportunities to improve environmental protection and social standards.
As a logical consequence, RBI therefore signed the Principles for Responsible Banking of the UNEP Finance Initiative at the 
start of 2021. This means we have undertaken to systematically pursue the path we have adopted, anchoring sustainability 
topics even more strongly in all business areas and leveraging our potential even further so that we can make the greatest 
possible contribution to a sustainable world.
Impacts, risks and opportunities
Only by knowing the impacts of our business activities on the environment and society can we pursue a serious policy of 
sustainability and align the company strategy accordingly with this goal. However, the sustainability impact of the core 
business of a bank is felt across a wide range of aspects consisting of many opportunities as well as risks. For instance, 
when considering the economic added value from the business activities, we make an indisputable contribution to the 
stability, resilience and productivity of the economic system. In our role as a ﬁnancing and service provider, we have the 
opportunity to help reduce inequality between different sections of society. Driving innovation and digitalization plays a 
key role in this process (see also “Innovation and digitalization” starting on page 54). 
The structuring and sustainability of the products and services we offer plays an important role in respect of economic, 
societal and environmental risks and opportunities. As a bank, it is up to us to make funding available for the implementation 
of sustainable projects or to refrain from supporting the realization of projects that are not sustainable. In deciding to 
whom and for what purpose we provide loans, we have an impact on the environment and the climate as well as social 
issues like health and upholding human rights. By considering environmental and social aspects (including human rights) or 
stipulating requirements in our ﬁnancing decisions, we also motivate our customers to change their perspective. This also 
applies to our own investments and the funds managed by our asset management company (“active ownership”).
We believe that possessing a certain market power is a great responsibility, one we wish to exercise in accordance with 
our principles for the good of society. A similar approach applies to the collection and processing of customer data (big 
data). We have an impact on the transformation of business and consumption in the direction of greater sustainability 
and we are in a position to incentivize or support such innovations. We also make a contribution to supporting the 
Sustainable Development Goals (see “Lending policy and lending decision process” starting on page 56 and “Sustainable 
ﬁnancing” starting on page 68). For example, disadvantaged groups of the population can attain greater equality in 
socio-economic respects through purposefully designed products and information offers (see “Initiatives to improve 
access to ﬁnancial products for disadvantaged groups of the population” on page 84). We also have an obligation to 
ensure that we do not contribute to the overindebtedness of customers by granting loans irresponsibly and hence 
endangering their existence. Another worthy goal is achieving and maintaining a foundational awareness of the concepts 
of saving, preparing for the future and economic responsibility as well as an associated product base, which we support 
with our investment products (see “Sustainable investment” starting on page 72). In turn, all of this has an inﬂuence on 
the prosperity and quality of life of the population.

47
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
With regard to social and societal risks, factors such as poor working conditions, endangerment of health and a failure 
to uphold human rights can play a very signiﬁcant role in connection with ﬁnancing and investments we carry out. We 
strive never to be involved in or associated with human rights violations. We also endeavor to prevent such violations within 
the scope of our inﬂuence and our capabilities. In addition to our intrinsic interest in avoiding human rights violations, it is 
also in our economic interest to decrease the risk of strikes, loss of personnel, regulatory ﬁnes or compensation payments 
on the part of our customers. Inevitably, our business activities leave behind not only an environmental footprint, but also 
a social footprint.
Looking at climate risks, the rise in the global temperature and greenhouse gas emissions has signiﬁcant consequences 
for the environment and people’s lives. For many years now, the Global Risk Report of the World Economic Forum has 
counted environmental risks among the most likely threats over the next ten years. Climate risks can be broadly divided 
into two risk categories, although there are some interdependencies. They include the physical risks of changes in climate 
conditions and the transition risks arising in connection with the development of a low-carbon economy and society. 
Although the consequences of global warming are only negative, they can be positively inﬂuenced by ﬁnancing 
renewable energies and energy efﬁciency, for example.
The risks to society and the economy include the effects of a rise in greenhouse gas emissions on tourism, agriculture, 
forestry and health due to long-term changes in climate conditions, as well as the damage caused by increasingly 
frequent natural disasters. The impact on the economy can lead directly to the destruction or depreciation of our assets 
TCFD
Continuous 
climate change
Extreme 
weather
Policy
Technology
Consumer 
preference
Reputation
Market 
development
Physical Risks
Risks resulting from extreme 
weather events and gradual 
changes in climate
Transition Risks
Risks resulting from the transition
to a low carbon economy 
Effects on the Economy 
Migration
Asset 
destruction
Carbon pricing
Business 
disruption
Increase in 
energy prices
Business 
interruptions
Enhanced emissions-
reporting obligations
Uncertainty in 
market signals
Effects on the Financial System
Market Risk
Higher volatility and loss in value of assets
Revaluations of markets
Revaluation of securities, e.g. for products 
that are associated with industries that are 
affected by “stranded assets” 
Credit Risk
Increased probability of default on loans, 
which among other things can lead to 
lower valuations of underlying assets 
Other Risks
Liquidity risk
Strategic Risk
Keyword ”carbon bubble“ 
Operational Risk
Legal risk, property damage
Reputational Risk
Relating to the ﬁnancing of environmentally 
controversial activities

48
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
or the assets we ﬁnance due to natural disasters. However, the known risk types for the economy also include higher 
energy prices and carbon pricing as well as migration away from certain areas. 
As a ﬁnancial service provider, we cause direct emissions through our ofﬁce locations as well as indirect CO2 emissions 
through our business activities, for example. This leads to different levels of greenhouse gas emissions with the familiar 
consequences for the environment, including more frequent extreme weather events and long-term changes in the climate. 
We are aware of the environmental risks that are inﬂuenced by our business activities and we work to largely counteract 
these. This is exacerbated by the fact that climate protection and sustainability are still a long way down the political 
agenda in some of the countries in our core market of Central and Eastern Europe. Stricter environmental protection laws 
and regulations can make existing investments less proﬁtable or even unproﬁtable altogether. The market can also be 
expected to anticipate various future developments. The withdrawal of many investors from the area of fossil energy, 
especially thermal coal and carbon-dependent industries, is an indication that such assets of our customers or investees 
can be expected to fall in value over the medium term (“carbon bubble”). 
Accordingly, dependence on fossil fuels represents a challenge. We have always been and remain committed to actively 
supporting the transformation process in these countries in an economic, environmental and social respect. The main reasons 
for the ﬁnancial sector addressing environmental risk are the ﬁnancial consequences of credit, market, operational, 
reputational and other risks. 
We can only reduce the environmental risk of ﬁnancially supporting projects that contribute to the pollution of land, air or 
water or the destruction of the rainforest or even trigger environmental disasters by examining every single ﬁnancing 
arrangement with great care and by applying clear and strict rules for sensitive business areas, such as carbon-intensive 
industries.
The timely identiﬁcation of all of the aforementioned environmental and social risks together with the traditional risks 
using appropriate care and, where necessary, extensive due diligence is a fundamental requirement for proactive 
countermeasures and effective risk minimization (see also “Lending policy and lending decision process”, particularly 
“ESG evaluation process”, starting on page 59). We also continuously analyze our development opportunities. RBI 
views sustainability itself as an opportunity – for our own business activities and for our stakeholders alike. As is well 
known, the EU has set itself the target of becoming climate-neutral by 2050, which it intends to achieve by implementing 
its ”Green Deal“. This contains packages of measures for sustainable ecological change, including dramatic reductions 
in emissions and signiﬁcant investments in green technologies, research, and innovation. As described above, this will 
open up new opportunities for additional business and attracting new customers.
Business strategy
RBI is a leading universal banking group in CEE and corporate and investment bank in Austria. It provides ﬁnancial 
services to retail and corporate customers, as well as to banks and other institutional clients. RBI continues to focus on the 
CEE region, which offers structurally higher growth rates than Western Europe and therefore more attractive potential 
returns. With the specialist institutions it owns in Austria, each with a strong market position, RBI is broadly diversiﬁed and 
also beneﬁts from the opportunities in the Austrian market.
In response to the profound and rapid developments within the industry and changing customer expectations, RBI 
deﬁned a new strategic direction in 2019, which it set out in its Mission & Vision 2025. Although the ﬁnancial sector is 
currently faced with an extremely challenging market environment, RBI is convinced all the more that the focus areas 
identiﬁed in the determination of the strategic direction in 2019 are the right ones.
RBI’s Vision is based on growth through customer centricity and digital transformation, with the goal of becoming the most 
recommended ﬁnancial services group by 2025. This is to be achieved by making customers’ lives easier through continuous 
innovation and a superior customer experience (RBI’s Mission) and providing a stress-free, effortless banking experience, 
as well as excellent products and services. In addition to leveraging RBI’s established competitive strengths (customer focus 
and long-term relationships, extensive local presence in the CEE region, strong brand, as well as a comprehensive product 
and service offering across all channels), efforts are being intensiﬁed in the following strategic areas:

49
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
•฀฀Sales฀and฀service฀model:฀Transformation฀of฀branches฀and฀expansion฀of฀digital฀acquisition฀of฀retail฀and฀small฀business฀
customers, redesign of sales and service models for large corporate and institutional clients, development of dedicated 
customer experience management across business lines
•฀฀Digital฀operational฀excellence:฀Improved฀efficiency฀and฀effectiveness฀through฀digitalization฀and฀automation;฀ 
fundamental re-design of important customer touchpoints and processes
•฀฀Group-wide฀innovation฀and฀scalable฀product฀solutions:฀Pooling฀of฀Group-wide฀development฀resources฀to฀strengthen฀
the digital product offering
•฀฀Data฀and฀analytics฀capabilities:฀Utilization฀of฀artificial฀intelligence฀and฀advanced฀analytics฀to฀develop฀new฀business฀
opportunities and optimize processes
•฀฀IT฀architecture:฀Transformation฀of฀core฀IT฀into฀a฀modular฀and฀scalable฀architecture,฀evaluation฀of฀new฀infrastructure฀ 
options, especially for digital retail banking
•฀฀Adaptive฀organizational฀structure:฀Transformation฀of฀culture,฀organization฀and฀processes฀to฀enable฀faster฀responsiveness,฀
improved collaboration and new methods of working
Aside from the strong focus on digital transformation and scalability, cost efﬁciency constitutes another important aspect of 
RBI’s strategy. It is planned to sustainably improve the cost structure and proﬁtability by means of standardization, automation 
and process optimization, as well as the centralization and further optimization of the business model.
Based on the overall Group strategy, each client segment is following its own individual business strategy aimed at 
differentiating RBI in terms of customer experience, in order to contribute step by step towards RBI’s goal of being the 
most recommended ﬁnancial services group. In the context of its Vision, RBI aims to already be the most recommended 
bank in the majority of its markets by the end of 2021, in retail and corporate banking business and in servicing institutional
 clients, as measured by the number of recommendations (Net Promoter Score (NPS)).
As sustainability and sustainable ﬁnance have become so important in the global economy, RBI further intensiﬁed its efforts 
in 2020 to strengthen its strategic focus as a responsible banker. When investigating the market opportunities across Retail, 
Corporate, Markets and Investment Banking we have adopted a holistic approach with which RBI aims to become the 
“go-to” Bank for Responsible Banking and the pioneer in our CEE markets. Our goal is to originate, develop and distribute 
sustainable ﬁnance products and services that support our clients and customers to make their transition to a sustainable 
future – as businesses and as individuals.
After a careful analysis, in which all internal stakeholders were included, RBI has become a signatory to the 
UNEP FI Principles of Responsible Banking in early 2021 and has also adopted corresponding sustainability 
goals at the Board level. Among other things, these are aimed to increase the speed and scope with which 
we are able to offer sustainable ﬁnancing and investment products to our customers. One focus is on further improving 
internal ESG skills to ensure that we have strong product & advisory services in sustainable ﬁnance & investments. 
Innovations across product digitization, offerings that take environment and social impacts into account, which are 
distributed Group-wide as “Product as a Service” are also part of RBI’s holistic approach. We aim to make Responsible 
Banking a signiﬁcant contributor to the business growth of RBI as part of our 2025 Vision of becoming the most 
recommended ﬁnancial services group in our CEE markets.
TCFD

50
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Economic sustainability
Economically successful business is a prerequisite for ensuring the long-term survival and success of a company. Economic 
value creation is generally the primary goal of productive activities. Only this ensures that other, ethical objectives can 
also be realized. Through the economic value creation of its business activities, RBI generates additional beneﬁt for the 
company itself as well as for its owners and employees, its customers and the economy in general. In this way, it makes 
an important contribution to the stability, resilience and productivity of the economic system and the prosperity of society. 
We are fully aware of the associated responsibility.
Another requirement is ensuring appropriate capital resources. The concept of Group risk controlling comprises a 
sustainability perspective that should ensure that RBI has a sufﬁciently high core capital ratio at the end of a planning 
period even if the macroeconomic environment worsens unexpectedly (details on this can be found in RBI’s 2020 
Annual Report starting on page 198). The following tables provide an overview of the direct contribution RBI has on the 
economy.
The following table shows the value contribution for the most important stakeholders: the owners, the employees, the 
economy and public authorities.
RBI operating result (in million €)
RBI
RBI AG
2020
2019
Change
2020
2019
Net interest income
3,241
3,412
-171
411
400
Dividend income
22
31
-9
1,073
674
Current income from investments in associated companies
41
171
-131
0
0
Net fee and commission income
1,738
1,797
-59
229
231
Net trading income and net income from fair value measurement
94
-17
111
141
-106
Net income from hedge accounting
0
3
-4
3
7
Other net operating income
60
78
 -19
89
 102
Operating income
5,195
5,475
-280
1,945
1,309
Staff expenses
-1,566
-1,610
45
-360
-377
Other administrative expenses
-986
-1,094
 108
-304
 -328
Depreciation
-397
-389
-9
-50
-42
General administrative expenses
-2,949
-3,093
144
-713
-747
Operating result
2,246
2,382
-136
1,232
562
Financial ﬂows to stakeholders (in million €)
RBI
RBI AG
2020
2019
Change
2020
2019
Owners – Dividends
0
306
-306
0
306
Employees – Wages and salaries
1,198
1,228
-30
257
260
Business – Investments and operating costs
1,056
1,140
-76
339
348
Investments in the community
4.6
2.0
2.6
0.6
0.4
Public authorities
682
843
-161
147
126
Income taxes (excluding deferred taxes)
306
457
-151
20
3
Banking levies
103
110
-7
63
62
Social security costs and staff-related taxes
274
276
-3
63
61
Equity status as of December 31
14,288
13,765
523
10,568
9,524

51
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Responsibility in the core business
RBI seeks to structure its business and business relationships for long-term resilience, to avoid social and environmental 
risks, and to ensure that opportunities to improve environmental protection and social standards are leveraged. Trust and
reliability have always been among RBI’s fundamental principles.
We are committed to an outstanding service culture in which we regularly seek to exceed our customers’ expectations 
with regard to quality. This is also reﬂected in RBI’s Mission and Vision 2025: We are the most recommended ﬁnancial 
service group by making our customers’ lives easier through innovation. Accordingly, we constantly strive to improve the 
customer experience and help our customers to achieve more in their lives and businesses.
Our goal is to serve our customers as comprehensively as possible with ﬁnancial services that meet their needs. The 
growth in demand for products and services that combine social, environmental and economic criteria is naturally taken 
into account. We ensure that recommendations are given in an honest and fair manner and that customers are adequately 
informed about the risks. At the same time, we want to take into account the impact of our business activities on society 
and the environment to the greatest possible extent and optimize it as much as possible. As well as contributing to a 
positive customer experience, investors are increasingly requesting corresponding information (see also “Sustainable 
Finance Initiative“ starting on page 66). For this reason, we place a particularly strong focus on continuously enhancing 
our products to include ESG components and we address this topic as part of a strategic approach (see “Other
 sustainable products and services” starting on page 80).
Ecological product responsibility
RBI cares about the environment. We therefore always consider the associated environmental consequences of the 
products and services we offer. In particular, ﬁnancing of or participation in transactions or projects which put the 
environment at risk of lasting effect are not in accordance with our business policy. We give precedence to transactions 
involving environmentally friendly technologies and take the environmental footprint and related measures into account 
when selecting our suppliers. Our goal is to reduce the negative impacts of our business activities on the environment to 
TCFD
RBI key ﬁgures by segment
2020
Total assets 
in € million
Change from 
previous 
year1
Business
outlets
Employees2
Proﬁt/loss 
after taxes
 in € million
Customers
 in million
Amounts owed 
to customers 
in € million
Poland
2,774
-6.7 %
1
238
-67
0.0
13
Czech Republic
18,363
5.3 %
127
3,138
91
1.3
15,449
Slovakia
15,719
7.6 %
167
3,580
110
1.1
12,322
Hungary
8,808
12.0 %
72
2,279
41
0.5
6,609
Central Europe segment
45,280
7.6 %
368
9,244
180
2.9
34,393
Albania
1,920
4.4 %
76
1,285
12
0.5
1,652
Bosnia and Herzegovina
2,559
3.7 %
103
1,268
21
0.4
2,046
Bulgaria
4,993
7.9 %
140
2,536
30
0.6
4,139
Kosovo
1,159
9.2 %
47
842
17
0.3
918
Croatia
5,321
7.3 %
75
1,818
14
0.5
3,908
Romania
10,703
15.8 %
337
5,115
131
2.2
9,025
Serbia
3,299
18.3 %
86
1,480
48
0.9
2,604
Southeastern Europe segment
29,897
10.8 %
864
14,344
273
5.4
24,292
Belarus
1,802
13.7 %
79
1,690
47
0.8
1,294
Russia
15,838
-12.9 %
132
8,733
459
3.5
12,381
Ukraine
3,083
-1.8 %
393
6,559
133
2.6
2,548
Eastern Europe segment
20,721
-11.4 %
604
16,982
639
7.0
16,224
Group Corporates & Markets segment
58,083
8.2 %
21
3,099
288
1.9
28,822
Corporate Center segment
32,577
20.6 %
0
1,745
157
0.0
2,058
Total
165,959
9.0 %
1,857
45,414
910
17.2
102,112
1 The change in total assets in local currency compared with December 31, 2019 is due to the euro exchange rates.
2 In full-time equivalents as of the reporting date.

52
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
the minimum and to lower CO2 emissions. RBI is committed to complying with all applicable environmental regulations in 
each country within its business operations and service sectors. It acts in an environmentally-conscious manner and 
continually strives to improve its own environmental balance as well as the environmental balance attributable to its 
product and services portfolio.
When making decisions, every employee must consider the potential risks posed by a transaction or project that could 
lead to negative impacts on the environment. The risks range from endangering the environment to the associated risk for 
the ﬁnancing business as well as the resulting damage to the Group’s reputation. For each ﬁnancing and project approval, it 
must also be ensured that the company being ﬁnanced is using the funds in a way that ensures compliance with the 
respective regional and EU environmental legislation as well as with the international agreements on protecting the 
environment (see also “Lending policy and lending decision process” starting on page 56).
Group policy on thermal coal
RBI is committed to promoting environmentally friendly technologies. We see this as a chance for new 
business ﬁelds, such as in the areas of renewable energy, electric mobility, energy efﬁciency and resource 
management. At the same time, we have set ourselves strict restrictions in connection with the “withdrawal from coal”. 
In early 2021, RBI’s Management Board adopted a Group policy requiring the RBI to signiﬁcantly reduce its carbon
ﬁnance portfolio, i.e. its total assets relating to thermal coal and thermal coal trading. Put simply, the policy prohibits 
transactions with companies that generate more than 25 per cent of their revenues from thermal coal mining. The 
same applies to energy and trading companies. No new lending exposures are to be entered into with such 
customers and their outstanding balance must be repaid by 2030 at the latest. Furthermore, RBI undertakes to no 
longer provide new ﬁnancial services to new or existing thermal coal power plants or mines from 2021 onward, nor 
will it directly participate in (re-)ﬁnancing for such companies.
Social product responsibility
RBI is aware of the impacts of its business activities on society. Virtually, all payment transactions are processed through 
banks and by issuing loans, banks have an inﬂuence on the purposes for which funding is utilized. Our products and 
services can therefore directly contribute to changing the life situations and consumer behavior of the population. 
Indirect inﬂuences arise through investments in projects or companies with particular social or societal relevance, from 
which people could either beneﬁt or be disadvantaged.
Observing human rights is a basic requirement in connection with all of the products and services we offer. Speciﬁcally, 
we do not ﬁnance transactions connected with forced or child labor or in violation of the European Convention on 
Human Rights, obligations under the labor and social law of the respective country, applicable regulations issued by 
international organizations (including the relevant UN conventions), or the rights of local populations or indigenous 
people. RBI is also not involved in business with products that can serve to suppress demonstrations or political unrest or 
infringe on human rights in some other way. This is especially true for businesses involved in countries in which political 
unrest, military conﬂicts or other violations of human rights are taking place or expected. 
Considering the requirements and concerns of our customers also plays an important role for our company in the design, 
sale and use of our products and services. The security of our products and the security of our customers are both of 
central concern to us. Along with access to relevant information regarding products and services, this includes the 
veriﬁability of claims, explanations of the possible risks associated with products or services and appropriate information,
 e.g. on risk reduction. For example, the economic feasibility of loan repayment is carefully explained to the customer (see 
also the “Lending policy and lending decision process” chapter starting on page 56). Where possible, we inform customers 
about the sustainability aspects of our products. We carefully check any complaints which are brought to us and respond 
as soon as possible. We also strive to provide comprehensive barrier-free access to our ﬁnancial services for disabled 
persons. Protecting customer data also forms part of our social responsibility (see next chapter).

53
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Customer structure
Private customers
RBI provides services to around 17.1 million retail, private banking and small business customers in CEE, offering a broad 
product range (e.g. account packages, clearing, settlement and payment services, consumer ﬁnance, mortgage loans 
and investment products).
As a result of changes in customer behavior, demand for digital solutions is increasing and consequently distribution 
channels must be optimized and adapted to the changed customer requirements. Therefore, the strategic focus of RBI’s 
retail banking area is on further expansion of digital banking capabilities in order to realize the ambition of solid retail 
customer growth. In addition, a new initiative was launched to drive digitization forwards in the area of investment 
products including funds, bonds and certiﬁcates and enhance the retail client experience.
In order to respond to these customer requirements more quickly and innovatively, going forwards RBI will centrally 
develop standard products on a digitalized basis and make them available to its subsidiary banks. The pooling of these 
resources should lead to a further increase in customer usage and higher efﬁciency in the development process. The aim 
is to signiﬁcantly improve the adoption rate of these digital channels and in particular to increase usage of mobile 
banking from 43 per cent in 2020 (2019: 32 per cent) to 55 per cent by 2021. Additionally, it is planned to exploit the 
potential of new technologies and data analytics to a greater extent in order to provide a superior customer experience 
for all retail customers.
In 2020, RBI achieved the number one position in the NPS survey in six of its 13 markets. This constitutes a signiﬁcant 
step towards RBI’s goal of being the most recommended bank in the majority of its markets by the end of 2021.
Corporate clients
RBI services around 100,000 corporate clients across CEE (including medium-sized businesses, large local companies, 
international corporations and local authorities). All activities in the corporate customer area are guided by the Vision of 
being the most recommended corporate customer bank.
Supported by extensive local market expertise and strong advisory capabilities, RBI concentrates on building long-term 
business partnerships and strives to provide its customers with solutions oriented towards their needs.
In addition, strategic focus is placed on developing new cross-border ﬁnancial services for clients across the CEE region; 
improving the customer experience across all processes by redesigning the most important customer touchpoints (e.g. KYC, 
account opening, online banking); expanding the convenient digital product and service offering; faster information ﬂows 
and shorter decision-making processes; as well as focusing on responsible businesses/strengthening the sustainability 
concept as an important factor for success (including respective products and advisory services).
The corporate customer business proved to be highly resilient to crisis during the year. As less than ﬁve per cent of the 
corporate customer portfolio is comprised of weaker-rated customers in COVID-19 most-impacted industries, RBI increased 
asset volumes relative to the prior year. Despite the strategic and operational challenges, RBI was able – also in 2020 
– to make further progress towards its Vision of becoming the most recommended corporate customer bank with the 
launch of new digital customer solutions (e.g. eKYC, eFinance or Cross Border Account Opening in Austria). Furthermore, 
RBI signiﬁcantly improved its NPS position in 2020 and was ranked number one in nine out of 14 markets, up from four 
out of 14 markets in 2019.

54
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Institutional clients
For RBI’s institutional clients, the primary focus is on the further development of digital products to improve the customer 
experience. During the COVID-19 crisis, RBI launched a new monthly newsletter and website including webinars, 
information on research, products and services, which proved popular among customers. In 2020, RBI’s client relationship 
strength was reﬂected in the number one ranking in the NPS survey in Austria, Romania and Hungary. The main functionalities 
of the foreign exchange platform (R-Flex) were successfully developed in 2020 and will be rolled out in 2021, starting 
with Romania.
The optimization of the capital markets trading and sales architecture, as well as the investment banking setup, also 
remain areas of high strategic importance. The investment banking division recorded good results in the reporting year, 
arranging 53 Eurobonds and improving its CEE Eurobond league table ranking.
Innovation and digitization
As mentioned above, a broad range of products and continuous innovation are important prerequisites for a positive 
customer experience and the satisfaction and loyalty of our customers. This is ensured by way of the Group-wide product 
competence centers and the Group Strategy team. All new products, product combinations and variations throughout 
the entire network are also subject to a formal product approval process that is intended to ensure that every product is 
offered in an optimal form and all risks and potential controversies associated with a product are disclosed. Naturally, 
we offer products and services only when we have the corresponding expertise, the necessary infrastructure and the 
required license and when the product or service is approved on the respective markets. Product development takes 
account of trends and developments in the market. 
The topics of digitalization and innovation are closely related and complement each other. In the area of strategic 
innovation, RBI is intensively addressing the opportunities and challenges arising from the rapid development of the markets 
and technology. In addition to the resulting impact on its core business, this includes more far-reaching considerations 
relating to business model transformation. For this reason, an Innovation Board comprising members of senior management 
was established in 2018 for the purpose of controlling and coordinating all of the Group’s innovation activities. The 
importance of strategic innovation is also reﬂected in the area of Group Strategy in the form of a speciﬁc focus on the 
development and implementation of innovative ideas and strategic partnerships.
Dedicated competence centers have been established for selected sub-areas. The Elevator Lab, which has won several 
awards and is now the largest corporate ﬁntech partnership program in Central and Eastern Europe, is making a 
signiﬁcant contribution to structured cooperation with ﬁntechs in order to establish new, innovative products and 
technologies within the RBI while also positioning the Group as a trustworthy partner within the increasingly important 
start-up/ﬁntech ecosystems. This has resulted in more than ten strategic ﬁntech partnerships throughout the Group to date.
The Open API Initiative is also making a contribution to the establishment of (digital) cooperation and co-innovation 
models and has already given rise to some promising products. Last but not least, the RBI API Marketplace, a digital 
marketplace for interface-based products and services, went live in late 2020. As well as offering a (digital) point of 
entry to the RBI for potential cooperation partners, it serves as a showcase for the Group’s digital capabilities.
In the area of emerging technologies, RBI strategically positioned itself in the area of blockchain in particular by 
establishing a blockchain hub. As well as enabling a strategic assessment of the disruptive potential of blockchain 
technology for its core business (with a view to decentralized ﬁnance), the aim is to identify and pilot product and 
implementation suggestions. RBI also worked on a digitalization use case for fund units together with Raiffeisen Capital 
Management. Both use cases demonstrate considerable potential for reducing operating costs as well as improving 
and simplifying an innovative product portfolio in the area of payment transactions and investment. Active involvement in 
joint research initiatives with established industry players, e.g. with Bitpanda on the topic of blockchain interoperability, 
participation in consortium-based pilot projects and engaging in regular dialog with regulators ensures not only that RBI 
has access to important insights with regard to this innovative technology, but also that it has a powerful voice when it 
comes to shaping future regulation.

55
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Protection of customer data and data security
The comprehensive protection of all data provided or made available to RBI, particularly from natural persons (e.g. 
customers or employees), is an integral part of RBI’s business activities and one to which it attaches an extremely high 
level of importance. The recording, storage, processing and transmission of personal data of natural persons at RBI is 
subject not only to the mandatory statutory requirements, but also to mandatory internal principles and processes that 
are set out in a speciﬁc organizational and process structure for data protection and enhanced as required in coordination 
with the data protection ofﬁcer. Compliance is managed by the Group Data Privacy & Quality Governance, Group 
Information & Cyber Security and Group Business Continuity Management & Physical Security organizational units and 
monitored by the Data Protection Ofﬁcer.
Security has top priority at RBI. Data from customers, employees, and partners is handled with great care. RBI has taken 
various technical and organizational measures to ensure conﬁdence in its services. The rapid pace of technological
change requires a continuous improvement process and the adjustment of security measures from a technical and
organizational perspective alike. The information security management system on which all security processes are 
based has been certiﬁed in accordance with the internationally recognized standard ISO 27001 since April 2020. 
Further information on the measures taken by RBI to protect information and its technical infrastructure can be found on 
RBI AG’s website: www.rbinternational.com ➝ Who we are ➝ Security ➝ Technical and Organizational Measures.
In addition, RBI AG services, supports and monitors its Group subsidiaries in Austria and abroad with regard to the
requirements of the GDPR and the internal principles and processes that are required to be observed within the Group. 
In addition to the GDPR, the applicable national laws in the respective countries must be observed. This involves 
supplementary or differing provisions in some cases, particularly in countries outside the EU.
Additional information on the processing of personal data by RBI can be found in the RBI data protection declaration:
www.rbinternational.com/dataprotection.
In order to further heighten awareness of data protection at RBI and its Group companies, employee training includes 
an elearning package aimed at generally improving the careful handling of personal data, as well as classroom-based 
training to enable practical implementation for the respective target group (business analysts, product owners, etc.). The 
e-learning campaign constitutes mandatory periodic training for all employee levels.
Complaints and data protection violations are monitored, reviewed, processed, and documented at RBI and all 
domestic and foreign subsidiaries. The reasons for the respective complaint or data protection violation are investigated 
and all necessary measures are taken to protect the data subject (including any notiﬁcation of the responsible data 
protection authority).
In the 2020 ﬁnancial year, 30 invitations to submit comments were received by RBI AG or its foreign subsidiaries, mainly
via the responsible data protection authorities. RBI acknowledged 15 of these cases as justiﬁed complaints. The
proceedings with the data protection authorities at the foreign subsidiaries are partially complete and partially not yet
ﬁnalized. The proceedings with the Austrian data protection authority were completed extremely promptly and did not 
lead to the imposition of a ﬁne or follow-up measures in any case.
Cyber and information security risks are covered by two Group-wide insurance lines: ﬁdelity/crime insurance and cyber 
insurance. The ﬁdelity/crime insurance covers direct losses, such as e.g. withdrawals of bank deposits, out of a speciﬁc 
cyber-attack. The cyber insurance covers a broader range of loss scenarios related to the simple unavailability or security 
breach of IT, in respect of consequential losses due to business interruption, additional costs, from e.g. GDPR or emergency 
situations, and third party damages. Security is of utmost importance to RBI. RBI has taken measures to strengthen cyber 
security, to swiftly identify and counter future threats to the IT landscape. No security incident1 with data loss was 
reported in RBI in 2020.
Find more at: 
www.
rbinternati-
onal.com ➝ 
Who-we-are 
➝ Security 
➝ Technical 
and Orga-
nizational 
Measures
Find more at: 
www.
rbinternati-
onal.com ➝ 
Who-we-are 
➝ Security 
➝ Technical 
and Orga-
nizational 
Measures
1 A security incident is deﬁned as a breach of controls, which is successfully violating the conﬁdentiality, integrity and/or availability of business services.

56
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Lending policy and lending decision process
Our business model is geared around the high-level strategic goal of creating long-term value. Responsible lending is a 
signiﬁcant component of this model. We achieve this with a lending policy that is based on continuity. We remain a fair 
and reliable lender to businesses with future prospects, even in difﬁcult times, and we hold a clear position regarding the 
handling of sensitive business areas. In light of the environmental challenges and the changing expectations of customers 
and supervisory authorities, we continuously develop our policies and processes in order to ensure the integration of 
sustainability topics and risks into the lending decision process.
The Code of Conduct is part of our lending policy. All employees involved in lending are accordingly obliged to act 
responsibly and also to carry out their supervising duties with great care. Likewise, the reputation of our banking group 
must be considered in all activities and decisions. Our executive managers are responsible for compliance with these 
standards in their respective areas of responsibility .
As a ﬁnancial institution, we are aware of our role in shaping a sustainable future and, in particular, our contribution to 
the achievement of various Sustainable Development Goals (SDGs). Making progress toward the SDGs already 
demanded huge effort on the part of all concerned even before the COVID-19 pandemic put additional burden on 
progressing, as well as setbacks in some cases. The SDGs negatively affected include “Health and Wellbeing”, “No 
Poverty”, “Decent Work and Economic Growth”, “Industry, Innovation and Infrastructure”, “Reduced Inequalities” and 
“Gender Equality”. With this in mind, RBI has provided active support throughout the pandemic and the resulting economic 
crisis in the form of continuous lending and higher sovereign limits in some of the CEE markets in which it operates, thereby 
helping to support the public guarantee schemes introduced to combat the consequences of the pandemic. These 
measures were aimed at all sectors, and SMEs in particular.
Health and wellbeing
In addition to promoting health preservation and healthy behaviors among its employees, RBI endeavors to support 
public health and wellbeing by continuing to provide lending solutions to players in the healthcare industry, such as hospitals 
and healthcare facilities, developers of healthcare products, and retirement homes. The healthcare sector is one of the 
areas directly affected by the COVID-19 pandemic. As well as posing a huge burden in its own right, reports1 suggest that 
the pandemic has undone years of progress toward the third SDG. This makes increased support for the healthcare 
sector essential, and RBI is making an important contribution through its core competency, i.e. the provision of ﬁnancing. 
Accordingly, the healthcare sector has been deﬁned as one of the areas to be targeted with increased ﬁnancing. In 
2020, RBI increased its lending volume for the healthcare sector in line with its efforts to help make society healthier.
In addition, RBI has further concretized its intention to support a more sustainable and healthier future by limiting further 
growth in the Tobacco industry. The ﬁnancing of tobacco producers is not permitted in microﬁnancing and SMEs ﬁnancing. 
Furthermore, for SMEs and micro businesses gambling casinos, gaming and betting are not supported, as they are 
considered to be harmful to social wellbeing and hence to people’s health. There is a special policy for the corporate 
segment that regulates relationships with customers from the gambling sector and only permits relationships with selected 
companies. These are subject to an extended compliance review that takes place during customer onboarding and 
regularly throughout the entire customer relationship. 
1 The Sustainable Development Goals Report 2020’

57
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Equality
To reduce inequality and ensure fair opportunities for all, access to ﬁnance and ﬁnancial services must not be dependent 
on gender criteria. RBI incorporates gender equality into its core business of lending. Accordingly, the Group uses 
standardized selection criteria and conditions for its private customers. The selection criteria for ﬁnancing do not take the 
customer’s gender into account, thereby ensuring equal treatment and the same lending conditions for all. This is important 
because seemingly small differences in conditions can have a signiﬁcant impact on the disadvantaged party in the long term. 
Clean energy
RBI endeavors to support the transition to a low-carbon economy with its lending activity. To this end, it has further 
enhanced its lending policy towards renewable energy projects across all areas of the Group, with a particular 
focus on wind farms and photovoltaic power plants. In this way, the Group intends to support the market in transitioning 
to clean energy. 
Furthermore, RBI is determined to to prevent the mobilization of nuclear power by ensuring that we do not ﬁnance any 
nuclear power plants, companies that extract, distribute, or trade in nuclear fuel or companies that manage nuclear waste. 
Cooperation with power plant companies that operate nuclear power plants is continued only if the nuclear operations are 
strictly separable. 
Above and beyond this, RBI has created a dedicated policy for energy from thermal coal and has committed to 
signiﬁcantly reducing its exposure in terms of thermal coal and thermal coal trading assets. As part of this, it also to wants
support existing customers with their transition, e.g. through a clear strategy for reducing dependence on thermal coal 
and/or CO2 emissions and by increasing the share of renewable energies in its portfolio.
Job security and prosperity
As a ﬁnancial institution, RBI believes it has a responsibility to promote and expand access to banking, insurance and 
ﬁnancial services for all. In this way, it helps to ensure long-term economic growth as well as combating poverty. With 
this in mind, RBI provides ﬁnancing for SME start-ups, micro business and private individuals. This has proven to be 
particularly important during the COVID-19 pandemic and the subsequent economic crisis. RBI demonstrated its reliability 
as a partner to its customers, continuing its lending business and supporting the upturn by providing credit facilities for 
government programs in all of its markets. 
In addition to providing ﬁnancing, RBI pursues a sustainable lending practice with a view to ensuring long-term value 
generation for its customers. The customer’s ability to repay is crucial and collateral alone does not form the basis for 
lending. No speculative products are offered and foreign-currency ﬁnancing is granted only in justiﬁed exceptional 
circumstances, in which case the customer is extensively informed about the associated risks. 
To this end, RBI has established policies and processes to ensure that its lending activity is consistent not only with the 
Group’s risk-bearing capacity, but also with the individual customers’ debt servicing capacity. We pay particular 
attention to preventing overindebtedness and ensure that customers are able to continue their activities in the long term. 
Different policies and measures apply depending on the respective customer segment. Reﬁnancing is being done with 
making sure that the reﬁnanced loan gets closed, lending after restructuring is regulated with sound limitations in order to 
give our customers time to recover from the ﬁnancial difﬁculties.
In the case, payment difﬁculties come up nevertheless, dealing proactively with the affected customers is a natural part of 
our banking operations to deliver our promises in line with RBI Vision Mission. As soon as RBI notices the ﬁrst visible signs of 
payment difﬁculties, support is provided to the customer to solve his problems. Furthermore, it tries to ﬁnd a suitable solution 
for the situation at hand within the scope of its options and the customer‘s ﬁnancial situation. If difﬁculties arise with servicing 
the loans, RBI looks at each case individually and assesses how the customer can be helped by means of contractual con-
cessions within ﬁnancially justiﬁable limits as well as the regulatory requirements and endeavors to work with the customer to 
ﬁnd a fair solution. In doing so, particular attention is paid to the customer‘s changed circumstances. In the event of a dispute, 
RBI follows a fair and professional complaints procedure.

58
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Supporting infrastructure 
Making it easier for small businesses to access ﬁnancial services and improving their integration into the market is an 
essential component of a sustainable economy. This applies in particular to companies in developing countries, where 
inequality is generally more visible and can have a more pronounced negative impact. With its strong presence in the 
CEE market, RBI plays an important role in supporting the local industry, innovation and infrastructure. The Group is 
aware of its responsibility in this respect, which is why it participates in various programs in order to offer loans to SMEs 
at more favorable conditions (e.g. lower prices, lower/no collateral) and with longer terms, thereby reducing the ﬁnancial 
burden for customers. Investments like these will become even more important in light of the impact of the COVID-19 
pandemic, as they will help to pave the way for a long-term recovery.
In its lending activity, RBI gives priority to projects with a long-term positive effect in terms of establishing resilience 
within local communities. Among other things, it seeks to achieve this by supporting infrastructure projects. The Group 
uses its strong presence in the CEE markets to support local companies, municipalities and governments by ﬁnancing 
various infrastructure projects, thus making a sustained contribution that boosts local development. 
Climate protection
Irrespective of the customer industry, the lending decision process is carried out on a case-by-case basis following 
standardized principles and guidelines and in line with a comprehensive due diligence process. There is a clear personnel 
and functional separation between the business activities and all risk management activities. In addition to traditional 
“hard facts” and numerous qualitative criteria for all customers, our internal rating model also incorporates an evaluation 
of the management, which is responsible for the adequate handling of environmental and social topics within the company. 
Furthermore, an evaluation is performed as to whether a customer is subject to special environmental or social risks, 
including human rights violations and health risks, and whether a potential borrower follows the existing general and 
industry-speciﬁc rules with regard to the environment, human rights, and health. Contractual conditions are recorded in a 
specially developed database and monitored by a dedicated covenant monitoring team. All the contracts currently 
recorded in the database have at least an annual reporting obligation until the end of their term. When a report is due, 
a monthly reminder is issued until the report is submitted. If a borrower is unable to meet the conditions, it typically submits 
a waiver request. The lender may then approve the request or demand repayment of the loan depending on the respective 
risk assessment and the decision of the corresponding RBI bodies. Where a margin adjustment is linked to an ESG rating, 
we refer to an external rating agency. 
Protection of ecosystems
Financing or participating in transactions or projects that involve the risk of sustainable damage to the environment (e.g. 
destruction of the rain forest, land, air or water pollution) is not consistent with RBI‘s business policy. For each ﬁnancing decision, 
the responsible employees must take the potential negative environmental impact and the resulting damage to RBI‘s reputation 
into account. This procedure applies to all of RBI’s business areas. Furthermore, no credit facilities in microﬁnancing or SME 
ﬁnancing are provided to entities within the ferrous, non-ferrous metal & precious metals, as well as within mining and 
quarrying industries.
Human rights and peace
We are committed to not directly or indirectly ﬁnancing transactions, projects, or parties that are suspected of violating 
human rights and, in particular, that use forced or child labor or that contravene the legal working and social obligations 
of the respective countries, the applicable regulations of international organizations and, in particular, the relevant UN 
conventions and rights of the local population or indigenous people.
We also seek to prevent the mobilization of arms trading by ensuring that we do not ﬁnance any manufacturers of or 
dealers in controversial weapons or their relevant suppliers, as well as wholesale arms dealers. Cooperation with 
companies and businesses that manufacture defence products in addition to other products is only continued selectively 
and if the military operations and related activities are strictly separable.
In addition, the Compliance department conducts a comprehensive advance review of potential business partners in 
order to prevent loans from being granted to counterparties with a questionable reputation and, in particular, to avoid 
TCFD

59
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
the risk of money laundering and the ﬁnancing of terrorism. Among other things, this review includes the business partner’s 
business activities, the origin of funds and other collateral, the purpose of the loan, the payment of the loans, and the 
source of repayments. Accordingly, the specialist department and the risk department involved in the lending process for 
a business partner are equally responsible for consulting the Compliance department if they identify or suspect reputational 
risks or the risk of money laundering or the ﬁnancing of terrorism (see also page 24 onwards).
It goes without saying that RBI complies with international standards on ﬁnancial sanctions and trade restrictions. In 
connection with the gambling industry, we strive to ﬁnance exclusively reputable, transparent companies within the 
European Economic Area or other European countries with a regulated gambling market that are subject to supervision, 
comply with the principles of responsible gaming and adhere to the AML (anti-money laundering) and CTF (counter-
terrorism ﬁnancing) standards. As mentioned previously, we are also a signatory of the Global Compact of the United 
Nations (see page 17).
ESG evaluation process
RBI’s internal policies and processes help to further strengthen governance and ensure that our actions are geared toward 
our long-term goals. The credit portfolio of the Group is controlled by means of the portfolio strategy. This ensures that 
lending in different countries, sectors or product types is limited, our exposure is adequately diversiﬁed and concentrations 
of undesirable risks are avoided. In response to the changing market environment and the COVID-19 pandemic, RBI 
took its existing periodic review process as an opportunity to fundamentally revise its portfolio while evaluating the short-term 
and long-term changes in the industry (industry matrix) and its customers’ positioning. This is intended to ensure that lending 
practice remains at a high standard in the future. The risks and potential of various industries in the individual countries and 
the creditworthiness of individual customers are continuously evaluated in order to allow a timely response to any changes. 
Lending guidelines and limits for future structuring of the credit portfolio are developed on this basis. In addition to the 
existing lending criteria, RBI already takes into account ESG-related risks at industry and country level and will expand 
this to the individual customer level. RBI is committed to including climate and environmental risks in its risk processes and 
policies. 
Speciﬁc lending criteria for individual customer segments and countries are resolved by credit committees consisting of 
representatives of the front ofﬁce and back ofﬁce areas or by the full Management Board. The composition of the credit 
committees varies depending on the customer group for corporate customers, ﬁnancial institutions, public authorities, and 
retail. They make all associated lending decisions within the framework of the lending approval process and the rating 
and volume-oriented assignment of responsibility (details on the loan decision process and the credit portfolio management 
can be found in the 2020 RBI Annual Report on page 196–201).
In addition to the existing efforts to minimize environmentally damaging activity, RBI has adopted sustainability and 
sustainable ﬁnance as a key topic. In line with the expectations of the market, the industry and the supervisory authorities, 
we have already gone one step further by starting to integrate the ESG evaluation into our processes. The inclusion of 
ESG aspects in risk management will takes place at several levels within the organization, taking into account the needs 
and expectations of the various stakeholders.
TCFD

60
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
.
Sustainable ﬁnance is already an important part of RBI’s corporate credit policy and is intended to ensure the integration 
of ESG-related risks into risk management and underwriting processes. It is also aimed at drawing attention to industries 
that are enabling the transition to a low-carbon economy. On the one hand, we want to support customers that have 
dedicated themselves to developing solutions for a greener economy. On the other hand, we focus in particular on customers 
from industries with low ESG scores that wish to improve their environmental compatibility, have environmental strategy in 
place and want to achieve the transition to low-carbon economy. 
As well as limiting and controlling the risks in connection with ESG factors, the Group endeavors to support activities that 
contribute to a low-carbon economy. Within the scope of our industry restrictions, we therefore prioritize “green” transactions 
over transactions that are not identiﬁed as such.
The Group-wide standards described apply to all Group units but are also supplemented with local, sometimes more 
stringent, internal guidelines and policies by many of our network banks. They take into account, to varying extents, the 
social and environmental risk strategies of the respective bank, deﬁne sometimes higher minimum criteria or deﬁne the 
exact procedure for compliance with all of the agreed-upon principles.
The standards of the International Finance Corporation (IFC) and/or the Multilateral Investment Guarantee Agency
(MIGA) apply at seven network banks: Raiffeisen Bank Sh.A. in Albania, Raiffeisen BANK d.d. Bosna i Hercegovina,
Raiffeisen Bank Kosovo J.S.C., Raiffeisen Bank S.A. in Romania (which has also committed to compliance with the EBRD 
standards), Raiffeisen banka a.d. in Serbia, Priorbank JSC in Belarus, and AO Raiffeisenbank in Russia.
These network banks all have an Environmental and Social Management System (ESMS) and a corresponding 
Environmental and Social Policy (E&S Policy). This policy describes the principles of the ecological and social risk 
management in the bank and deﬁnes important roles and responsibilities for managing E&S risks as well as key elements 
of the E&S risk management process. An E&S Ofﬁcer is nominated by the Management Board for each bank and is 
responsible for proper implementation within the bank. All employees involved in evaluating E&S risks receive appropriate 
training. The credit process ensures that all credit applications in the corporate customer area are reviewed in three steps, 
Finance 
for 
Sustainable Future
ESG Risk Appetite
Risk Steering Tools
Data Aggregation & Reporting
ESG Integration
ESG-Risk Measurements
End-to-End Processes
Stakeholders
Customers       Shareholders       Employees       Investors       Nature       Regulator
Business, IT …
Budgeting, HR …
Responsibility
Collaboration
Pro-activity
Learning

61
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
in addition to the usual credit and risk criteria:
1. Evaluating whether the company is engaged in activities on the IFC Exclusion List.
2.  Categorizing the environmental and social (E&S) risk level depending on the type, location, noticeability, and size of 
the project as well as the nature and scope of its possible environmental and social impact (low, medium, or high).
3.  Social and environmental impact assessment (E&S due diligence) for all transactions of high and medium risk:  
Determining the environmental and social impacts and risks of a project as well as determining whether it meets the 
laws of the respective country and other policies of the World Bank and IFC.
Also included are performance standards regarding work and labor conditions, resource efﬁciency and the avoidance 
of environmental pollution, public health and safety, land acquisition and forced relocations, retention of biodiversity and
sustainable management of natural resources as well as indigenous peoples and cultural heritage (see the IFC website 
at www.ifc.org).
CO2 emissions of corporate loans
In 2020, RBI calculated the ﬁnanced emissions of its corporate loans for the ﬁrst time using the method published by the 
PCAF (Partnership for Carbon Accounting Financials), which aims to enable ﬁnancial institutions to measure and disclose 
the greenhouse gas emissions resulting from their loans. The calculation uses the following formula:
This measure takes into account Scope 1 and 2 emissions. The data mainly comes from a third-party data provider 
(individual emission data was available for ten per cent, benchmarks were used for the remaining 90 per cent) and is 
broken down into GICS (Global Industry Classiﬁcation Standard) codes.
We also report the relative emissions per € 1,000 so that the data can be compared irrespective of portfolio size. 
The table has the following columns:
•  The “Sector view incl. individual data” column shows the CO2 emissions allocated to our ﬁnancing sorted by GICS codes.
•฀฀The฀“Emission฀intensity”฀column฀shows฀the฀financed฀CO2 emissions in tonnes per € 1,000 of ﬁnancing.
All in all, just over 20 million tonnes of CO2e can be attributed to our ﬁnancing according to the PCAF approach. This 
ﬁgure covers 89.2 per cent of our corporate and project ﬁnance portfolio (not all ﬁnancial data was available in sufﬁcient 
quality for calculation). The main sources are the industrial sectors of materials (commodities and raw materials), utility 
companies, energy and capital goods and transport, which collectively account for around 84 per cent of our total 
ﬁnanced emissions. In terms of emission intensity, which averages 0.35 t CO2e per € 1,000 of corporate ﬁnancing, the 
main CO2 issuers are in the utilities, energy, materials, and consumer goods and clothing sectors.
See 
IFC-Home-
page under:
www.ifc.org
Financed emissions = Sector emission intensity 
(CO2e/revenues)
x sum of revenues of RBI lending  
counterparties active in a sector x
sum RBI outstanding loans  
in a sector
sum balance sheet of RBI lending 
counterparties active in a sector

62
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Customer satisfaction
The satisfaction of our customers and outstanding customer relationships are our top priority. Customer satisfaction at RBI 
is therefore regularly measured in both retail and corporate customer business. Measures for achieving additional 
improvements are derived from the insights gained in this way.
In our business with private individuals, small enterprises and micro businesses, customer satisfaction and service quality
have been an integral component of our business management for a number of years. Since 2012, we have also employed 
a number of different methods to gain insight into the quality, duration and consistency of our customer relationships. In 
2020, our NPS (Net Promoter Score) continued the positive development recorded in previous years. Our NPS for 
individuals and small and medium-sized enterprises is well above the market average in all the markets in which we 
have subsidiary banks. Because this bar is not high enough for us, we have set ourselves the target of being the “most 
recommended ﬁnancial institution” in all of our markets and segments by 2025. The NPS measurement is carried out 
locally in all network banks based on a standardized method for the entire Group. NPS is based on the question: “How 
likely is it that you would recommend Raiffeisenbank to a friend or colleague?” We also conduct a brand performance 
analysis at least once a year. This measures brand awareness, trust and attractiveness compared with local competitors. 
Most network banks rank above the market average in this analysis. Fast, professional services, high-quality products 
and a stress-free customer experience are key among the most frequently cited reasons for a willingness to recommend 
us. We have invested in establishing customer experience management at all network banks. This consists of developing
competence in improving the customer experience, establishing measurement and controlling criteria and anchoring
CO2 emissions of corporate loans
GICS Codes
Industry view incl. individual data
Financed emissions 
in 1,000 t CO2e
Financed emission 
intensity
in t CO2e/1,000 €
Materials
7,454
0.85
Utilities
4,074
1.44
Energy
2,810
0.88
Capital Goods
2,608
0.40
Transportation
886
0.27
Food, Beverage & Tobacco
604
0.11
Food & Staples Retailing
544
0.16
Consumer Durables & Apparel
404
0.77
Others
247
0.25
Automobiles & Components
183
0.05
Real Estate
172
0.02
Consumer Services
60
0.07
Health Care Equipment & Services
46
0.02
Retailing
41
0.03
Telecommunication Services
28
0.02
Technology Hardware & Equipment
28
0.09
Commercial & Professional Services
24
0.03
Household & Personal Products
20
0.06
Software & Services
14
0.02
Media & Entertainment
6
0.02
Pharmaceuticals, Biotechnology & Life Sciences
6
0.01
Semiconductors & Semiconductor Equipment
4
0.01
Insurance
0
0.00
Total
20,264
0.35

63
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
customer satisfaction within the strategy of the network banks.
Regularly measuring customer satisfaction and the customer experience are used to document and analyze changes. 
We continuously collect customer feedback on our most important products, the customer journey and personal sales 
channels (branch, ATM, customer center). Digital channels (website, internet banking, mobile banking and social 
networks) are continuing to enjoy rapid growth in popularity and have also become an integral part of all measurements. 
Results are evaluated immediately and corresponding measures put in place. Objective criteria, such as the ratings for 
our apps in app stores, show that the services we offer via digital channels are meeting with an extremely good response 
among customers.
As mentioned, in 2019 we set ourselves the ambitious target of becoming the most recommended ﬁnancial institution 
in all of the markets in which we are active. This meant we had to revise our existing Customer Experience Framework 
(CEF) in order to reﬂect this ambition. The revised version of the CEF contains three strategic areas for improvement, each 
with speciﬁc measures assigned. These three areas for improvement continue to apply and we are making continuous 
progress.
-  Understand: We strive to systematically collect feedback from our customers across all customer journeys and contact 
points so that we know with a high degree of certainty where we need to make improvements. To achieve this, we will 
also expand and standardize our journey mapping activities by applying uniform best-in-class methods in all our markets.  
Another leverage factor for this strategic area is the introduction of a multi-channel platform for customer experience  
management following on from the successful concept demonstrations in some markets.
-  Prioritize: We decide on what needs to be improved and how by reference to transaction-speciﬁc customer feedback, 
additional business insights and a range of statistical methods in order to maximize the impact of our improvement 
measures wherever customers see the greatest barriers to smooth interaction with us. To achieve this, we develop and 
prepare a range of use cases for customer experience analytics at our network banks so that we can further optimize 
the way in which we measure and record customer satisfaction.
-  Act: We are fully aware that none of the aforementioned activities can lead to a signiﬁcant improvement in customer 
satisfaction unless our employees are trained in how to understand and respond to customer feedback. Accordingly, 
we will develop a dedicated Customer Experience Academy to provide training for employees at various hierarchical 
levels, from customer-facing employees through to product and general management.
-  Mobilize: In 2020, we introduced this new, fourth strategic area. It is aimed at ensuring that our entire organization is 
geared toward a shared objective and a shared understanding of the topic of customer orientation, which we achieve 
by conducting extensive management training and internal communication campaigns.
All the aforementioned activities are underpinned by speciﬁc execution plans with targets and KPIs that must be met over
the next few years.
Direct customer feedback is also an important indicator within the corporate business of RBI AG. On behalf of Raiffeisen
Bankengruppe Österreich, IMAS International (Institut für Markt- und Sozialanalysen Ges.m.b.H.) conducted a bienni-
al market study from September to December 2019 in all the corporate business segments (annual revenue: micro: € 0–10 
million, SME: € 10–50 million, LC: over € 50 million), the results of which were published in April 2020. As in the previous 
periods, Raiffeisen again achieved extremely good results with these customer groups in 2019, enjoying a competitive 
edge in terms of quick lending decisions, payment transactions, close personal contact, accessibility in person and by 
telephone, and the easy accessibility of its branches. In July/August 2020, IMAS International surveyed German-
speaking customers (with annual revenues of between € 50 million and over € 10 billion) as part of a customer satisfaction 
analysis conducted on behalf of RBI. The results were presented in October 2020: RBI received top marks from its customers 
in the recommendation and cooperation categories.

64
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
We fundamentally view criticism and complaints by our customers as an opportunity to improve our products and 
processes, reduce errors and increase how customers beneﬁt from our services. The importance of taking customer 
complaints seriously is unquestioned throughout the entire Group (see following chapter “Complaint management”).
Awards
Our commitment to customer satisfaction and our employees’ expertise once again earned us a number of 
awards in 2020. By way of illustration, here are our awards from the four most internationally renowned ﬁnancial journals.
The Financial Times publication “The Banker” recognized RBI as “Bank of the Year in CEE” for the ﬁfth time. The RBI 
subsidiaries Tatra banka in Slovakia and Raiffeisen Bank Aval in Ukraine were named as Bank of the Year in their 
respective countries.
RBI was voted “Best Bank in Central and Eastern Europe” at Global Finance’s “The World’s Best Banks 2020” awards,
making it the 13th time since 2004 that the ﬁnancial magazine has awarded RBI this title. The RBI subsidiaries in 
Croatia and Ukraine were also named “Best Bank” in their respective countries.
RBI won a total of 23 awards at the EMEA Finance “Europe Banking Awards 2019”. The ﬁnancial magazine recognized 
RBI as “Best Bank in CEE & CIS” for the ﬁfth year in succession. EMEA Finance also selected RBI and its subsidiary 
banks as the “Best Bank” in Austria, Belarus, Bosnia and Herzegovina, Bulgaria, Croatia, Hungary, Kosovo, Romania, 
Serbia, Slovakia, and Ukraine. The network banks in Albania and Russia were crowned “Best Foreign Bank”. EMEA 
Finance recognized RBI and its network banks as the “Best Investment Bank” in Austria, Belarus, the Czech Republic, 
and Romania. The subsidiaries in Bulgaria, the Czech Republic, Hungary, and Slovakia were recognized as the “Best 
Private Bank” in their respective country, while Raiffeisen Capital Management won the title of “Best Asset Manager” 
in Austria.
Finally, Euromoney chose the RBI subsidiary banks in Slovakia, Russia and Ukraine as “Best 
Bank” in their respective countries, awarded RBI the title of “Best Private Banking Services 
Overall in CEE” and gave numerous ﬁrst places to RBI and Tatra banka in the categories of 
net worth, technology, and services.
In 2020, Raiffeisen in Austria was once again the most successful banking group in terms of customer share in the private
customer and corporate customer segments alike. Regionality, security and sustainability have been among the guiding
principles of the Raiffeisen Banking Group since it was founded. These principles have a special meaning during
economically challenging times especially. Security and trust are the most important criteria when choosing a bank.
According to the 2020 Austrian brand value survey carried about by the European Brand Institute, the Raiffeisen brand
increased its value by 0.1 per cent to a total of € 2.061 billion to take sixth place among all of the brands surveyed.
Raiffeisen is the undisputed number one in the Austrian ﬁnancial services industry.
Complaint management
In order to implement the complaints procedure guidelines for European ﬁnancial institutions of the EBA/ESMA committee 
(European Banking Authority/European Securities and Markets Authority), RBI introduced a central complaint 
management system during the third quarter of 2016 and passed corresponding head ofﬁce and Group laws. We 
deﬁne a complaint as any type of expression of dissatisfaction directed toward the bank by a customer (natural or legal 
person) with a speciﬁc demand regarding a speciﬁc transaction, as long as this same demand is not the subject of a 
pending process in a court or at a board of arbitration or of a decision already issued by such a body. The central 
responsibility for complaint management lies with Group Compliance.
According to internal RBI head ofﬁce law, certain complaints can be processed and resolved by the respective 
departments in compliance with the prescribed process steps depending on the type of complaint.
If an expression of annoyance – and therefore a possible complaint – is addressed to the bank or an employee, it must be 
examined in order to establish whether it qualiﬁes as a complaint or not. If it does qualify as a complaint, it must always be 
entered directly and without delay in the web-based complaint management system. The person issuing the complaint must

65
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
then be kept informed of the receipt and handling of the complaint. The next step involves evaluating the complaint and 
deciding whether it is justiﬁed. This decision is taken by the affected department or the employee to whom the complaint 
management function is assigned to. The result must then be documented in the system and the person who registered the 
complaint must be informed. The department responsible for processing the complaint must investigate its cause.
Customer complaints are not a burdensome nuisance; on the contrary, they are seen as a welcome opportunity to identify 
potential process improvements and enhance customer satisfaction. This attitude is held by all employees, especially those 
who come into contact with customers. We want to make customers feel like their issues and their feedback are taken seriously. 
Information about the complaints procedure can be found on our website (www.rbinternational.com/complaintsmanagement). 
Responsible sales practices and marketing
Trust remains at the top of the list when it comes to choosing the right banking partner, and various surveys have 
conﬁrmed that it is becoming increasingly important. Since trust is based on honesty, it is important to RBI that our products 
and services are communicated clearly and transparently. Accordingly, when advertising and marketing our products, 
we also apply strict policies aimed at providing our customers with comprehensive information and protecting them from 
losses. When giving recommendations, our primary focus is on being objective. Furthermore, it is essential that the risks 
associated with our products can be clearly demonstrated and explained to the customer. False or misleading information 
must not be tolerated.
Eleven violations of regulations and voluntary codes concerning product and service information and labeling were
identiﬁed in 2020, all of which related to our network banks. Cases classiﬁed as operational risks are monitored and
controlled on a Group-wide basis within the scope of the operational risk management by the Operational Risk 
Controlling team as part of integrated risk management. Within the operational risk strategy, scenarios and plans of 
action are analyzed and early warning indicators developed together with the operational risk managers.
In addition, we carry out promotions in accordance with the ethical and moral principles 
of the code of ethics of the Austrian advertising industry and we are committed to 
complying with quality criteria agreed jointly with the advertising industry that extend 
beyond the statutory provisions. For this reason, the Raiffeisen Banking Group (and 
therefore also RBI AG) have been awarded the Pro-Ethics Seal of the Austrian 
Advertising Council.
The Pro-Ethics Seal is awarded for a period of two years. Companies are awarded for marketing measures that reﬂect:
•฀฀the฀ethical฀and฀moral฀principles฀of฀the฀code฀of฀ethics฀of฀the฀Austrian฀advertising฀industry฀(for฀ethical฀advertising)
•฀฀the฀community฀social-ethical฀ideals฀of฀the฀communications฀industry฀(for฀self-regulation)
•฀and฀for฀standing฀up฀for฀freedom฀of฀advertising฀and฀against฀advertising฀bans฀in฀this฀form.
The marketing measures performed by RBI AG as the Group head ofﬁce and the individual network banks in Central and 
Eastern Europe have to comply with the “ICC Advertising and Marketing Communications Code” published by the 
International Chamber of Commerce. This ensures a transparent and fair market presence that is oriented to internationally 
recognized guidelines.
In addition to protecting customers, we ensure that only those marketing activities that are in the interests of the company 
are actually carried out. Strict compliance guidelines and the Code of Conduct additionally help to achieve this goal.
International advertising and marketing campaigns of RBI are exclusively developed and commissioned by the Group 
Marketing division of the Vienna head ofﬁce. This division also evaluates and approves all local campaigns by the 
network banks in Central and Eastern Europe by reviewing and approving TV spots, online advertising, print ads, etc. 
before they are published.
Find more at: 
www.rbin-
ternational.
com/en/
homepage/
compliance-
information/
management-
of-customer-
complaints.
html
proethik
w e r b e r a t
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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
RBI values a functioning capital market and public conﬁdence as being just as important as its reputation as a professional 
player on the market. Any action that endangers this principle would have serious consequences for RBI and the employees 
involved. The need for integrity also applies in the ﬁght for market share. This means that no unauthorized agreements 
should be entered into and that it is necessary to abide by the rules of fair competition and the standard international 
rules of market behavior (MiFID).
Cases of anti-competitive behavior were identiﬁed at two network banks in the period under review. A total of eight
proceedings are currently in progress.
Sustainable Finance Initiative
The topic of sustainability has gained momentum, and ﬁnancial institutions are playing a central role in reorienting capital
ﬂows towards a more sustainable economy. On the one hand, investors are demanding increasingly frequent information 
about what their assets are used for and the positive impact of their investments on the environment and social issues. 
On the other hand, there is growing customer demand for products and services that combine social, environmental and 
economic criteria.
For corporate customers, sustainability plays a particularly important role in three areas:
•฀฀How฀can฀we฀best฀support฀our฀customers฀as฀they฀transition฀to฀sustainable฀business฀models?
•฀฀How฀can฀we฀ensure฀that฀the฀lending฀portfolio฀on฀RBI’s฀balance฀sheet฀gradually฀complies฀with฀sustainability฀criteria฀to฀
an even greater extent?
•฀฀How฀can฀we฀help฀our฀colleagues฀in฀CEE฀to฀establish฀and฀exchange฀knowledge฀in฀the฀area฀of฀ESG?
Supporting our customers
We are seeing considerable demand for information and advice on sustainability in general and sustainable formats of
ﬁnancing in particular, especially among large companies. In its core region, RBI is one of the leading banks when it 
comes to sustainable ﬁnance. An experienced interdisciplinary team at RBI advises commercial customers on
•฀the฀various฀instruments,฀from฀lending,฀promissory฀notes฀and฀bonds฀through฀to฀guarantees฀and฀derivatives,฀
•฀฀all฀forms฀of฀sustainable฀finance฀and฀sustainability-linked฀formats฀as฀well฀as฀formats฀focusing฀on฀the฀purpose฀of฀the฀ 
liquidity raised.
In addition to sustainable ﬁnance, we advise our customers on the EU taxonomy (where applicable), subsidized ﬁnancing
and corresponding subsidy programs in Austria.
We pay particularly close attention to preventing greenwashing. Customers are analyzed on the basis of their positive/
negative ESG characteristics and their relative performance within the respective industrial sector and will be classiﬁed 
using ESG ratings in the future. This helps to illustrate their sustainability position and potential. Sustainable ﬁnancial 
products can then be tailored to the individual customers so that they have a positive impact in terms of the ESG criteria.
Rather than waiting until the actual ﬁnancing situation arises, RBI supports its customers by advising them on the preparatory 
steps that need to be taken in advance of the ﬁnancing transaction.
TCFD

67
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Portfolio – growing demand for sustainability
To help our customers to improve their carbon footprint and make their transformation a sustainable success, we need to 
be able to assess transactions and projects on the basis of ESG criteria and advise our customers accordingly.
RBI’s ESG rulebook was developed for this purpose. This internal guideline sets out Group-wide rules for which transactions 
can be classiﬁed as “green” or “social”, thereby ensuring a uniform understanding of sustainable ﬁnance throughout the 
Group and preventing greenwashing.
RBI has decided to follow the requirements of the EU Taxonomy Directive in addition to implementing its own internal 
deﬁnitions. RBI’s internal deﬁnitions of “green” and “social” are based on the existing RBI Green and Social Frameworks, 
which are oriented toward the ICMA Green and Social Bond Principles as adopted by the market. Since 2018, RBI has
promoted sustainable lending in Austria and Central and Eastern Europe by issuing green bonds. Over the coming years, it
plans to gradually adapt its internal deﬁnitions of “green” and “social” to bring them into line with the EU Taxonomy
Directive and other future developments.
The Sustainable Finance team at head ofﬁce is responsible for ensuring that the knowledge and experience on transaction
qualiﬁcation generated at RBI AG is shared with the network banks and expanded by means of a dialog with them. To
date, more than 500 colleagues have been trained in the requirements in the various sectors. In addition, the employees
concerned have been provided with the technical tools to identify and label sustainable transactions within the Group.
Great importance is placed on data transparency and the traceability of decisions relating to qualiﬁcation. Close and
intense cooperation within the Group allows for any synergies to be leveraged and demands the development of 
suitable instruments and concepts.
Raising awareness – supporting our employees at RBI AG and the 
network banks
One of the initiatives forming part of the Corporate Strategic Roadmap focuses on “sustainable customers and transactions” 
and sees sustainable action as an essential component of future business development and positive brand perception. 
To this end, numerous extensive projects and initiatives were launched at RBI’s head ofﬁce and in the network banks in 
2020.
In particular, it is important to raise awareness of ESG-related topics and ensure efﬁcient cooperation. Accordingly, the
Corporate Banking board area has established an international Sustainable Finance Expert Team (Corporate ESG
Ambassadors) that includes all of the network banks.
The primary objectives of the network are to pass on knowledge and information between head ofﬁce and the network
banks, to advertise ESG activities for commercial customers in the CEE region, and to support these companies so that 
they can leverage the opportunities available to them in the area of ESG megatrends and combating global climate 
change to the greatest possible extent. Here, too, the Sustainable Finance Team at head ofﬁce is responsible for 
onboarding and training the network banks.
Green Finance Days were successfully established within the Group: The presentations and the lively discussions 
between the participants and speakers showed that many RBI employees are convinced by the growing importance of 
sustainability in the ﬁnancial sector. Cooperation with external stakeholders, particularly academic institutions, also plays 
an important role in the exchange of knowledge and experience, and efforts this year will continue to focus on closer 
cooperation.
In retail banking, we used 2020 to develop product solutions and services that set us apart from other providers and 
lead to increased customer satisfaction. By now seven network banks offer sustainable solutions for their customers. As 
we serve customers with a wide range of needs, it is important for us to concentrate our focus on these needs and address 
customers with suitable solutions. For this reason, we conducted a customer survey in six CEE markets in 2020 in order to 
better understand customers’ awareness, needs, and general attitude with regard to sustainable banking requirements.
TCFD
TCFD

68
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The ﬁrst step in meeting those needs will be creating a responsible banking framework for retail customers in the ﬁrst 
quarter of 2021, as well as accelerating the exchange of knowledge between the network banks. This framework is 
aimed at communicating greater climate awareness to our customers (e.g. with regard to their individual carbon footprint) 
and controlling ESG risks with respect to our customers as well as sustainable products and services. Our primary focus 
is on providing special offers for energy-efﬁcient housing and support for energy efﬁciency measures in the form of 
unsecured loans to ﬁnance hybrid cars or electric bicycles, for example.
Sustainable ﬁnancing 
Providing sustainable ﬁnancing generates added value for our customers and society as a whole. A wide range of
activities are suited to sustainable ﬁnancing. We describe ﬁnancing as being “sustainable” when it has a long-term 
positive effect on the environment and climate and/or on societal and social affairs and when it supports the attainment 
of the Sustainable Development Goals (SDGs). The prior-year ﬁgures are not shown here due to the improvement in 
data quality in 2020 and the resulting lack of year-on-year comparability.
All in all, the volume of sustainable ﬁnancing(excluding 
coronavirus-related ﬁnancing) at RBI AG and the 
network banks amounted to around € 5 billion, 
corresponding to approximately 13 per cent of the total 
portfolio of corporate customer loans and project 
ﬁnancing at RBI AG and the network banks. The volume 
at RBI AG was around € 3,191 million or 17.8 per cent 
of the total portfolio.
Financing with a positive impact on the environment and the climate
The total volume of ﬁnancing with a positive impact on the environment and the climate at RBI* was around € 3,291
million in 2020, while R-Leasing accounted for an additional € 250 million.
Green ﬁnance accounts for around 8.6 per cent of the overall RBI* portfolio (corporate customer loans plus project 
ﬁnance) of around € 38,352 million.
Sustainable 
Financing
RBI AG + NWB
5,005 m €
(13 % of portfolio)
Sustainable 
Financing 
RBI AG
3,191 m € 
(17.8 % of portfolio)
RBI*
RBI AG
NWB
3,291 m €
1,568 m €
1,723 m €
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein

69
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Details of ﬁnancing with a positive impact on the environment and the climate are shown below.
•฀Renewable฀energy
RBI has further enhanced its lending policy concerning renewable energy projects across all areas of the Group, with 
a particular focus on wind farms and photovoltaic power plants. Although there remains pent-up demand for renewable 
energy in RBI’s markets in Central and Eastern Europe, an increase in the share of renewable energy is dependent on 
government-imposed conditions in many markets. Most new projects can be implemented only with the help of 
guaranteed feed-in rates. When it comes to ﬁnancing, the bank is responsible for carefully examining the operational 
security of a project in order to keep the risk low. The reliability of political players plays an important role but is not 
sufﬁciently ensured in all regions. This is why we have adopted a rule whereby we concentrate only on those projects 
whose feasibility is not dependent on special grants or feed-in remuneration.
In 2020, RBI* had a ﬁnancing volume of around € 280 million in the area of renewable energies:
 
•฀Sustainable฀real฀estate
Sustainable real estate ﬁnance is the most important asset category in our green bond portfolio. However, real estate 
that fails to comply with the strict rules of the Green Bond Framework, e.g. due to certiﬁcation that falls below the 
required standards, can still be classiﬁed as sustainable. Around 53 per cent of RBI’s green building portfolio 
corresponds to our framework deﬁnition for our green bond issues. Around 23.5 per cent of these projects have 
BREEAM Excellent certiﬁcation, 8.8 per cent have BREEAM Outstanding certiﬁcation, 5.8 per cent have BREEAM 
Very Good certiﬁcation, and 8.8 per cent have DGNB Gold or Platinum certiﬁcation. 38.2 per cent of the sustainable 
buildings have LEED Gold certiﬁcation, while 11.8 per cent have LEED Platinum certiﬁcation. The remaining 2.9 per 
cent are constructed in accordance with the KfW standard.
85 per cent of these properties are ofﬁce buildings, six per cent are logistics centers, while the categories of hotels,
shopping centers and shopping centers including ofﬁces each account each for just under three per cent. The properties 
are located in Austria, Germany, and the Netherlands, as well as Slovakia, the Czech Republic, Hungary, Bulgaria, 
Croatia, Romania, Serbia, and Poland.
Breakdown of RBI* green ﬁnancing by sustainability criteria
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
Green Financing
RBI AG + NWB
3,291 m €
(8.6 % of portfolio)
74 %
9 %
5 % 
9 %
2 % 1 % 
▲
n  Renewable energy
n  Sustainable real estate
n   Sustainable mobility
n  Energy efﬁciency
n  Water supply and sewage disposal 
n  Other green ﬁnancing
RBI*
RBI AG
NWB
280 m €
132 m €
148 m €
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
In 2020, RBI* had a ﬁnancing volume of around € 2,424 million in the area of sustainable real estate:
•฀Sustainable฀mobility
The volume of ﬁnancing in the area of sustainable mobility at RBI* was around € 311 million in 2020. R-Leasing
accounted for an additional € 250 million (for fully electric vehicles; new leases concluded in 2020: € 79.2 million):
•฀Energy efﬁciency measures
In 2020, RBI AG had a ﬁnancing volume of around € 76 million in the area of energy efﬁciency.
•฀Water฀supply฀and฀waste฀disposal
In 2020, RBI* had a ﬁnancing volume of around € 44 million in the area of water supply and waste disposal:
Financing with a positive impact on society and social issues
In 2020, the total volume of ﬁnancing with a positive impact on society and social issues at RBI* was around € 1.714 
billion. This “social” ﬁnance accounts for around 4.5 per cent of the overall RBI portfolio (corporate customer loans + project 
ﬁnance) of around € 38,353 million.
RBI*
RBI AG
NWB
2,424 m € 1 
1,015 m € 2
1,409 m € 3
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
1  53 % green bond-eligible; 2 85 % green bond-eligible; 3 40 % green bond-eligible. This means they comply with the strict rules of the RBI Green Bond Framework deﬁnition, which requires 
certiﬁcation or pre-certiﬁcation of at least LEED Gold, BREEAM Very Good, and DGNB/ÖGNI Gold. 
RBI*
RBI AG
NWB
311 m €
172 m € 1
139 m € 2
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
 1  Public transport, electric car production, enhancement of e-mobility and hybrid technology  2 Largely battery production for electric cars
RBI*
RBI AG
NWB
44 m €
21 m €
23 m €
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
RBI*
RBI AG
NWB
1,714 m €
1,622 m €
92 m €
Breakdown of RBI* social ﬁnancing by sustainability criteria 
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein 
n  Health and health care
n  Sustainable entrepreneurship
n   Training and development
n  Research and development
n  Regional development and infrastructure
n  Drinking water supply
n  Other social financing
▲
39 %
4 % 1 %
46 %
2 %
5 % 3 %
Social Financing
RBI AG + NWB
1,714 m €
(4.5 % of portfolio)

71
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Details of ﬁnancing with a positive impact on society and social issues are shown below.
•฀Health and healthcare:
In 2020, RBI* had a ﬁnancing volume of around € 798 million in the area of health and healthcare:
RBI AG also has guarantees in the healthcare sector in the amount of € 17 million.
•฀Sustainable฀entrepreneurship:
In 2020, the network banks had a ﬁnancing volume of around € 12 million in the area of sustainable entrepreneurship.
•฀Training฀and฀development:
In 2020, RBI AG* had a ﬁnancing volume of around € 60 million in the area of training and development, of which  
€ 9.3 million was in line with the Social Bond Framework deﬁnition.
•฀Research and development:
In 2020, RBI AG had a ﬁnancing volume of around € 43 million in the area of research and development.
•฀Regional development and infrastructure:
In 2020, RBI AG had a ﬁnancing volume in the area of regional development and infrastructure of around € 82 million
for infrastructure and around € 168 million for funds investing in local sustainable infrastructure and social housing.
In 2020, RBI AG also incentivized 134 institutes of the Raiffeisen Banking Group in Austria in ﬁnancing an additional
201 public-sector projects such as schools and kindergartens and similar projects.
•฀฀Other฀social฀finance,฀including฀drinking฀water฀supply,฀amounted฀to฀around฀€ 551 million at RBI.
Other ﬁnancing with a positive impact on society and social issues not included in the above illustration are listed below.
•฀Coronavirus฀stimulus฀package
The coronavirus pandemic has had a signiﬁcant impact on many of our customers’ business activities. From mid-March
2020 onward, we informed our customers about the available coronavirus support programs. This meant our customers 
obtained a prompt overview of new subsidy programs and were able to access tailored products as part of bilateral 
consultations and via newsletters and information on our website.
The coronavirus stimulus package of the Austrian Federal Government includes numerous measures. For example, the
following support and specially developed products were available via RBI AG in 2020:
-  OeKB Special Reﬁnancing Framework Credit (large companies and SMEs): The Special Reﬁnancing Framework 
Credit can be used by Austrian exporters (large companies and SMEs) on a revolving basis and is initially limited to 
two years. It is secured by OeKB and is primarily aimed at ensuring the liquidity of exporters and securing jobs.
-  COFAG bridge guarantee: Large Austrian corporates can access bridge guarantees based on ﬁnancing  
guarantees of the Austrian COVID-19 Federal Finance Agency (COFAG).
RBI*
RBI AG
NWB
798 m €
718 m € 1
80 m €
 1  Hospitals and clinics, care facilities, cancer research projects, € 445.8 million in line with the Social Bond Framework deﬁnition

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
-  KfW1 coronavirus support: Kreditanstalt für Wiederaufbau is providing support in the form of 80 per cent release 
from liability and favorable reﬁnancing.
- aws2 bridge guarantee: for working capital ﬁnancing.
- EIB coronavirus loan: Assistance for SMEs and mid-caps in Austria in particular.
All in all, our customers accessed ﬁnancing of € 296 million in connection with coronavirus support. Additionally, a
coronavirus loan of € 100 million was agreed with the EIB and is being allocated to SMEs and mid-caps in cooperation
with the Raiffeisen Banking Group and R-Leasing.
Government support packages for companies impacted by the coronavirus crisis were also adopted in the majority of
countries in which our network banks are represented and are being processed via our network banks. In most countries, 
this took the form of state guarantee support to secure ﬁnancing that will ensure the continued existence of companies, 
whether SMEs or larger companies impacted by COVID-19. The total volume of this ﬁnancing within our network in 
CEE was around € 989 million.
•฀Property฀and฀wealth฀accumulation฀among฀the฀population
In recent decades, domestic building societies in Austria have co-funded the construction, purchase or modernization 
of a large volume of residential units. In this way, building societies have contributed to the broad accumulation of 
property and wealth as well as individual ﬁnancial security. A signiﬁcant portion of this ﬁnancing was provided by 
Raiffeisen Bausparkasse Gesellschaft m.b.H., which serves around 1.45 million customers. In its 59-year history,
Raiffeisen Bausparkasse Gesellschaft m.b.H. has ﬁnanced more than 505,000 homes accommodating over 1.3 million 
people. This ﬁnancing provides an important boost for the domestic construction industry and economy. The topics 
of renovation, energy efﬁciency improvements in existing structures and energy-efﬁcient construction remain extremely 
important. Raiffeisen also assists its customers in this area with an extensive range of free information services.
Sustainable investment
Raiffeisen Bausparkasse Gesellschaft m.b.H. 
Building societies support the economic cycle through savings and ﬁnancing, thereby enabling the construction of residential 
projects that also beneﬁt the coming generations. The core co-operative principle of Raiffeisen is expressed very clearly 
here: One group saves for the ﬁnancing of residential construction, renovation, care and education for others who currently 
need this ﬁnancing (see previous paragraph). Savers beneﬁt from the secure investment of their assets as well as the 
government incentives and can also be certain that their capital is being invested in useful, sustainable projects.
Raiffeisen Kapitalanlage-Gesellschaft m.b.H. 
Sustainable investing of customer deposits at RBI AG is in large part effected via Raiffeisen KAG, which offers securities 
and real estate investment funds as well as investment management products to institutional and private customers both 
in Austria and abroad under the brand name Raiffeisen Capital Management (RCM). The focus is on Austria as well as 
– with substantial growth – Italy, Germany, and the RBI network banks in Central and Eastern Europe.
2 Austria Wirtschaftsservice Gesellschaft mbH (Austrian promotional bank)
1 Kreditanstalt für Wiederaufbau (KfW Development Bank)
RBI*
RBI AG
NWB
1.285 m €
296 m €
989 m €
* Excluding the subsidiaries RBSK, RKAG, RL, Valida, RCB, Kathrein
TCFD

73
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
With a managed fund volume of € 37.5 billion and a 19.5 per cent share (according to OeKB statistics) of a fund market 
with a volume of € 182 billion (Austrian asset management companies), Raiffeisen KAG is one of Austria’s leading asset 
management companies.
The Raiffeisen Capital Management umbrella brand unites Raiffeisen KAG as well as Raiffeisen Immobilien KAG and
Raiffeisen Salzburg Invest. The total volume managed in security funds, including advisories (mandates to third parties, 
partly abroad) totaled € 40.1 billion at the end of 2020. In addition, Raiffeisen Vermögensverwaltung, which is integrated 
into Raiffeisen KAG, manages € 1,074 million and Raiffeisen Immobilien KAG manages € 569 million across three real 
estate funds. While the total volume did not change signiﬁcantly, including as a result of the coronavirus crisis, one 
segment saw extremely positive performance: sustainable investment.
Although 2020 was a challenging year, the sustainable investment volume increased by a further 57 per cent 
year-on-year to € 10.25 billion and now accounts for 26 per cent of the overall volume. In the retail segment, 
more than one-third of the volume is already attributable to sustainable mutual funds.
Rapidly growing investment volume in a broad product portfolio
The degree to which sustainable investment funds are being accepted by investors is illustrated by the statistics since 
2014, the year in which Raiffeisen KAG’s sustainability funds were repositioned. The volume has increased tenfold in the 
meantime, and this trend continued unabated in 2020.
The available funds now cover all asset and risk classes. Additional product innovations include the SmartEnergy-ESG-
Aktien equity fund that was launched in 2020. Furthermore, existing funds are continuously integrated into Raiffeisen KAG’s 
highend sustainability concept after being carefully reviewed. We plan to include the equity funds in this sustainability 
concept in 2021/22, followed by all mutual funds by 2025, in line with the classiﬁcation of the EU Taxonomy Regulation. 
Special funds (mandates) whose strategic orientation is the responsibility of customers such as pension funds, insurance 
companies and other major investors will increasingly also take this path, and Raiffeisen KAG will provide corresponding 
support and assistance.
Development of the sustainable fund volume since 2014
10,000
8,000
6,000 
5,000 
4,000 
3,000 
2,000 
1,000
0
in € million
1,020
2014
1,185
2015
2,227
2016
2,912
2017
3,114
2018
6,546
2019
10,251
2020
Volume tenfold 
up since 2014
Source: Raiffeisen KAG, data as of December 31, 2020

74
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
 Sustainability funds 2020: volume and CO2 emissions
Fund administration means that all typical fund services are carried out by the Raiffeisen KAG, except for portfolio 
management in the narrower sense.
TCFD
CO2 emissions of sustainable funds of Raiffeisen Kapitalanlage-Gesellschaft m.b.H. 2020
Product description
Funds
Volume
(m €)
Carbon 
Emissions*
(tons 
CO2e)
Carbon 
Intensity**
(tons CO2e/
m € sales)
Equity funds
Raiffeisen-Nachhaltigkeits-Aktien
Global equities according to sustainable criteria
540
28,876
110
Raiffeisen-Global-Aktien
Global equities according to sustainable minimum criteria
599
32,870
156
Raiffeisen-Nachhaltigkeit-Europa-Aktien
European equities according to sustainable criteria
372
22,116
83
Raiffeisen-Nachhaltigkeit-Momentum
European equities according to sustainable criteria
263
27,869
101
Raiffeisen-SmartEnergy-ESG-Aktion
Global sustainable thematic fund
48
3,406
246
Raiffeisen-Nachhaltigkeit-EmergingMarkets-Aktien
Global Emerging Markets equities according to sustainable criteria
43
1,518
133
Raiffeisen-PAXetBONUM-Aktien
Equity fund according to a clerical ethics approach
17
1,131
98
3 Mandates
European and global equities according to sustainable criteria
334
*****
*****
Mixed funds
Raiffeisen-Nachhaltigkeit-Mix 
Global mixed fund according to sustainable criteria
3,248
347,837
127
Raiffeisen-Nachhaltigkeit-Solide
Global mixed fund according to sustainable criteria
378
63,986
160
Raiffeisen-Nachhaltigkeit-Diversiﬁed
Global mixed fund according to §25 PKG and sustainable criteria
78
5,517
55
Klassik Nachhaltigkeit Mix
Global mixed fund according to sustainable criteria
37
4,647
168
Raiffeisen-Nachhaltigkeit-Wachstum
Global mixed fund according to sustainable criteria
12
635
102
9 Mandates
Global and European mixed funds according to sustainable criteria
311
*****
*****
Bond funds
Raiffeisen-Nachhaltigkeit-Rent
Global bonds according to sustainable criteria
650
181,343
117
Raiffeisen-Österreich-Rent
Austrian gilt-edged bonds according to sustainable criteria
309
***
***
Raiffeisen-GreenBonds
Global green bonds
193
****
****
Raiffeisen-Nachhaltigkeit-ShortTerm
Short-term Euro bonds according to sustainable criteria
70
48,667
129
Raiffeisen-PAXetBONUM-Anleihen
Bond fund according to a clerical ethics approach
13
1,114
64
9 Mandates
Global bonds according to sustainable criteria and green bonds
1,411
*****
*****
Fund administration (11 Mandates)
Fund administration, application of sustainability criteria
1,325
*****
*****
Total
10,251
771,532
–
Global equities
Index global equities (MSCI)
159
Index emerging market equities (MSCI)
297
Index Corporate Bonds (iBoxx)
184
*****  Carbon emissions are calculated from the scope 1+2 emissions of the companies based on the share of market capitalization in the portfolio (”owner view“).The carbon emissions depend on the 
fund volume and have only limited informative value in the case of pensions.
*****  CO2 intensity is reported in tons of CO2e/ million EUR sales; independent of fund volume and follows the question of how high the portfolio‘s exposure to emissions-intensive companies is: 
CO2 emissions per company‘s sales, weighted by the proportionate value in the portfolio. This indicator is independent of a market capitalization (and are therefore not comparable with 
carbon emissions), it is therefore easier to include bonds.
***** Coverage ratio too low (below 50 %))
***** This concept is not applicable to green bonds
***** No data available

75
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The carbon footprint of the sustainable funds is around 771,532 t CO2e. This represents a saving of around 250,581 t 
CO2e compared with the carbon footprint of non-sustainable funds (this is only a model calculation and corresponds to 
the annual electricity consumption of 42,400 four-person households).
The securities in these sustainability funds, which have a total volume of € 10.25 billion, are subject to a combination of 
strictly deﬁned, explicit ecological and societal criteria that are both positive and negative (avoidance). The sustainable 
mutual funds will also correspond to Article 8 and, in some cases, Article 9 of the new EU regulation on sustainability-
related disclosure obligations (SFDR).
In 2019, Raiffeisen Vermögensverwaltung developed a new product for its product line with a focus on afﬂuent private
customers that combines Raiffeisen KAG’s sustainability expertise and capital market know-how: “Raiffeisen VIP nachhaltig”
and “Klassik Invest Nachhaltigkeit” invest solely in fund products that are classiﬁed as sustainable. This product grew to 
over € 125 million by the end of 2020, thus already accounting for around nine per cent of the business volume under 
management.
In 2020, Raiffeisen Immobilien KAG pressed ahead with implementing its strategy for the sustainable operation of its 
fund properties. By mid-2021, almost 90 per cent of these portfolio properties with various use types (hotel, logistics, 
ofﬁce, retail, residential) in Germany, France, Poland, Austria and the Netherlands will have obtained sustainability 
certiﬁcation in accordance with Deutsche Gesellschaft für Nachhaltiges Bauen (DGNB – German Sustainable Building 
Council). The future viability of the properties has been and continues to be examined on the basis of assessment standards 
in line with climate protection criteria.
The assessment system for existing buildings focuses on building operation and user satisfaction in particular. The aim is 
to ensure sustainable building operation (operating costs and processes, user satisfaction, mobility services and social
sustainability strategies) for every building. Since 2018, Raiffeisen-Immobilien KAG has also been a member of ÖGNI
(Österreichische Gesellschaft für Nachhaltige Immobilienwirtschaft), the Austrian Society for Sustainable Real Estate.
Responsible management of sustainable funds
The integration of ESG (environmental, social and corporate governance) aspects is aimed at taking the social responsibility 
of investment into account to a greater extent alongside the income and risk targets. By its very deﬁnition, sustainability 
therefore means active management. A sustainable portfolio cannot be achieved solely by screening the investment universe 
using a few exclusion criteria.
The interaction of all three elements – avoid, support, and especially inﬂuence – is a prerequisite for the responsible 
management of sustainable funds.
Environmental impact of Sustainable Funds 2020
       1,022,113 t CO2e
  Non sustainable 
comparison funds
CO2e
       771,532 t CO2e
 Sustainable funds
CO2e
CO2e
250,581 t CO2 Savings
compared to non-sustainable funds
This corresponds to the electricity consumption 
 of around 42,400 households.
Source: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator 
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76
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The starting point is the deﬁnition of strict exclusion criteria, such as the violation of human rights and labor rights, atomic
energy, weapons, green genetic engineering, violations of the Global Compact, and other ethical principles (e.g. 
gambling, alcohol, and the use of human embryos in research).
The independent internal limit testing performed by fund management (pre-trade compliance) and the external ex-post fund 
audit both serve to ensure compliance with these exclusions and the criteria framework applied. In addition, the content 
of the criteria framework (extra-ﬁnancial exclusion criteria) as well as the sustainable quality is veriﬁed and 
updated every month. This is based on data from two sustainability research agencies and in-house data. The resulting 
“sustainability universe” can be modiﬁed further to reﬂect ad hoc events.
Building on these relatively passive elements of avoiding, internally developed speciﬁc ESG research places the 
spotlight on a set of “positive criteria” and is the active core element in management: Based on ESG data on companies 
and states, an internally developed ESG score is calculated that represents the key decision-making criterion in the 
investment processes of the sustainability funds alongside traditional key ﬁnancial indicators. The methodology applied 
and compliance with the criteria is also validated by external institutions (FNG seal, Austrian Ecolabel). This integrated 
process forms the basis for the value development of the sustainability funds, which is generally extremely positive.
As part of a holistic understanding of sustainability, we are increasingly also pressing ahead with the integration of ESG
principles in all of the funds we actively manage, including beyond the product family of sustainability funds. For some 
years now, there has been a voluntary commitment to exclude investments in agricultural commodities and livestock, 
weapons, and companies whose business consists predominantly of the supply or use of thermal coal. This “thermal 
coal policy” was revised in 2020. ESG research is also generally integrated into the management of all funds, not least 
as a means of improving the ESG score of the respective fund.
The goal of systematically enhancing sustainability in the core business is ensured by a dedicated “Sustainable Investments” 
team and, since 2016, a steadily growing and already large group of specialists in all the fund and asset management 
teams and sustainability expertise within Raiffeisen KAG is continuously intensiﬁed and expanded.
This is reﬂected not least in our consistently intensiﬁed commitment in the sense of exercising our right to vote or actively
communicating with listed companies on ESG issues. The exercise of voting rights is an important element of the investment
approach for sustainability funds, not least because corporate governance is an important pillar of the sustainability 
analysis. Accordingly, these funds exercise voting rights for the vast majority of their holdings. In 2020, 342 active 
company engagement activities took place and 222 votes were cast either directly at general meetings or via speciﬁc 
platforms. An annual engagement report is published on the website (www.rcm.at/sri-publications).
Integration of Sustainability, a holostic concept 
individual
collaboration
platforms
Engagement 
exercising voting right
company dialogue
Best in class
thematic investing
Impact investment
Exclusion
absolute relative
screening
value-based      norm-based
1.
Avoid
and demonstrate
responsibility
3.
Inﬂuence
and unfold effect 
through dialogue
and engagement
2.
Support
and promote
sustainability
Source: Raiffeisen KAG

77
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Raiffeisen KAG works continuously to improve its sustainability investment processes both internally 
and with external partners. Visible signs include the growing number of national and international 
certiﬁcations it has obtained. These include the “Austrian Ecolabel”, the “FNG Seal” and the 
“eurosif”, which is also a prerequisite for the FNG seal.
Conﬁrmation of the quality of sustainability funds by external auditors serves to strengthen investment
security. In late 2020, Forum Nachhaltige Geldanlagen (Sustainable Investment Forum) issued the
FNG seal for 2021. This seal is awarded after an audit conducted by an external auditor (University of
Hamburg) (information under www.fng-siegel.org). All 14 of the sustainability funds submitted by 
Raiffeisen KAG were awarded three stars, the highest rating and one that was only given to 43 funds 
in total.
13 Raiffeisen sustainability funds also have the Austrian Ecolabel that is awarded by the Austrian 
Federal Ministry of Climate Action, Environment, Energy, Mobility, Innovation and Technology 
following a corresponding external audit.
Thanks to excellent performance over many years and ﬁrst-class ratings from external agencies, 
some of the sustainability funds have already become ﬂagships of Raiffeisen KAG.
Expansion and intensiﬁcation of the sustainability agenda
Sustainability means handling resources responsibly. This responsibility for the environment and society is presenting all 
of us, and the ﬁnancial industry in particular, with new challenges. In 2013, the signature of the PRI (Principles for 
Responsible Investment) and the simultaneous expansion of management competence and capacity represented a 
milestone in the integration of sustainability elements into the total investment. Furthermore, Raiffeisen KAG is a founding 
member of the Raiffeisen Sustainability Initiative, an active member of the Sustainable Investment Forum, the professional 
association for sustainable investment in Germany, Austria, Liechtenstein, and Switzerland and, since 2016, a member of 
the Italian counterpart “Forum per la Finanza Sostenibile”.
The advisory board for sustainable investment that was established in 2017 meets regularly, delivering input and an
exchange of opinions from different scientiﬁc or societal perspectives. The advisory board acts as a specialized body
representing the key stakeholder groups for sustainable investments.
As part of continuous development toward the vision of being a climate-neutral asset management company, the consistent
expansion of the product range is accompanied by extensive investments in management expertise, data services and, 
not least, customer communication including support from advisors.
In 2020, the Austrian magazine “Börsianer” again recognized Raiffeisen Capital Management 
(Raiffeisen KAG) as the most sustainable fund company. This aspiration continues to apply and is 
being expanded to neighboring countries.
Find more at: 
www.fng-sie-
gel.org

78
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Kathrein Privatbank Aktiengesellschaft
Kathrein Privatbank offers tailored investments for private assets and foundations as well as advice on all matters relating 
to private foundations, asset transfer and the purchase and sale of companies. Tailored investment solutions are also 
provided for institutional clients. In its investment decisions, Kathrein Privatbank follows a clearly deﬁned methodology – 
the quantitative investment style. The object is to identify possibilities for performance improvement and to develop 
objective economic criteria for investment decisions.
The topic of sustainability, including diversity, is ﬁrmly enshrined in the corporate philosophy of Kathrein as a subsidiary 
of RBI AG. Kathrein wants to actively shape a better future by consciously selecting sustainable investments and has 
voluntarily committed to follow all of the recommendations of the European Transparency Code for Sustainability Funds 
for selected products. Kathrein has received the Austrian Ecolabel for sustainable ﬁnancial products for seven funds. 
Seven funds have been awarded the FNG seal. Kathrein is also intensively addressing the topic of impact investment 
already (fund selection and dedicated asset class for mixed mandates; special funds select and use instruments 
depending on the investor’s preferences).
The carbon footprint is calculated for two funds, Kathrein Sustainable Global Equity* and Kathrein Sustainable Bond 
Select*. The calculation is performed by the cooperation partner CSSP – Center for Social and Sustainable Products 
AG. Both funds are certiﬁed and listed on the “yourSRI.com” platform. The calculated value of the carbon footprint is 
also published there (see https://yoursri.com/funds-dx/68151030 and https://yoursri.com/funds-dx/68403018).
The carbon intensity of the Kathrein Sustainable Global Equity is 125.6 t CO2e/€ million revenue. The carbon intensity 
of the Kathrein Sustainable Bond Select is 194.6 t CO2e/€ million revenue.
All in all, Kathrein already manages around 46 per cent of its total fund volume in accordance with sustainability criteria  
(sustainability concept for retail funds with the Ecolabel: see website https://www.kcm.at ➝ Products ➝ Sustainability). 
There is a cooperation with ISS ESG as a research partner in the area of sustainability. Kathrein deﬁnes exclusion 
criteria and positive criteria and combines these with its selection process in order to generate the portfolio of individual 
instruments.
The sustainability funds currently offered are:
•฀฀Kathrein฀Euro฀Bond:฀Invests฀exclusively฀in฀government฀bonds฀without฀the฀inclusion฀of฀corporate฀tangents.฀Since฀July฀
2011, government bonds with a minimum composite rating of BBB have been exclusively allocated to the fund.
•฀฀HYPO฀RENT:฀Gilt-edged฀pension฀fund฀that฀is฀suitable฀for฀severance฀payment฀and฀pension฀provisions.
•฀฀MI฀Multi฀Strategy฀SRI:฀A฀mixed฀fund฀that฀invests฀according฀to฀the฀investment฀regulations฀of฀the฀Austrian฀Corporate฀ 
Employee฀and฀Self-Employed฀Pension฀Act฀(Betriebliches฀Mitarbeiter-฀und฀Selbstständigenvorsorgegesetz-BMSVG)฀
and the Austrian Pension Fund Act (Pensionskassengesetz).
•฀฀Kathrein฀Sustainable฀Bond฀Select*: A global investing bond fund focused on companies with a good credit rating. 
The fund has a broadly diversiﬁed portfolio across different countries and sectors. Social, ethical and ecological 
exclusion and quality criteria are applied in issuer selection.
•฀฀Kathrein฀Sustainable฀Bond฀Classic*:฀A฀euro฀pension฀fund฀with฀active฀maturity฀management฀that฀invests฀solely฀in฀ 
eurodenominated government and corporate bonds issued in the European Economic Area (EEA) with investment  
grade ratings (required minimum average: maximum drawdown < three per cent over a twelve-month rolling observation 
period). In realizing these ambitious aims, the fund meets the requirements of § 10 EStG, § 14 EStG, § 25 PKG,  
§ 446 ASVG, and § 30 BMSVG.
•฀฀Kathrein฀Sustainable฀Global฀Equity*:฀This฀an฀actively฀managed,฀highly฀diversified฀global฀share฀fund฀that฀is฀intended฀to฀
replicate the value development of the global equity market on the basis of a reasonable number of individual  
instruments.
TCFD
* The names of the mutual funds were changed in August 2020. Fonds that previously had “KCM SRI” in their name were renamed “Kathrein Sustainable”.

79
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
•฀฀Kathrein฀Sustainable฀EM฀Local฀Currency฀Bond:฀Replicates฀the฀value฀development฀of฀the฀government฀bond฀segment฀
in emerging markets in the respective local currency. The fund primarily invests in issues of supranational organizations 
(e.g. EIB, EBRD), which fulﬁll the necessary sustainability criteria while also enabling efﬁcient access to liquid bonds in 
EM currencies. These funds also comply with the “Ethical Investment Guidelines” of the Austrian Bishops’ Conference 
and the Religious Orders of Austria (FinAnKo).
•฀฀Kathrein฀Sustainable฀Dynamic฀Value*: Designed as a mixed fund (multi-asset fund), this fund offers broad risk  
diversiﬁcation and combines the yield opportunities of riskier investments (e.g. equities) with continuous returns from 
comparatively low-risk ﬁxed-income securities. The portfolio is adjusted dynamically depending on the market situation. 
In difﬁcult market phases, the defensive share of the portfolio can be increased to up to 100 per cent. If the stock  
markets are trending positively, the ratio of equities and investments such as subordinated bonds and high-interest 
bonds can be increased accordingly.
Raiffeisen Centrobank AG
Raiffeisen Centrobank AG (RCB) is the competence center for shares and certiﬁcates of the Raiffeisen Banking Group. 
Sustainability has enjoyed high priority in RCB’s product range for the past 15 years. For safety-conscious investors, RCB 
issues capital protection certiﬁcates at regular intervals which enable participation in the development of the underlying 
assets or offer a predeﬁned return if the underlying asset is higher than its starting value at the end of the term. Capital 
protection describes the protection for the capital employed at the end of the term. Capital protection of 100 per cent 
means at least 100 per cent of the nominal amount is returned to investors at the end of the term. Capital protection of 
90 per cent means investors are protected against losses of more than ten per cent and receive 90 per cent of the 
nominal amount even in the worst case.
In the area of structured products, RCB issued sustainability-oriented index certiﬁcates as early as 2005. In the sequel it 
also issued capital protection certiﬁcates on various STOXX ESG-based indexes in order to make it easier for investors to 
address the topic of sustainability and make investments with capital protection. RCB issued its “Nachhaltigkeits-Winner” 
for the ﬁrst time in October 2014. iSTOXX ESG Select Global 100 Index, i.e. the index that combines the best 100 
companies in the areas of environmental, social and responsible action, is the underlying for this investment product with 
capital protection. In the meantime, RCB has issued more than 30 products in its sustainability series with an outstanding 
volume of almost € 400 million, corresponding to around ten per cent of the total volume of all RCB certiﬁcates. Most 
of the products in the RCB sustainability series have the STOXX® Europe ESG Leaders Select 30 Index – the European 
counterpart to the global sustainability index – as their underlying. The STOXX® Europe ESG Leaders Select 30 tracks 
the performance of 30 of the best European companies in the areas of environment, social and governance. Exclusion 
criteria for the index include violations of one or more principles of the UN Global compact. These include labor 
standards, human rights, environmental protection and combating corruption. The index is weighted on the basis of 
market capitalization, with the weighting of each individual equity limited to ten per cent.
Since 2005, RCB has issued over 190 sustainability-related certiﬁcates with an outstanding volume of almost € 748
million, corresponding to around 18 per cent of the total volume of all RCB certiﬁcates.
In September 2020, RCB expanded its varied range of sustainable investment products to include a German ESG
benchmark. RCB was the ﬁrst certiﬁcate provider to issue products referring to this index. The DAX® 50 ESG replicates 
the performance of the 50 largest and most liquid equities on the German market that are considered to be particularly
sustainable in terms of ESG criteria. The following related express certiﬁcates are currently available to investors on the
secondary market:
* The names of the mutual funds were changed in August 2020. Fonds that previously had “KCM SRI” in their name were renamed “Kathrein Sustainable”.
TCFD
ISIN
Name
Due date
AT0000A2HVJ8
Deutschland Nachhaltigkeits Express
Sept. 17, 2025
AT0000A2JAA
Deutschland Nachhaltigkeits Express II
Oct. 22, 2025

80
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
At the Certiﬁcate Awards 2020/2021, the leading awards for the best 
providers and products on the German certiﬁcate market which are 
organized฀by฀“Zertifikateberater”฀magazine฀and฀the฀news฀channel฀
n-tv with the support of Stuttgart Stock Exchange and Frankfurt Stock 
Exchange, Raiffeisen Centrobank’s “Nachhaltigkeits Bond 90 % IV” 
took third place in the public vote for “Certiﬁcate of the Year”.
Once a niche area, sustainable investment is now also enjoying ever greater attention in the CEE region. A growing 
number of investors are focusing on having a positive impact on ecological and social challenges with their sustainable 
investments and helping the principles of good corporate governance to take hold. Reﬂecting this sustained trend, the 
ﬁrst tailor-made subscription products on sustainable indices were launched in Slovakia and Croatia in the fall of 2020 
and offered to our private customers. 
Sustainable investment at the network banks
At our networks in the EU and Russia, we have now established a wide range of sustainable investment products for 
retail customers. For the ﬁrst time, we have also succeeded in marketing certiﬁcates with sustainable underlyings and 
green bonds at Group (CEE) level. One notable achievement was the placement of a USD-denominated green bond 
with a volume of more than eight million US dollars with Hungarian and Romanian retail customers.
The Czech Republic saw the ﬁrst mandate for sustainable discretionary portfolio management. Around € 100 million in 
sustainable investments was sold to customers. Our aim is for sustainable investments to account for 20 per cent of the 
relevant product lines in 2021 (funds, certiﬁcates, RBI bonds). We are also accelerating the expansion of non-EU members 
as sales countries.
Other sustainable products and  
services
Programs and initiatives to support sustainable investments
•฀ESG-linked฀financing
Since 2019, RBI has offered ESG-linked ﬁnancing instruments in the form of a loan, bond or promissory note linked to
agreed sustainability targets such as an improved ESG rating. The agreement ties the interest margin to the ESG 
ratings issued by a renowned sustainability rating agency. If the borrower’s ESG rating improves, the margin and 
hence the interest rate may increase or decrease.
•฀KPI-linked฀financing
This involves ﬁnancing instruments that are linked to speciﬁc key performance indicators referring to sustainability 
targets. The lender and the borrower work together to deﬁne the KPIs and the associated conditions, like interest rate 
margins.
•฀EU฀taxonomy฀green-linked฀financing฀instruments
This form of ﬁnancing can be used for ﬁnancing projects that meet the criteria of the EU taxonomy. The EU taxonomy
deﬁnes when an economic activity may be classiﬁed as environmentally sustainable. This form of ﬁnancing focuses on
CO2-intensive market sectors that contribute to slowing climate change or adjustments to reﬂect climate change, that 
do not exceed certain CO2 thresholds, and that meet certain KPIs.
In 2020, RBI AG arranged an ESG-linked revolving credit facility for a major Austrian customer and participated in
additional ESG-linked ﬁnancing and one KPI-linked ﬁnancing with a total volume of around € 160.4 million.
TCFD

81
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
•฀Green bond issues for corporate customers
In 2020, RBI AG acted as bookrunner for various green bond issues by its customers with a total volume of € 1,451 
million. In one case, it also acted as overall coordinator.
•฀Own green bond issues
With a total volume of € 1,289 million in Austria, RBI is already the largest green bond issuer and intends to continue
establishing itself as a regular issuer of green bonds on the international capital markets and in the retail segment in
Austria and Eastern Europe. Our comprehensive Green Bond Framework enables the reﬁnancing of a wide range of
environmentally sustainable projects, including environmentally friendly buildings, renewable energies, water and 
waste water management, energy efﬁciency, and clean transport.
By issuing green bonds, we aim to heighten awareness of sustainability throughout the entire organization with a view 
to generating new initiatives and strategic synergies between internal and external stakeholders. As an additional 
stimulus, we introduced an incentive program for social and environmentally friendly projects in January 2019 in order 
to promote the long-term development of the sustainable lending portfolio. The aim of the incentive program is to 
expand the portfolio and support our issuing activities in the area of green and social bonds.
In 2020, RBI AG again issued a green inﬂation-protected bond with a volume of around € 3.8 million and a term of 
seven years, which met with considerable interest among retail customers in Austria. For the ﬁrst time, RBI AG also 
successfully placed a USD-denominated green bond with a volume of more than eight million US dollars with 
Hungarian and Romanian retail customers, as well as a green bond in local currency in the Czech Republic. In addition, 
RBI sold its ﬁrst green bond in Russian rubles (equivalent volume in euro: approx. € 3.5 million) to institutional customers in 
Germany.
The RBI Green Bonds-Portfolio as of end of February 2020 amounted 1,359 m Euro. This portfolio includes RBI AG’s 
Green Bonds issues of € 1,289 million.
EQUIVALENT TO ANNUAL GREENHOUSE GAS EMISSIONS1
or
or
13,023 
Passenger vehicle 
driven for one year
6,956 
Households supplied 
with energy for one year
139,563
Tree seedlings 
grown for ten years
1 Source: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator
Environmental effects of RBI green bond portfolio
CO2 SAVINGS BY ASSET CATEGORY
Asset category
CO2 savings per year 
in metric tons
CO2 savings 
in per cent
Green buildings
Green buildings
26,671
44
Clean transportation
Electric vehicles
2,471
4
Batteries for electric vehicles
31,139
52
Total
60,281
€ 1,359 m
Portfolio saves
60,281
metric tons CO2 
per year
Annual CO2 savings 
per € 1 m investment
44 tons
or
Annual CO2 savings 
per € 500 m
outstanding green bonds
22,187 tons

82
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Services in connection with sustainable mobility
•฀Environmental ﬂeet management
As part of the environmental ﬂeet management of R-Leasing Fuhrparkmanagement GmbH, driving proﬁle analyses 
and TCO (total cost of ownership) calculations were again carried out in 2020 to compare electric and combustion 
vehicles in order to individually advise customers and other interested parties according to their needs. Customers  
also receive specially developed reports that provide a good overview of CO2 emissions and facilitate the preparation 
of data for an energy audit. Daily business is supported by modern communication methods and the combination of 
various app solutions.
R-Leasing Fuhrparkmanagement realized an extensive mobility project together with a major customer whose employees 
drive more than four million kilometers every year. The acquisition of an environmentally friendly, state-of-the-art vehicle 
ﬂeet means around ten million kilometers that would previously have consumed fossil fuels will be driven using fully 
electric vehicles over the next four years. 115 of the 125 new vehicles are fully electric, while ten have plug-in hybrid 
drives. This will reduce CO2 emissions by more than 1,000 tonnes over the planned four-year service life of the ﬂeet 
while also lowering mobility costs by more than € 500,000, making it a win-win situation for the environment, the 
employees, and the customer’s budget.
•฀Cooperation฀with฀electric฀car฀manufacturers
R-Leasing GmbH remains active as a long-standing expert partner to electric mobility manufacturers. Another 
encouraging development is the fact that the ﬂeet of electric vehicles increased considerably in 2020. A total of 
15,972 electric vehicles were registered between January and the end of December, of which around nine per cent 
were ﬁnanced via R-Leasing.
Art and culture in the public sphere
For six years now, the residential construction projects of “Raiffeisen WohnBau”, a brand of R-Leasing GmbH, have 
featured a sustainability perspective alongside the “Quality Living” seal in the form of the “Art and Living” project. Artists 
design the entry areas and exterior spaces of residential complexes with works tailored to the respective building. 22 
works of art have now been installed.
Valida Vorsorge Management
In Austria, all entrepreneurs are required to select a staff provision fund for themselves and their employees to process 
the contributions under “Abfertigung Neu”, which requires employees to contribute 1.53 per cent of their monthly gross 
salary to a staff provision fund. Since 2008, “Abfertigung Neu” has also applied to freelancers and the self-employed.
The Valida staff provision fund is a provider for “Abfertigung Neu” from the Raiffeisen sector and serves around 2.5 million 
salaried employees and self-employed individuals in total. The contributions it manages amount to approximately € 3.5 
billion. The “Valida staff provision fund sustainability concept” (see valida.at/nachhaltigkeitskonzept*) deﬁnes the ethical
criteria for capital investment.
“COME AWAY”: Wall of the foyer/lounge area at Steingasse 11, 
1030 Vienna, designed by artist Pauline Marcelle,
© Irene Schanda
“The Nest”: Cladding on the façade and stairwell of 
Mondscheinweg 2+4, 2130 Mistelbach, designed by artist 
Carlos Perez, © Irene Schanda
“Time and Space Field”: Stairwell walls at Andechsstr. 80+80a, 
Innsbruck, designed by artist Nora Schöpfer, © Irene Schanda
* only available in German

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The consultancy ﬁrm Reinhard Friesenbichler Unternehmensberatung (rfu), a specialist
in sustainable investment, reviews the level of sustainability for the entire corporate
assets of the Valida staff provision fund twice yearly. The individual investments are
rated on a scale of 0 to 200. Investments with a sustainability score of 100 points or
more are to be regarded as sustainable. The scores of the individual portfolio
positions are aggregated at the level of the overall portfolio and result in an overall 
sustainability score.
Additionally, the investments are assigned to one of the following sustainability classes:
1) Sustainability funds
2) Sustainable individual instruments
3) Sustainably oriented funds
4) Conventional funds (not sustainable)
The goals for the sustainable capital investment of the Valida staff provision fund are as follows:
•฀฀All฀investments฀should฀be฀allocable฀to฀one฀of฀three฀sustainable฀investment฀classes.฀At฀the฀2020฀reporting฀date,฀the฀ 
Valida staff provision fund held hardly any conventional funds. This means that 99.8 per cent of the assets were invested  
in the above three classes of sustainability.
•฀฀The฀sustainability฀score฀for฀the฀entire฀portfolio฀should฀be฀over฀140฀points.฀At฀156฀points,฀the฀Valida฀staff฀provision฀fund฀
comfortably exceeded this target at the reporting date of December 31, 2020. Valida therefore clearly met all of the 
goals of sustainable investment.
ÖGUT certiﬁcation: The Valida staff provision fund is audited and certiﬁed 
annually by the Austrian Society for Environment and Technology (ÖGUT). In 
2020, the Valida staff provision fund once again received the best possible 
“ÖGUT Gold” award for the year 2019. This is the seventh ÖGUT Gold certiﬁcation in 
a row. In addition to the ethical investment factor, communication and transparency in 
regard to sustainability, inhouse ecological aspects, staff policy and corporate citizenship 
all play a role.
The Valida Group also supports the UN Sustainable Development Goals (SDGs). As part of its sustainability efforts, it 
contributes in particular to the attainment of three SDGs: Sustainable energy, Combating climate change, and Justice. 
Sustainable energy generation is one of the positive criteria for investing in the staff provision fund, while investments in 
nuclear power are excluded. Valida has been regularly measuring the carbon footprint of the staff provision fund’s equity 
portfolio since 2016. Among the criteria for exclusion in the case of government bonds is a “Passive Climate Policy”.
With strict compliance regulations, RBI Code of Conduct, which applies to Valida employees and suppliers, as well as 
the strict exclusion criteria for investments of the staff provision fund, Valida applies regulations that go far beyond the 
legal requirements. Valida is a member of the UNGC (United Nations Global Compact).
Central positive criteria (examples):
Exclusion criteria (examples)
Responsible dealing with employees 
Weapons
Active environmental policy
Nuclear power
Sustainable products
Serious deﬁcits in democracy or human rights violations
TCFD

84
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Initiatives for improving access to ﬁnancial products for  
disadvantaged groups of the population
To ensure social equilibrium in society, it is important that all sections of the population are given equal opportunity to 
access ﬁnancial services. Disadvantaged groups include people with disabilities as well as people who have, for 
example, linguistic, cultural or age-related barriers to overcome. In all of our markets, we are endeavoring to ensure that 
people with disabilities will be able to enjoy barrier-free access to all facilities in the medium term.
Austria
In Austria, the pages of our website meet all the standards to be read by screen readers. For people who have difﬁculty 
using the website due to limited hand mobility, there are now larger buttons and images. A further signiﬁcant improvement 
was achieved through ”responsive design“, which means the website is automatically modiﬁed to suit the end device. 
Another important measure is the “Sensing Journey”, voluntary training that is provided to RBI AG employees. This is 
intended to help to improve their understanding of the concerns of people with disabilities and make it easier for them to 
meet their needs in connection with ﬁnancial products.
Network banks
One of the most important requirements is barrier-free physical access to as many branches and ATMs as possible. This 
has already been achieved at the majority of our network banks. At four network banks this is currently only possible in 
72 to 97 per cent of the branches due to structural reasons. Accessibility at one network bank is still below 50 per cent.
Ensuring that ATMs are ﬁtted with corresponding keyboards and headphone jacks for people with visual impairments 
is another important requirement. A web presence including digital product information with the option of switching to 
high-contrast colors represents a further signiﬁcant improvement for many visually impaired people. The compatibility of 
digital publications with screen readers is also becoming increasingly important. The option of installing hearing loops 
or arranging for a sign language interpreter to attend consultations on ﬁnancial services can make things considerably 
easier for people with hearing impairments. Language barriers for immigrants can also be overcome by using technology 
with language selection, at least at ATMs. With regard to all of these measures, we have identiﬁed considerable 
outstanding potential for improvement in Central and Eastern Europe.
One positive example is the cooperation with the provider ”DeafCom“ (formerly “Silent Connection”), which allows 
deaf or hearing-impaired customers in the Czech Republic to contact Raiffeisenbank a.s. via their mobile phone. This 
collaboration makes it easier for the hearing-impaired to obtain access to an account and other ﬁnancial products and 
services. This service is also offered for web calls at Raiffeisen BANK d.d. Bosna i Hercegovina, for example, allowing 
people with hearing impairments to request a sign language interpreter. Visually impaired customers are provided with 
specially produced CDs containing information on the bank’s products.
Some banks have now established rules for assisting people with disabilities. Depending on the nature and severity of 
the customer’s disability, this may include following rules such as bringing in witnesses to provide greater transaction 
security. Raiffeisen Bank S.A. in Romania has an agreement with a local association that supports branch staff on 
request with regard to people with speech, visual or motor impairments. At Priorbank JSC in Belarus, standards for 
assisting people with disabilities have been developed as part of the “establishing and implementing service quality 
standards” project. At AO Raiffeisenbank in Russia, all front ofﬁce employees also completed internal training in this area.

85
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Overview of measures
Austria
CE
SEE
EE
Measure
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Barrier-free access to branches and ATMs
n.r.
✓
n.r.
✓
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Website adaption for the visually impaired
✓
✓
✓
Adaption of ATMs for the visually impaired
n.r.
n.r.
n.r.
n.r.
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
Multilingual ATMs
n.r.
n.r.
n.r.
n.r.
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Guidance/assistance/training measures 
for dealing with people with special needs
✓
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
Product information for the visually impaired
n.r.
✓
✓
✓
✓
Availability of sign language translators for 
the hearing impaired
n.r.
✓
✓
Free donation transfers
n.r.
n.r.
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
Free account management and special credit 
for deﬁned NGOs/charitable institutions
✓
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
Electronic account statements
✓
n.r.
✓
✓
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Electronic product information
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Special conditions for pensioneers
n.r.
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
✓
Special conditions for students and/or
teenagers
n.r.
✓
n.r.
n.r.
n.r.
n.r.
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
The complete company names can be found in the abbreviation list.

86
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Raiffeisen Bank International  I  Sustainability Report 2020
NWB total
CEE
SEE
EE
n  B %        n  B-1 %        n  B-2 %        n  other female management %      n  other female employees %
Share of women at the network banks by employee category in 2020 in per cent
80
70
60
50
40
30
20
10
–
Wien
Prag
Zagreb
Paris
Brüssel
London
Frankfurt
Stockholm
Budapest
Bukarest
Soﬁa
Istanbul
Belgrad
Pristina
Tirana
Treviso
Glattbrugg
Ljubljana
Kiew
Kischinau
Minsk
Moskau
Sarajewo
Bratislava
Warschau
ÖSTERREICH
SLOWENIEN
ITALIEN
SCHWEIZ
KROATIEN
UNGARN
RUMÄNIEN
BULGARIEN
SERBIEN
KOSOVO
ALBANIEN
UKRAINE
MOLDAU
TÜRKEI
BELARUS
RUSSLAND
BOSNIEN 
HERZEGOWINA
SLOWAKEI
TSCHECHIEN
POLEN
DEUTSCHLAND
BELGIEN
FRANKREICH
SCHWEDEN
VEREINIGTES
KÖNIGREICH
Vienna
Prague
Zagreb
Paris
London
Frankfurt
Stockholm
Budapest
Bucharest
Soﬁa
Istanbul
Belgrade
Pristina
Tirana
Kiev
Minsk
Moscow
Sarajevo
Bratislava
Warsaw
AUSTRIA
CROATIA
HUNGARY
ROMANIA
BULGARIA
SERBIA
KOSOVO
ALBANIA
UKRAINE
TURKEY
BELARUS
RUSSIA
BOSNIA AND
HERZEGOVINA
SLOVAKIA
CZECH REPUBLIC
POLAND
GERMANY
FRANCE
SWEDEN
UNITED
KINGDOM
Brussels
BELGIUM
SWITZERLAND
ITALY
SLOVENIA
Chisinau
MOLDOVA
Ljubljana
Glattbrugg
Sustainable Finance
Environmental effects of RBI green bond portfolio
CO2 SAVINGS BY ASSEt CAtEGORY
Asset category
CO2 savings per 
year in tons
CO2 savings 
in per cent
Green Buildings
Green Buildings
26,671
44
Clean 
transportation
Electric vehicles
2,471
4
Batteries for electric 
vehicles
31,139
52
total
60,281
EQUIVALENt tO ANNUAL GREENhOUSE GAS EMISSIONS1
or
or
13,023 
Passenger vehicle 
driven for one year
6,956 
households supplied 
with energy for one year
139,563
tree seedlings 
grown for ten years
€ 1,359 m
Portfolio saves
60,281
metric tons CO2 
per year
Annual CO2 savings 
per € 1 m investment
44 tons
or
Annual CO2 savings 
per € 500 m
outstanding green bonds
22,187 tons
Source: Raiffeisen KAG, data as of December 31, 2020
10,000
8,000
6,000 
5,000 
4,000 
3,000 
2,000 
1,000
0
Development of the sustainable fund volume since 2014
1,020
2014
1,185
2015
2,227
2016
2,912
2017
3,114
2018
 6,546
2019
10,251 in € million
2020
Volume 
tenfold 
up since 
2014
Field of action Fair partner – Employees:
for inclusion and empowerment
© shutterstock: elenabsl, 360 Production

87
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
RBI Women Forum, 2020; © RBI / RBI 0107, © Sabine Klimpt / LGBTT+ Business Forum 2020, © GMR Photography & Film / Raising of the rainbow ﬂag in front of the RBI main building 2020, © RBI AG / 
Presentation of the Fondsfrauen Award ”Company of the Year 2020“ to Raiffeisen Kapitalanlage GmbH, © FONDS professionell
Interesting facts at a glance
RBI goal being an inclusive employer
•฀Empowerment฀of฀women
•฀Inclusion฀of฀employees฀with฀disabilities฀and
•฀฀Creating฀awareness฀for฀the฀dimension฀of฀sexual฀ 
orientation 
RBI goal having high employer attractiveness
Trainings
•฀28 Training hours per employee
•฀1,209,834฀Training hours in total
•฀฀32,984 employees trained in anti-corruption
Group-wide Sustainability Competence 
E-Learning 
enrolled end of 2020 (consisting of eight modules 
and three certiﬁcates)
Performance Management
•฀฀82 per cent of all employees part of Performance  
Management
•฀which฀based฀on฀RBI‘s฀strategic฀roadmap
Voice of the employee:
•฀Regular฀impulse฀surveys
•฀Weekly฀or฀biweekly฀CEO฀update฀calls฀in฀RBI฀AG
•฀฀Group-wide฀employee฀survey฀in฀October฀2020 
- 33,000 participants (81 % response rate) 
- 73 % employee engagement 
- 75 % employee enablement
Health – COVID 19 fokus
•฀Crisis฀teams฀
•฀฀Extensive฀protection฀measures: 
- Mouth-nose protection 
- Distance keeping 
- Home-Ofﬁce
Audit workandfamiliy for RBI AG
in 2020 for the ﬁrst time 
  New World of Work – initiative
Awards (for example):
•฀฀RBI฀AG:฀LEADING฀EMPLOYER฀Award฀and฀seal฀of฀
approval ”excellent trainee program“ from  
”TraineeNet“
•฀฀Raiffeisen฀Bank฀Aval฀JSC:฀”Best฀Employer฀in฀the฀ 
Financial Sector“ by Randstad Employer Brand  
Research
•฀฀AO฀Raiffeisen฀Bank:฀for฀digital฀event฀”Raiffeisen 
Involve“ 3rd place in the category ”Best projects for 
young specialists“ at Graduate Award 2020
Woman target-share Top-Management 35 % in 2024
(cumulative to second management level)
Share of women
2020 
in %
2019 
in %
Diff. 
n PP
Supervisory Board
23.6
23.6
0.0
Management Board
13.7
13.5
0.2
Second management level
36.5
34.9
1.6
Cumulative to second management level
31.3
30.2
1.1
All managers
55.2
54.7
0.5
All employees
65.3
65.8
-0.5
Company of the Year Award 2020 for RKAG
Various Memberships and commitments
Internal and external events

88
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Fair partner – Employees
Our employees and our shared culture are the foundations of RBI. This is why we focus on the employee experience to 
a high extent. We deﬁne this as the sum of the experiences and perceptions our employees gather while working for our 
company. A positive employee experience promotes satisfaction and performance and hence productivity. Our 
employees are key stakeholders. We believe that their expertise, creativity and commitment are crucial to our company’s 
future development.
This holistic focus on our employees means that we see them not as a (human) resource, but as people. Because we 
believe that language serves as an expression of corporate culture and hence plays an important part in the employee 
experience, we have decided to rename our Group Human Resources function as Group People & Organisational 
Innovation (P&OI). This better reﬂects our focus on our employees as people, as well as taking into account an 
organizational change. In spring 2020, we decided to integrate the Organisational Innovation department, which is 
responsible for organizational development and innovation. There were two reasons for this decision: Firstly, we believe 
that, in addition to an organizational structure element, organizational development largely depends on the culture and 
people within an organization. Combining these areas is intended to help ensure that organizational development 
considerations are always consistent with staff development. Secondly, innovation is a topic that affects organizational 
learning in the sense of structures, practices and routines, but also our employees’ learning in terms of new methods and 
experiences. For this reason, we believe that innovation comes to fruition most effectively when it takes place in harmony 
with organizational and staff development.
Although Group People & Organisational Innovation is a Group function, the network banks in CEE operate with a high 
degree of autonomy and decentralization. Accordingly, management takes the form of the exchange of expertise and 
experience and joint work on topics. This serves to reﬂect the considerable diversity within the RBI. In some areas, there 
are regulatory or strategic reasons for greater centralization. When it comes to compensation or selecting board 
members and managing directors, for example, head ofﬁce takes responsibility, takes decisions, issues policies for the 
Group and ensures that they are observed.
In addition to these strategic changes in the Group People & Organisational Innovation (P&OI) function, we have been 
hard hit by the COVID-19 crisis. We had to convert many of our processes, products and services to remote variants 
from one day to the next. This applied to training, onboarding for new employees, signatures, and consulting on staff 
management and staff development. This was accompanied by a steady ﬂow of new employment law requirements to 
be implemented. Last but not least, we were required to handle new kinds of inquiries from employees who were 
experiencing considerable uncertainty in the face of the new working conditions. How can I juggle work and home 
schooling? How should I organize my working time at home? What are the expectations of me as an employee? What 
can I expect from my employer? During this period, the P&OI team performed exceptionally well and provided support 
and advice to the best of its ability. We used a “pulse survey” to track the needs of all our employees on a regular basis 
(initially weekly, then fortnightly and ﬁnally monthly) and adjusted our services accordingly. The good results of the 
surveys show that this strategy was a success. Now we are in the process of establishing the lessons learned for the 
future. Some issues will no longer apply once the COVID-19 crisis is over, while others will remain relevant. We have 
learned a great deal, and many of these lessons will remain with us in the future in a positive sense – because there is 
the potential to learn from every crisis. We have seized this potential and will continue to make use of it.

89
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Impacts, risks and opportunities
As a large ﬁnancial service provider, RBI has a special responsibility towards its employees. RBI is aware of this responsibility 
and the need to strike a good balance between the interests of our stakeholder groups. In addition to our shareholders, 
this naturally also means our employees as well as the wider public. The opportunity to create and maintain jobs – with 
positive socioeconomic beneﬁts for individuals and regions – is a fundamental concern of RBI within its 14 markets. This 
has an indirect impact on security, stability and prosperity in society. The COVID-19 pandemic and its consequences for 
the economy have underlined the central role played by banks. RBI embraces this role with a great sense of responsibility.
At the same time, RBI cannot escape technological changes and rising cost pressures. Customers have every right to 
expect us to offer high-quality products, including a growing number of digital products, at competitive prices. “Customer 
ease” is our promise – we want to make the experience of RBI’s customers as comfortable and straightforward as possible. 
This also includes making changes within RBI. Along with alterations to our technical infrastructure, we are changing the 
way we work – for example through automation. Our employees need a range of different skills and experience.
RBI considers a responsible approach to the topic of change to be important, as change can also lead to uncertainty 
and make people fearful. The physical and mental health of our employees is extremely important to us and becomes 
even more relevant in times of change. Through a variety of health care and sports provisions and opportunities, the 
company seeks to prevent potential negative effects of stress as well as sedentary ofﬁce work. 
The health risks through Covid-19 were treated very seriously and adequate measures were taken. At the same time, we 
forced Mobile Working to achieve a positive effect on a healthy work-life-balance.
Even with all the necessary changes, we believe that meaningfulness has the capacity to give employees the greatest 
stability. We focus on the question of how individuals can contribute to the company’s success. Within the Sustainable 
Development Goals (SDGs) and goal number eight deﬁned therein (SDG 8), the transformation to “good jobs”, RBI tries 
its best to work towards achieving this goal. As an international company, we are aware of our role model function in 
the CEE region. RBI is committed to being a good employer and hence contributing to a quality competition in terms of 
“good jobs” in all of the regions in which it is active.
Through professional diversity management, with a focus on empowering women and employing people with disabilities 
and the LGBTI topic, RBI can contribute to reducing inequality in society. Here, too, we believe that we perform an 
important function within society and serve as a role model. We believe that diversity goes hand in hand with a variety 
of perspectives and that this has a positive inﬂuence on business decisions and the company’s results.
Adequate vocational education and training not only contributes to the success of RBI, but also motivates employees. 
The sum of all vocational education and training measures provided by the company also inﬂuences the potential of our 
society. This is why RBI offers comprehensive learning opportunities for all its employees.

90
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Development of personnel
RBI employed 45,414 people as of December 31, 2020 (full-time equivalents), 1,459 fewer than at the end of 2019. 
The biggest reductions were recorded in Ukraine, Slovakia and the Czech Republic
.
The average age of employees remained relatively young at 38, while the ratio of female employees was 66 per cent. 
The proportion of employees with university degrees was 74 per cent, which indicates a very high level of qualiﬁcation. 
The following graphic shows the development in the number of employees over the past four years (in full-time equivalents):
In 2020, we continued the TOM (Target Operating Model) project as part of the transformation process at RBI AG. The 
planned changes were pursued while taking into account the difﬁcult situation as a result of the COVID-19 pandemic, 
the lockdowns and the extremely high proportion of employees working from home. Although the project will be 
completed in 2021, the cultural transformation and the life of the new operation models will persist and will require 
intensive work over the coming months.
Development of personnel
Number of staff at end of year1
50,000
40,000
30,000
20,000
10,000
0
n  Central Europe     n  Southeastern Europe    n  Eastern Europe     n  Austria     n  Rest of World
2020
45,414
4,227
17,299
14,394
9,424
70
49,700
13,069
14,792
18,132
3,616
91
2017
47,079
81
3,910
2018
9,692
14,646
18,750
46,873
2019
4,049
73
18,356
14,480
9,915
1 Includes the employees of all consolidated companies
2 The ﬁgures from 2017 are based on the merged bank (merger taken into account)

91
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Staff development
Identifying, encouraging and retaining talented individuals is one of the key objectives and prerequisites for a long-term 
partnership between employees and the company. We work actively to create clear and individual development 
opportunities. Satisﬁed, committed and empowered employees achieve more, both quantitatively and qualitatively, and 
are likely to remain loyal to the company.
The following chart provides an overview of the employee development measures that are being implemented at the 
individual companies.
In contrast to many global companies, we pursue a largely decentralized approach. Within a Group-wide framework 
that sets the standards and methods for performance management, talent management, succession planning and 
development of management staff, the network banks have developed practices tailored to their speciﬁc local requirements 
so that they can attract, develop and retain talented employees.
Our “RBI Group Management & Leadership Development Policy” sets out the principles for this approach. As a group, 
we require common core elements within our culture of management and leadership. Our aim is to create a pool of 
highly qualiﬁed and motivated employees for management positions within the Group and to promote these colleagues 
and prepare them for top executive positions in a targeted manner. A Group-wide executive program has been established 
for this purpose. This is set out in the Group-wide Succession Policy alongside all the regulatory requirements.
Performance management
RBI views performance management as a management approach that enables all employees to align their personal 
performance targets to the overall targets of the company, perform at their best, and realize their full potential in order to 
contribute to the long-term success of the company. It is therefore closely linked to other HR instruments such as remuneration, 
promotion of talents, employee development and career planning. Performance management provides a framework for 
the common growth of employees and managers and creates a foundation for the positive future development of RBI in 
a changing business environment. The guiding principles are set out in the Group policy “Performance Management RBI 
Group” and in the supplementary document “The Book of Group Performance Management”. Furthermore, we have 
deﬁned Group-wide obligatory minimum requirements that provide the framework for the local policies that are adapted 
to the country-speciﬁc conditions.
Having gradually revised our performance management over the last two years, we now have an approach that meets 
the requirements of an increasingly volatile and fast-moving business environment and that will support our company in 
its transformation to an agile way of working. Performance management is an important instrument for breaking down 
the mission/vision we redeﬁned in 2019 and our Group’s corporate values into transparent and comprehensible targets, 
so that every manager and employee knows what is expected of them. Since the beginning of 2020, our performance 
process has been accompanied by our “strategic roadmap”. This roadmap translates our vision/mission into priority 
initiatives with a planning horizon of two years. The progress of these initiatives is determined and communicated on a 
quarterly basis. All the information on the roadmap is available to all employees via the RBI intranet. The relevant 
Management Board members also report on progress in their area of responsibility as part of internal MS Teams events. 
Overview of measures
Austria
CE
SEE
EE
Topic
Measures
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Employee 
development
Performance 
management 
✓
✓
 ✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Talent 
management
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Trainee 
programs
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.

92
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
This ensures that our strategy is familiar to all employees and that their own goals are geared toward the strategy. 
The rolling objectives introduced in the past year have been well received by employees. This allows us to adapt well 
to new market conditions and respond ﬂexibly and promptly to unforeseen events like COVID-19. The possibility of 
documenting target attainment is consistent with our strategic roadmap and allows us to present our progress even more 
transparently.
In the age of COVID-19 in particular, this ﬂexibility and transparency is essential in order to remain economically efﬁcient 
and successful while ensuring that our corporate strategy can be implemented in the short and long term alike.
Our employees are taking some time to engage with the new electronic feedback solution, but it is being used more 
and more. In 2020, speciﬁc feedback workshops were arranged in some agile teams with a view to strengthening the 
feedback culture within our company. We intend to expand this further in 2021.
Training and development, talent management
Our strategic approach to training and development
The objective of our training and development is to help our employees obtain the knowledge, competences, and social 
and management skills they require to master their tasks as best as possible – both now and in the future. Accordingly, our 
managers are responsible for examining the strategic objectives of the bank and their departments in order to determine 
which competences are required and need to be fostered.
For us, development always means a combination of experience-oriented, relationship-oriented, and training-oriented 
measures (80:20:10). Group People and Organisational Innovation provides a comprehensive portfolio of training 
programs and tools to achieve this. But we also understand learning in the sense of “learning by doing” as an integral 
part of daily work in conjunction with feedback and retrospectives. This is set out in our “Learning” corporate value (see 
page 16).
The centralized and decentralized training offering encompasses three main areas: leadership development, professional 
development, and personal/soft skill development.
The training goals for leadership development are derived from our Group-wide “Leadership Training Architecture” for 
all management levels. These are based on a series of key competences for managers that have been deﬁned by the 
Management Board in line with our corporate values. All ﬁrst-time managers must complete a standard development 
program that qualiﬁes them for the new role and gives them the tools needed for managing employees. In addition, we 
offer development programs for talented managers and successors who have been identiﬁed for executive management 
positions in order to maintain the talent pipeline. Our Group-wide executive development program, the contents of 
which are primarily of a strategic nature, is available to our top level of management.
The development of employees without management responsibility is based on training goals that are derived from the 
strategic priorities. Current focus areas are digital skills, data analysis and data science, innovation, risk management, IT, 
sales, and retail and corporate business. It is also necessary to carry out training and development that meets regulatory 
requirements to ensure that executive management staff and key function holders steadily expand their competence and 
knowledge in their area of expertise, stay up to date, and can furnish certiﬁcations as required (e.g. “ﬁt & proper”, MiFID 
II, GDPR, cybersecurity).
The goal of personal development is to increase the competence of managers and employees in terms of all topics 
with a customer focus, such as sales skills, presentation techniques and negotiation skills, as well as interpersonal skills 
such as communication and conﬂict resolution. The teaching of languages and cultural know-how also forms part of 
facilitating cross-border cooperation.

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Raiffeisen Bank International  I  Sustainability Report 2020
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Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
At RBI, learning and development also includes the topic of health. We see creating awareness of health topics such as 
work-life balance, mobile work, resilience, and coping with stress as part of our occupational health management. To 
this end, we regularly evaluate and adapt our extensive range of training, coaching, mentoring, as well as talent 
management and the development of management staff, from the perspective of promoting and preserving health (more 
information can be found in the chapter on occupational health management; see page 107 onwards).
Talent management and development of management staff
The identiﬁcation and development of high potentials plays an important role in ensuring RBI’s future business success. 
This improves the development and career opportunities of the employees themselves, while also contributing to proactive 
and qualitative personnel planning and the targeted promotion and retention of our key employees. We have introduced 
various coordinated measures and concepts for this purpose over the years. This includes the annual “Spot-Grow-Lead” 
process, which is aimed at identifying and developing high potentials. This has resulted in talent pipelines being established 
in almost all units with consideration of the different local focal points. The success of this ongoing process is demonstrated 
by the fact that 73 per cent of Management Board positions were ﬁlled by internal candidates in 2020.
The Talent Development Framework is another example of a standardized process aimed at developing high potentials. 
The individuals identiﬁed in the “Spot-Grow-Lead” process beneﬁt from a range of individual development measures, 
including 360-degree feedback, personality assessments, mentoring and coaching, on-the-job learning in the form of 
challenging projects and job rotation, and seminars and programs aimed at improving their professional skills. We also 
create a space for high potentials to network, exchange ideas, and learn from each other at “High Potential Networking 
Events”, which are held regularly for RBI AG as part of the Peter Drucker Forum in Vienna.
In order to further improve gender equality within RBI’s talent pool and hence ensure equality of opportunity for male 
and female employees, we also worked on a number of new approaches. We have included additional female assessors 
in talent review meetings since 2018. To ensure that the decision-making process at talent review meetings is as fair as 
possible, the managers and the “additional female assessors” are offered gender bias training. In some areas of the 
company, there is the option of self-nomination in order to further strengthen the role of the individual in the context of 
personal and career development. This approach is having a positive impact on the number of women applying for the 
talent pool, thereby helping to ensure a better gender balance.
Training and education
The “Group Learning & Development and Talent Management Law” guideline sets out the Group-wide pillars of our 
training, development and talent management programs.
The learning and development options at RBI AG and our fundamental commitment to permanent development with the 
supporting processes are deﬁned in a company guideline, the “RBI Learning & Development Policy”. Furthermore, the 
annual development meeting and personal development plan of each employee form the structured basis of the individual 
development measures.
Strategic training initiatives
In 2020, we focused on anchoring our new Group-wide vision/mission and our new values. In particular, we established 
training and communication measures at all network units in order to familiarize all the managers and employees with 
the vision/mission and values. At head ofﬁce, for example, the roll-out took the form of cross-functional workshops 
known as “Future Days”, which were aimed at changing the organizational culture by anchoring the vision/mission and 
values in the mindset and working practices of all employees.

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
2020 also saw the continuation and expansion of the data literacy priority initiative we deﬁned in 2019. This covers all 
of the skills required to record, analyze and interpret data and prepare it as information in order to be successful in an 
increasingly digital and data-driven world. A range of training opportunities in the category of data, analysis and coding 
was offered at all levels under the motto “Take a step”. The number of people participating in data literacy training 
trebled compared with 2019, while the number of training days on this topic more than doubled.
RBI’s diversity ambassadors in Austria completed training entitled “Framing Gender Compliance”, which taught them 
how to successfully protect against gender discrimination in practice. On Human Rights Day, diversity training was held 
for RBI employees in Austria and the diversity ofﬁcers at the subsidiaries under the motto “Perspektive wechseln – Vielfalt 
spüren” (Change Perspective – Experience Diversity). More information about other training formats can be found in the 
“Diversity management and the ability to reconcile work and family” section (see page 98 onwards).
To meet the growing demand for knowledge in the area of sustainability – particularly with regard to 
sustainable ﬁnance – an online sustainability competence training package was rolled out throughout the 
Group in fall 2020. It comprises eight modules covering all areas of sustainability and two special modules 
on ESG trends and green and social bonds. Participants can earn one of three different certiﬁcates (Basic, Advanced, 
MiFID).
The coronavirus crisis required RBI to provide various learning opportunities to support employees and managers in 
switching to an entirely new way of working. These included health-relevant content and tips for working from home, 
stress reduction and increased movement, effective virtual and hybrid cooperation, and training and guidelines for 
managers on virtual team leadership. These were bundled as part of a dedicated “Corona Hub” at RBI in Austria.
Infrastructure for digital and modern learning
The learning management system “cHaRlie” for the administration of learning opportunities has been in use since 2018 
and has since then been successively implemented throughout the Group. This allows us to roll out training and online 
learning programs on a Group-wide basis at any time via a single platform and perform additional evaluations of the 
available training.
In addition, we massively expanded our portfolio of digital learning programs and online training on specialist topics, 
personality-related topics and languages. Much of the training that previously took place in person was either converted 
to virtual formats or replaced by e-learning and online courses.
Training and development initiatives at the network banks
One key element of the strategic reorientation is the digital transformation, which is reﬂected in Group-wide training 
initiatives. Our international development program “GoIT Academy”, which deals with key topics in IT and related areas, 
was continued. We replaced some elements of the program with virtual formats in response to the COVID-19 pandemic.
Other strategically important Group-wide training programs, like the “Corporate Risk Program” for risk managers, a “Data 
Science Academy” for various target groups, a new “Remote Advisory Program”, the “Customer Experience Academy” for 
retail customer advisors and the “Institutional Clients Academy”, were initiated or rolled out in 2020. The continuation of the 
adaptive transformation was another focal point. This was accompanied by various training formats, including a “Scrum 
Master Journey” and various certiﬁed scrum master and product owner training courses. We also began our Group-wide 
sustainability training in 2020 (see above).

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Employee involvement
RBI believes it is extremely important that the concerns of our employees are listened to and taken seriously. We use 
various communication and integration tools to achieve this, including employee events, employee surveys, and the 
“Make Ideas Happen” idea platform at RBI AG.
In particular, the sudden imposition of remote working during the ﬁrst lockdown in March demonstrated the importance 
of staying in contact with employees, informing them, knowing their questions and concerns, and hence enabling them to 
carry on working as a community. With this in mind, we launched some formats that proved especially useful during the 
crisis but that will also remain important afterwards.
At RBI AG, these are the “update calls” with CEO Johann Strobl, which were initially held on a weekly basis and then 
less often, most recently once a fortnight. These one-hour calls start with a report by the CEO on the current situation 
before giving employees the opportunity to ask questions anonymously or using their name. These questions are then 
answered live by the CEO. We use Teams Live Events for this format, so that all employees can participate. This format 
has proved extremely popular. Up to 1,200 employees participate in the calls, with several hundred people watching 
the calls on catch-up.
Short “pulse surveys” were also introduced during the ﬁrst lockdown. Consisting of an average of ﬁve questions on the 
current situation, these surveys provided an insight into employees’ needs. The results were translated directly into initiatives. 
The content of the Corona Hub on the RBI intranet is now being fed with the results from the surveys. The surveys have 
been adjusted over time in terms of their frequency and are now taking place at longer intervals. This format has also 
helped to increase employee engagement and ensure that they are heard directly.
New world of work
All ofﬁce-based employees began working from home as a result of the coronavirus pandemic. As this is expected to 
lead to permanent changes in how we work, we have launched the “New World of Work” (NWoW) initiative on the 
topic of remote working at RBI. More than 70 ambassadors at RBI AG are participating.
In the ﬁrst step, the NWoW initiative gathered the varied experiences of employees regarding remote working. The 
results were used to derive tried-and-tested practices and patterns for hybrid work, i.e. a mixture of ofﬁce-based and 
mobile work.
This framework was then presented to several teams, who were asked to independently ﬁnd solutions for a successful 
hybrid cooperation model. The models developed are regularly reviewed and improved so that the organization can 
gradually optimize the way in which it handles this hybrid form of work.
In addition to developing new models of cooperation, the initiative is addressing the following key aspects:
•฀Reconciling฀the฀cooperation฀models฀with฀the฀underlying฀legal฀conditions
•฀Providing฀suitable฀infrastructure฀and฀IT฀equipment฀at฀the฀office฀and฀for฀home฀working
•฀Supporting฀managers฀in฀the฀new฀environment
•฀Providing฀information฀and฀support฀on฀physical฀and฀mental฀health
•฀Raising฀awareness฀of฀the฀importance฀of฀the฀“common฀basis”฀and฀the฀feeling฀of฀solidarity
•฀Accompanying฀measures฀during฀the฀change฀process฀to฀define฀new฀values฀and฀anchor฀them฀within฀the฀corporate฀culture

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Many of the network banks switched to remote working where possible in March 2020, with the results being evaluated in 
early summer. Some network banks have already rolled out more desk-sharing and redesigned or rented out ofﬁce space, 
made improvements to their IT infrastructure and supported the change process with corresponding accompanying 
measures for employees and managers.
RBI will continue the initiative beyond 2020 and identify new ﬁndings on hybrid work on an ongoing basis. Accordingly, 
we are planning to retain the intensive dialog at Group level in order to learn and shape the “New World of Work” 
together.
Employee representation
RBI seeks to ensure trust-based cooperation with the employee representatives as a key element of its corporate culture, 
which is founded on cooperation at all levels and is intended to shape the relationship between all partners, both 
internally and externally. We act in accordance with the relevant statutory regulations and the agreements concluded 
and take into account the respective operating conditions.
50 per cent (50 per cent in 2019) of Group employees are covered by collective bargaining agreements.
The active participation of employees is also made possible via their interest group, the Staff Council, which initiates a 
wide range of activities throughout the year. This includes employees’ suggestions being processed in the various working 
groups of the Staff Council of RBI AG, some of them with the company physician and Group People & Organisational 
Innovation, and measures being taken on an ongoing basis. The goal is to identify and promote the economic, social, 
health and cultural interests of the employees in the course of business. Some working groups are set up to run on a 
permanent basis (e.g. workplace conditions/health, work/family, nutrition, culture). Others are put together at short 
notice and work on a project-by-project basis. However, costintensive issues are only rarely discussed here.
In addition to the Staff Council’s co-determination prescribed under labor law, co-determination and the exchange of 
information are also guaranteed through participation in various committees such as the Supervisory Board, the health 
and safety committee, the environmental committee as well as at individual “jours ﬁxe”, which are held by the Chairman 
of the Staff Council and the various members of the Management Board.
The Staff Councils are networked within the Group Staff Councils (the Group Staff Council was constituted in November 
2020), the Raiffeisen Staff Council in Vienna, the Raiffeisen Staff Councils in Austria and (via the European Staff Council) 
internationally.
RBI with European Staff Council
As in the previous year, 14 representatives from eight EU countries (Bulgaria, Hungary, Croatia, Austria, Poland, Romania, 
Slovakia and the Czech Republic) are represented in the European Staff Council (ESC) of RBI.
Because of the COVID-19 pandemic and the resulting travel restrictions, the ESC held two ordinary meetings in virtual 
form for the ﬁrst time in July and November 2020. The meetings focused on the topic of COVID-19 and its economic 
impact as well as other implications, such as remote working. In light of the importance and topicality of this matter, no 
other signiﬁcant issues were discussed at the ESC meetings in 2020.
RBI remains committed to the principle of direct and open communication with employees. The good cooperation with 
existing local and/or national employee representatives is complemented, but not replaced, by the ESC. The ESC is an 
important additional platform for ongoing dialog and the structured exchange of information between company 
management and employees through their elected representatives.

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Employee surveys
In a particularly challenging year for all companies, a central, Group-wide survey was conducted in 2020 in addition to 
a number of focused employee surveys in the individual organizations and countries.
In the ﬁrst half of the year, the surveys conducted mainly took the form of short “pulse surveys” on the impact of the 
coronavirus crisis. While the questions initially focused on the information and communication provided by the company 
and the equipment supplied to employees working from home, they were gradually replaced by questions on the various 
additional burdens on the employees, e.g. as a result of home schooling. The results of each survey were published 
immediately and transparently and were taken into account in the planning of further measures by the crisis team as well 
as the communication and human resources department. By repeatedly asking about speciﬁc topics, we were able to 
directly measure the changes over time. A number of other Group companies conducted these or similar short surveys 
and implemented corresponding measures.
Employees have responded extremely well to the tool of ad hoc or situation-speciﬁc short surveys. At RBI AG, the return 
rates for the ﬁrst surveys increased steadily and stabilized at a level of 55 per cent. Remaining in contact with employees 
in this way has become a key element of the feedback culture at each of the individual companies. 
In addition, the ﬁrst Group-wide survey was conducted in October 2020. A total of 33,000 employees from almost all 
Group companies participated in the survey, corresponding to an extremely high return rate of 81 per cent.
In addition to the core topics of employee engagement (loyalty to the company and corresponding willingness to do 
more work voluntarily) and employee enablement (existence of an environment that promotes success), employee 
feedback was obtained on 33 questions relating to issues such as empowerment, cooperation, performance management, 
compensation, innovation, and new work. Thanks to the measures initiated since the last survey, the results were maintained 
at an impressive 73 per cent for employee engagement and 75 per cent for employee enablement. This is a particularly 
positive achievement in light of the extraordinary circumstances. It conﬁrms that continuously obtaining employee 
feedback and using it to plan and implement corresponding measures are important to business success.
In all the organizations throughout the Group, the results are communicated to employees via the established processes 
at the level of the company as a whole and in individual teams. As well as central measures, a signiﬁcant proportion of 
the changes are planned and implemented at team level. In this way, employees are making an important and direct 
contribution to the continuous optimization of the company.
Employee surveys will remain a central element of the corporate culture in the coming year and will be used for other 
topics, such as onboarding new employees.

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Diversity management and the ability  
to reconcile work and family
RBI is a universal bank specializing in the regions of Austria and Central and Eastern Europe. Our 17.2 million customers 
in 14 markets and our almost 45,000 employees represent diversity.
We value this diversity of perspectives, abilities, experience and needs. We use the potential of our employees to 
generate added value for our employees, our customers, and society.
The RBI Group Diversity Policy describes the relevance of this topic for RBI. The Policy deﬁnes the responsibilities and 
how a diversity strategy is to be implemented.
A key element of the Policy is the RBI Diversity Vision and Mission, which contains guidelines that are intended to provide 
guidance for dealing with diversity on a day-to-day basis.
Diversity Vision
Diversity, one key to success, enables RBI to overcome boundaries. For RBI, diversity means added value. Leveraging 
the opportunities provided by diversity offers sustainable beneﬁts for our company and employees as well as the
economy and society.
Diversity Mission
By promoting diversity, we are continuing Raiffeisen’s success story, which dates back over 130 years. As a strong 
partner, we harness the potential of diversity actively and professionally in order to best support our clients and to 
present ourselves as an appealing employer.
Guiding Principles
The following guidelines were published together with the Diversity Vision and Mission Statement in 2017 and are 
intended to help everyone experience and appreciate diversity when working with each other on a daily basis. They 
are particularly important for decisions with personnel relevance.
•฀฀We฀value฀and฀respect฀each฀other฀regardless฀of฀gender,฀sexual฀orientation,฀age,฀culture,฀origin,฀religion,฀ideology,฀ 
physical impairment, or other characteristics.
•฀We฀maintain฀a฀respectful,฀appreciative฀culture฀of฀communication,฀for฀which฀we฀require฀a฀variety฀of฀perspectives.
•฀Our฀aim฀is฀to฀maximize฀variety฀in฀our฀teams฀and฀ensure฀that฀diversity฀also฀exists฀at฀the฀highest฀levels฀of฀management.
•฀฀We฀understand฀the฀needs฀of฀our฀diverse฀client฀base.฀As฀a฀universal฀bank,฀we฀support฀our฀partners฀in฀achieving฀their฀
aims worldwide. A clear commitment to diversity and the appropriate training of our employees is a matter of course 
for us.
•฀฀We฀are฀aware฀that฀our฀behavior฀is฀influenced฀by฀our฀unconscious฀bias.฀We฀consider฀it฀important฀to฀recognize฀these฀ 
prejudices and to reﬂect upon them, as we intend to make the best decisions and take conscious action.
•฀฀We฀approach฀staff฀decisions฀objectively:฀We฀fill฀positions,฀make฀decisions฀on฀compensation,฀and฀perform฀employee฀
appraisals, assessments of potential, promotions and nominations for projects based on employee skills, performance 
and potential.
Our Code of Conduct clearly states that we consider fair employment practice to be of great importance. We want to 
be a corporate group that the most talented people want to work for, that hires and promotes people according to their 
aptitude (performance and work experience), and that gives employees the opportunity to develop their skills while 
maintaining a good work-life balance. We value teamwork within and between business divisions, areas and countries 
and help our employees to realize their full potential. Discrimination and harassment have no place at RBI. We promote 
an environment where employees treat and appreciate each other with mutual respect and support diversity as it can open

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
up new perspectives. Our goal is to maximize diversity across our teams and ensure that it also exists at the highest levels 
of management. This corresponds to our corporate value “Collaboration” (see page 16).
Discrimination and harassment (based on age, ethnicity, skin color, national origin, religion or belief, political or other 
opinion, gender, sexual orientation or disability) are incompatible with maintaining an inclusive work environment in 
which all employees achieve the maximum level of productivity for themselves and can meet our business goals. No 
form of discrimination, harassment (including sexual harassment), or intimidation will be tolerated or excused by RBI.
RBI is committed to promoting equality, which is consistent with our self-image, and to creating equal opportunities for 
equal performance in the workplace, regardless of gender or other factors. This starts as early as employee selection, 
which must be free of prejudice and where the same criteria must always be applied.
The following chart provides an overview of the measures that are being implemented at the individual companies in 
order to promote a healthy work-life balance and regarding diversity.
Widely differing labor laws as well as family policies and health systems can be found in the various countries in which 
RBI operates. In order to offer employees more options for reconciling work and family life, as well as for a good work-
life balance, the network banks provide a range of supplemental offers tailored to local needs and possibilities.
Overview of measures
Austria
CE
SEE
EE
Topic
Measures
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Work life 
balance
Part-time-work (parents)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Part-time-work 
(other than parents)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Teleworking
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Flexi-time-models (regular)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Flexi-time-models 
(long time)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Company kindergarden 
or similar
✓
✓
✓
✓
✓
✓
✓
Time off for fathers in event 
of a birth (statutory 
requirement)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Time off for father in event 
of a birth (beyond 
statutory requirement)
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Dependent care programs
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Semi-retirement programs
✓
✓
✓
✓
✓
✓
✓
Sabbatical for 
educational leaves
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Other sabbaticals
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Diversity
Local diversity
ofﬁcer
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
General diversity 
trainings
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Women empowerment
programs
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.

100
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
In order to further improve the framework conditions for profession and career, RBI is constantly working to improve the 
work-life balance. Work models, such as ﬂexible working hours, part-time and tele-work are offered in accordance with 
statutory provisions. Where possible, company childcare with employee-friendly hours of operation is offered. These 
models are intended to enable targeted parental leave management that promotes re-entry into working life. RBI has a 
positive attitude towards paternity leave, which it sees as being an important way to advance equality.
Salaries are regularly analyzed within RBI. As a result of continuous efforts in previous years to give equal remuneration 
for equal work, irrespective of gender, there are no signiﬁcant differences between the salaries of men and women. The 
internal “RBI Total Rewards Management” policy provides a comprehensive framework for shaping the Group-wide 
remuneration management system. This includes, in addition to all speciﬁcations for implementing statutory and regulatory 
requirements, a structured job evaluation system and regular market benchmarks of the salaries in the countries in question. 
An internal job evaluation system forms the basis for position-related and – as a result of this – gender-neutral remuneration.
We would like to contribute to the implementation of SDG 5 and SDG 8 with our measures in Diversity Management. 
Speciﬁcally, this concerns ending all forms of discrimination towards women and ensuring that women can fully and 
effectively participate and that they have equal opportunity in taking on management roles on all levels of decision-
making. Furthermore, we support the goal of achieving equal remuneration for equal work.
RBI has signed up to the Diversity Charter. In this way, we are showing that diversity is 
an important concern for us.
RBI signed up to the “#positiv arbeiten” initiative in 2020. 
With this commitment, we are standing alongside Austrian 
AIDS charities and more than 70 other companies to signal 
our opposition to the discrimination of HIV-positive people in 
the employment market.

101
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Diversity and the ability to reconcile work and family at the  
Vienna sites
In order to demonstrate that discrimination of any sort has no place in our corporate group, a Company Agreement on 
the issue of “Fair behavior in the workplace” was concluded for RBI AG some years ago.
To lend even more weight to the seriousness of this issue, we worked with the Staff Council to train several employees at 
the Vienna sites to become “harassment representatives”. These employees are the ﬁrst point of contact for employees 
should any problems arise with regard to this issue. Expertly trained members of staff provide competent points of 
contact on the issues of stress and burnout.
As a further initiative, an e-learning module on bullying and harassment was rolled out at RBI in Austria in the ﬁrst quarter 
of 2020. Employees learned about the causes and consequences of bullying, the relevant legal aspects, and victims’ 
rights. Terms like “stalking” and “sexual harassment” were explained, as was how to act in the event of an assault. This 
training is available to all employees and has been implemented as mandatory training for managers.
Being family-friendly means enabling employees to ﬁnd a balance between work 
and family life. This is why RBI AG is a partner of the “Companies for Family” initiative 
of the Austrian Federal Ministry of Work, Family and Youth.
To underline the importance of a healthy work-life balance, RBI AG has set itself the 
goal of obtaining certiﬁcation for the “workandfamily” audit in December 2020. In 
October 2020, we conducted three workshops, adopted targets and deﬁned 
speciﬁc measures to be addressed over the next three years.
Improving the ability to reconcile family and work is also a very important consideration for Raiffeisen-
Leasing GmbH in Austria. The relevant measures include, among other things, ﬂexible working hours, 
part-time models or tele-work as well as active parental leave management. The “workandfamily” audit 
was recertiﬁed in 2020.
Despite the COVID-19 restrictions, another “Let’s stay in touch” event for employees on parental leave was held in 
2020. This event gives RBI employees in Austria a platform for ﬁnding out about the latest developments within the 
company while also obtaining information on their return to work from an employment law perspective. In a virtual set-up, 
interested parties can engage with representatives of Group People & Organisational Innovation, the Staff Council and 
occupational psychologists in small groups.
In order to be able to better support employees in their changing needs at different stages of life, RBI AG offers a 
sabbatical program. Several models are available, providing various timeframes and thus an attractive recreational and 
relaxation model for people’s different needs. Any of these sabbatical models can be further tailored to the individual.
UNTERNEHMEN 
FÜR FAMILIEN

102
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainable integration
In 2020, around 1,100 employees (28 per cent of the workforce) with a non-Austrian background from more than 60 
nations worked at the two head ofﬁce sites in Vienna.
The now long-standing tradition of the International Dinner did not take place in 2020 because of the coronavirus 
situation. This evening gathering allows new colleagues from various nations and colleagues from other areas of the 
bank to get to know each other. The International Dinner is planned to resume in 2021.
RBI AG launched the “Diversity 2020” initiative in 2016. The goal is to better promote and take advantage 
of diversity in the company through professional diversity management, thereby making a positive contribution 
to the corporate results. Organizational anchoring of the topic was taken into account through a diversity 
ofﬁcer and the establishment of a diversity committee. In order to include as many different perspectives as possible, 
there are around 20 diversity ambassadors from all board areas. These ambassadors cooperate with the diversity 
committee and are tasked with strengthening diversity in their area as well as planning and implementing the measures. 
Employees are informed about the comprehensive measures and latest developments in a quarterly “Sustainability 
and Diversity” newsletter.
In 2017, RBI set a Group-wide overall target quota of women on the Supervisory Board, Management Board and in 
second level management of 35 per cent by 2024. This ﬁgure had reached 31 per cent by the end of 2020 (2019: 
30 per cent).
There are many reasons for the low representation of women in leading positions, which stem from the personal and 
societal environment as well as the company itself. We believe it is necessary to change the structural conditions 
within the company in order to encourage women to apply for management positions. In 2020, measures were 
developed with a view to approaching this issue from various angles. We are starting by looking at the work culture 
in terms of enabling a healthy work-life balance and ensuring that the “New World of Work” is designed in a gender-
sensitive manner. As part of this, we conducted the “berufundfamilie” audit for the ﬁrst time in 2020 (see page 101) 
and pressed ahead with active parental leave management. To ensure objectivity in the selection process and exclude 
the possibility of unconscious bias, interview logs and documents for interviews and hearings are anonymized and 
evaluated by several people. In addition, at least one assessor participates in each hearing. However, the search for 
candidates is another important step in the selection process. Activities in the past year focused in particular on selecting 
the right executive search partners and their role when it comes to identifying qualiﬁed women.
RBI employees not originating from Austria at the Vienna sites
n  1–10 employees            n  11–20 employees            n  21–80 employees            n  over 80 employees
Find more at:
 www.
rbinternatio-
nal.com/en/
who-we-are/
sustainabili-
ty/diversity

103
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The “RBI Women Forum” was initiated in 2018 with the aim 
of establishing a strong network that promotes the growth 
of business relations and that has the power to advance 
women in their careers. The forum gives female managers 
a space where they can engage in regular dialog and 
discuss relevant future-oriented topics. Due to the COVID-19 
situation, the RBI Women Forum decided to produce 
podcasts with personalities from the worlds of business and 
science in 2020. They are published every 1-2 months.
The “Forbes Women’s Summit” took place for the second 
time in November 2020 with RBI as a new partner. The 
overarching theme of the summit was empowerment and 
how to mutually identify and learn “superpowers”.
The “Making Money” workshop addressed salary 
negotiations and handling money. Female experts from 
RBI answered questions in breakout sessions and inspired 
participants with their own experiences. An online 
interview on diversity and cultural change reported on the 
latest developments at RBI and the steps that are currently 
being taken to change and improve the culture on a 
day-to-day basis.
Since 2018, RBI AG and its subsidiaries Raiffeisen Capital Management and Valida have been 
among the ﬁrst supporters of “Fondsfrauen in Österreich”, helping this initiative to enter the 
Austrian market. Fondsfrauen is a career network for women with a focus on asset management 
in Germany, Austria, Switzerland, and Luxembourg. Formed in Germany in 2015, Fondsfrauen 
is currently supported by 27 companies.
In 2020, Fondsfrauen in Austria was forced to hold most of 
its events digitally. It organized several digital networking 
sessions as well as digital networking events featuring a 
talk and a subsequent discussion with Lisz Hirn, a leading 
Austrian philosopher, on the subject of “The new 
Biedermeiers and their impact on society”.
The ﬁnancial education for women project continued in 
spite of the extensive restrictions. The working group 
created the “Fit for Finance” workshop series with three 
units each lasting between 60 and 90 minutes and some 
members held the ﬁrst workshops. These are offered to 
women’s networks free of charge and can also be conducted digitally. The “Management Needs Women” guide 
that was created in 2019 continued to be promoted and distributed in 2020, including at an event at the Hofburg to 
mark International Women’s Day.
RBI Women Forum, 2020; © RBI
Find more at:
www.forbes.
at/womens-
summitvien-
na2020.html
Find more at: 
www.
fondsfrauen.
de/en/ 
F´15 forbes DACH, Diversity & Cultural Change 
(https://www.youtube.com/watch?v=kkW8EDbsHD8)
Fondsfrauen at the International Women`s day 2020 in the Vienna Hofburg, © Christa Geyer

104
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
One of the highlights of 2020 was the presentation of the 
Fondsfrauen Award for “Company of the Year” to Raiffeisen 
Capital Management. In its remarks, the jury noted that, 
among other things, 40 per cent of managers at Raiffeisen 
Capital Management are women and female candidates 
are given precedence when candidates have the same 
qualiﬁcations. In addition, a head of department from 
Raiffeisen Capital Management was nominated for the 
award in the “Woman of the Year” category.
The second diversity topic we are focusing on is the inclusion of people with disabilities. The aim of the RBI AG 
project is to break down inhibitions, generate awareness, increase social skills, and employ more qualiﬁed 
employees with disabilities.
In October 2019, RBI AG conducted an employee survey on the inclusion of people with disabilities. One of the 
ﬁndings was that employees would like more information and training. In response to this, three sensing journeys 
were organized in 2020. These showed how to take a proactive and open attitude to employees and customers 
with disabilities. Seeing things from a different perspective, understanding barriers and engaging in a direct dialog 
with people with different disabilities all help to increase awareness. An article on disability is published on the intranet 
every month, informing employees about topics including the broad spectrum of disabilities, risk groups following 
COVID-19, the disability business case, and assistive technologies.
On฀the฀occasion฀of฀the฀Zero฀Project฀Conference,฀RBI฀AG฀
organized฀the฀Zero฀Project฀Partner฀Dinner฀for฀the฀second฀
time. Around 70 guests from Austria and abroad discussed 
current topics relating to disability.
The Valuable 500 is a global movement that aims to put the inclusion of 
people with disabilities on the business leadership agenda. RBI signed up to 
this movement at the start of 2021 and Johann Strobl is now a member of this 
extensive network of global CEOs. RBI has thereby committed itself to the 
continued pursuit of its goal of being an inclusive employer and supporting 
the creation of an inclusive society.
In 2020, RBI AG appointed a representative to support the interests of employees with disabilities.
RBI AG ist member of the 
DisAbility Business Forum of my
In 2020, sexual orientation was established further as a third dimension of the “Diversity 2020” initiative. The aim is 
to increase awareness of LGBTI (lesbian, gay, bisexual, transsexual, intersex) issues, promote inclusion, and enable a 
working atmosphere in which no one has to fear being disadvantaged on account of their sexual orientation.
Presentation of the Fondsfrauen Award ”Company of the Year 2020“ to Raiffeisen 
Kapitalanlage GmbH, © FONDS professionell
Find more at:
 https://
fondsfrauen.
de/fondsfrau-
en-awards-
2020-and-
the-
winner-is/
Find more at: 
www.rbin-
ternational.
com/en/who-
we-are/sus-
tainability/
current-news/
zero-pro-
ject-part-
ner-din-
ner-2020.
html 
Zero฀Project฀Conference฀/฀Project฀Partner฀Dinner฀2020฀at฀the฀RBI,฀©฀Sabine฀Klimpt
Find more at: 
www.
thevaluable
500.com
Find more at: 
www.mya-
bility.org/
b2b-netz-
werk#nav

105
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
The business resource group “Embrace” at RBI in Austria, which comprises 
members of the LGBTI community and straight allies (heterosexual people 
who actively support LGBTI), has launched additional initiatives to raise 
awareness of the dimension of sexual orientation.
In June, the rainbow ﬂag was raised at RBI’s head ofﬁce by the Stadtpark in 
Vienna. The world-famous symbol of diversity in acceptance will now serve 
as a symbol of the Raiffeisen Banking Group’s solidarity every June – Pride 
Month. 
Board member Hannes Mösenbacher clariﬁes: ”Diversity“ is our strength. I – 
and the entire Managing Board of RBI – stand for lived diversity, which 
includes justice as well as tolerance and acceptance. No one should have t
o fear discrimination on the basis of their sexual orientation. In 2020, we 
would like to clearly express this to the outside world for the ﬁrst time by 
raising the rainbow ﬂag and celebrate the diversity of RBI employees together.“
RBI AG hosted the LGBT+ Business Forum in October 
2020. The theme of the event was “Embracing LGBTI 
acceptance in CEE workplaces”. Current studies were 
presented, affected people reported on the current situation 
in CEE countries, and participants developed joint strategies 
for successful mobility management for LGBTI employees 
as part of workshops. The virtual format meant the diversity 
ambassadors from RBI’s CEE countries were also able to 
participate in the forum.
As part of the DIVÖRSITY days, a keynote and a workshop entitled “The Economic Value of Managing LGBTI 
Workforce Diversity” were offered to all RBI employees in Austria and the diversity and sustainability ofﬁcers at the 
foreign subsidiaries. The core topic was research into and the practical approach to aspects of sexual orientation, 
gender identity and the concept of the gender binary in the workplace context. The workshop participants then drew 
up the underlying business case for RBI.
RBI AG is a member of BRich, a network of the LGBTI business resource 
groups of Austrian companies.
In Austria, RBI again participated in DIVÖRSITY, the Austrian Days of Diversity. In addition to 
the aforementioned LGBTI event, the diversity intranet page was publicized on the recently 
redesigned intranet page.
Raising of the rainbow ﬂag in front of the RBI main building 
2020, © RBI AG
Find more at:
www.rbin-
ternational.
com/en/who-
we-are/sus-
tainability/
current-news/
show-your-
color.html
LGBTT+ Business Forum 2020, © GMR Photography & Film
Find more at: 
https://www.
rbinternatio-
nal.com/en/
insights/lgbti-
business-fo-
rum.html
Find more at: 
www.linke-
din.com/
groups/
13618819/

106
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Diversity initiatives at the network banks
The share of women im management at the network banks of RBI has traditionally been very high:
Share of women in the network banks in 2020 in per cent
NWB total
CEE
SEE
EE
n  number of female employees in %        n  all female management in %
80
70
60
50
40
30
20
10
–
The description of the abbreviations can be found in the list at the end of the Report.
Share of women at the network banks by employee category in 2020 in per cent
NWB total
CEE
SEE
EE
n  B %        n  B-1 %        n  B-2 %        n  other female management %        n  other female employees %
80
70
60
50
40
30
20
10
–
The description of the abbreviations can be found in the list at the end of the Report.

107
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
At RBI, diversity ofﬁcers work at all network banks and all associated companies in Austria with a view to establishing 
professional diversity management throughout the Group. Some examples of these initiatives are:
At฀Raiffeisen฀Bank฀Zrt฀in฀Hungary,฀a฀total฀of฀40฀employees฀took฀part฀in฀the฀“Future฀Leaders”฀program,฀which฀was฀held฀for฀
the third time. The program focused on skills for the managers of the future, work-life balance and successful networking, 
mentoring and sponsorship.
Raiffeisenbank (Bulgaria) EAD offered training on diversity and inclusion for the ﬁrst time. This delivered a general overview 
on dealing with diversity in the workplace and the role of prejudices. A total of 18 workshops were held for 191 managers.
At Raiffeisen Bank S.A. in Romania, various training courses were offered via the e-learning platform. The topics covered 
ranged from unconscious bias and understanding personal diversity and diversity in the workforce through to generation 
management. All employees are required to complete training on the Code of Conduct and unconscious bias as well as 
discrimination and harassment. The monthly company newsletter addresses diversity issues.
Health and safety
Healthy and efﬁcient employees are the basis for success for every company. RBI offers provision and support in the 
form of a range of initiatives and facilities. In addition to the legally prescribed measures in the area of health care, we 
offer numerous additional programs. The statutory standards for occupational health and safety are complied with in all 
countries, and the corresponding committees and ofﬁcers set up and appointed.
There were no fatalities as a result of work-related injuries at RBI in 2020, corresponding to a rate of zero (2019: 0.0024). 
The number of work-related injuries with serious consequences was zero, corresponding to a rate of 0.0000 (2019: 
0.0024). There were a total of 25 (2019: 67) documented work-related injuries, corresponding to a rate of 0.0617 
(2019: 0.0623). (The rates are calculated per 200,000 hours worked).
The following chart provides an overview of the measures that are being implemented at the individual companies in the 
area of health and welfare.
Overview of measures
Austria
CE
SEE
EE
Topic
Measures
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Health and 
safety
COVID-19-
Measures employees
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Safety management
system
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Programs for mental
health
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Health checks
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Promotion of sport
and wellness activities
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Social beneﬁts
Promotion of the
company canteen
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Reimbursement
public transport cost
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Promotion of private
health insurance
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Promotion of 
pension fund
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Promotion of
cultural events
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.

108
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Health initiatives at the Vienna sites
Occupational health management is an important factor in ensuring that employees are willing and able to perform, and 
hence in ensuring the performance of our company as a whole. In order to promote good health among its employees, 
RBI AG offers a wide range of preventive and health initiatives.
RBI AG performs professional occupational health management. As part of this, the most important 
key performance indicators are deﬁned for each pillar (e.g. prevention times, workplace inspections, 
reintegration agreements, health-related training days).
The COVID-19 pandemic has posed a signiﬁcant challenge to occupational health management at RBI AG, with 
safety and protection being particularly important at this time. We therefore integrated occupational health care 
into the RBI crisis team in order to ensure the protection of our employees in line with our duty of care. Furthermore, 
safety฀experts฀and฀ZHS฀building฀services฀implemented฀the฀measures฀defined฀by฀the฀crisis฀team฀by฀making฀physical฀
changes to the ofﬁce areas (e.g. plexiglass walls, arranging tables to ensure distancing, adjusted seating arrangements 
in the canteen). A Company Agreement on “Face coverings” was also concluded. The existing Company Agreement 
on “Mobile Working” made a big contribution in terms of ﬂexibility concerning work performance during the pandemic 
and allows for up to 100 % of the workforce to work from home in the event of a lockdown. The “New World of 
Working” (NWoW) team is developing new concepts for cooperation after COVID-19 (see page 95). In addition, 
two virtual workshops were held to discuss the multiple burdens for parents in the age of COVID-19. The Employee 
Assistance Program was and remains available to provide additional help anonymously and free of charge. The 
“Coronavirus Info Hub” was established on the intranet. In addition to medical details and background information 
on the virus, the “Medical Information” section contains important ergonomic information for working at home. The 
“HR Info” section addresses the relevant facts from an employment law perspective and contains an FAQ and a 
section entitled “How to deal with it – coping with exceptional circumstances”, which discusses aspects of the pandemic 
relating to occupational psychology. Pulse surveys were conducted during the lockdown (see page 97). In the third 
health@RBI 
Corporate Health Management
• Occupational Health 
Care
• Occupational and 
Emergency Psychology
• Employee Assistance 
Program 
• Safety Specialists
• Safety Technology
• Safety Representatives
• First Aid Providers
• Fireguards
• Company Agreements
• Working Time Models
• Organizational Models
• Recruiting and 
Onboarding
• Achieve & Grow
• Remuneration System
• Group Health Insurance
• Health Care
• Health Week and 
Family Days
• Physiotherapy and 
Massages
• Sports, Exercise and 
Relaxation
• Nutrition
• and much more
• Training and Coaching 
• Mentoring and 
Consulting
• Leadership Development
• Talent Management
• Support during Changes
• Team Interventions
• Employee Surveys
LEARNING & 
DEVELOPMENT 
SAFETY & PROTECTION
FRAMEWORK
ACTIVITIES & OFFERS

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
pillar of occupational health management – activities and offers – the familiar formats were converted for working 
from home (e.g. virtual yoga classes). In the area of learning and development, e-learning was and remains especially 
popular. We were able to digitize the entire learning and development concept in just a short space of time. Only a 
few training courses are still offered as de facto classroom training. A growing amount of training and learning material 
is currently being made available on the intranet on the following topics: ergonomics in the workplace, health and 
wellbeing, staying active in the workplace, emergencies/ calm rooms, help for addiction, hypnosis for stopping 
smoking, health check-ups.
Every month, the “health@RBI” team evaluates the measures deﬁned for the respective pillars and implements necessary 
changes promptly.
The “Workplace Conditions/Health” working group provides additional impetus for activities across all of the pillars of 
occupational health management. This working group primarily consists of Staff Council members and is headed by the 
Deputy Chair of the Staff Council.
All employees are able to report general risk situations within the organization to the “health@RBI”, the Staff Council, 
or directly to the security center at all times. The telephone numbers for the security center are printed on the employee 
identity cards.
Potentially serious work-related dangers relate in particular to the psychological consequences of threats and robberies. 
In addition, physical accidents on the way to and from work are naturally unavoidable. The safety experts at the locations 
continuously evaluate potential risk areas and resolve any issues immediately. The “Workplace Conditions/Health” 
working group also provides additional information on health and safety from the workforce.
A฀statutory฀prevention฀and฀safety฀concept฀for฀the฀head฀office฀companies฀in฀Austria฀is฀processed฀via฀ZHS.
All preventive measures are proposed, evaluated and implemented by trained and qualiﬁed safety experts, occupational 
physicians and occupational psychologists.
Employees at all of RBI’s head ofﬁce locations in Vienna can buy lunch at subsidized prices at a works canteen. Needless 
to say, the canteen also offers a wide range of healthy and organic dishes. Vegetarian and vegan dishes are prepared 
fresh daily.

110
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Health initiatives at our network banks
Healthcare is also a central issue at the network banks of RBI across the various countries. In order to supplement the 
range of programs aimed at preventing illnesses and preserving health above and beyond the regulatory requirements, 
employees can make use of a wide range of offers and activities. The range of services varies greatly, depending on 
what is needed and what can be provided locally in the individual countries.
 
This is illustrated by an example from our network bank in Russia:
AO Raiffeisenbank offers its employees a range of services. Sporting activities include an in-house ﬁtness 
center and an outdoor sports ﬁeld that is co-ﬁnanced and available to all employees. Fitness center membership is 
also subsidized, regular health days are held in the ofﬁce and open days at sports clubs are arranged.
A “Step Challenge” competition was held in August 2020. In addition to promoting good health, this was aimed at 
team building in connection with a joint social campaign. 2,250 employees formed themselves into 229 teams and 
all of the steps taken were converted into rubles and donated to a charitable fund. In the end, the teams covered a 
total of 386,624 km, resulting in a donation of 2,000,000 rubles. In addition, 1,000 employees were given one 
year’s access to an online yoga course.
Alongside sporting activities, general physical health is extremely important at AO Raiffeisenbank. Health checks for 
speciﬁc professions are organized in line with the statutory provisions. Annual health examinations will be resumed 
after the COVID-19 lockdowns end.
Special stress management training programs allow employees to assess their own stress level, deal with emotions 
more effectively and manage their physical and mental resources. Furthermore, an employee assistance program 
offering training and online courses for all employees has been developed as part of the wellbeing concept.
All employees are encouraged to report any concerns relating to safety issues and to make proposals for resolving 
these risks.
Employer branding and recruitment
Our Group-wide corporate values and strategic objectives form the basis for targeted employer branding activities in 
the respective domestic market. The coronavirus crisis meant 2020 presented us with particular challenges. However, 
this has not altered our aspiration to be a top employer. We responded by adapting our activities to the new conditions. 
Addressing speciﬁc target groups is more important than ever before – not only because personal contact is limited, but 
also as a way of creating trust and continuing to position the respective RBI companies as safe employers. 
The following overview of our measures illustrates how RBI has adapted quickly to new conditions and created the right 
points of contact with job seekers and internal employees. As previously, there was a strong focus on students and 
graduates and cooperation with universities.
Find more at: 
www.
starikam.org
Overview of measures
Austria
CE
SEE
EE
Topic
Measures
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Employer 
branding
Cooperations 
with Universities
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Attractive employer 
recognition
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.

111
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Employer branding and recruitment at the Vienna sites
The core objective of the employer branding strategy is to remain in communication both internally and externally and to 
promote interaction and direct dialog with specialists, talented individuals, young professionals, graduates and students. 
External employer branding in 2020 was dominated by online activities with and for students in close coordination and 
cooperation with the respective universities. A second focal point – internal employer branding – also concentrated on 
our employees and how best to support them during the COVID-19 crisis.
Close cooperation with the respective business units (e.g. IT, Risk, Corporate & Markets) helps to encourage contact 
and dialog with students at various events, meet-ups, webinars and online career fairs. In 2020, RBI AG actively supported 
around ten different formats.
One major milestone was the remote onboarding of new colleagues. In March 2020, RBI AG gave new employees a 
good start to their time with the company despite the lockdown and working from home. This involved relationship 
management just as much as information and communication. It ultimately proved possible to send out the access cards 
and the necessary equipment for a smooth start and to perform the “welcome desk” entirely online. The online surveys 
conducted after 30 and 90 days with the company showed that virtual onboarding has met with an extremely positive 
response. RBI continues to use hybrid formats in employer branding. On the one hand, we attach great importance to 
personal contact, interaction and getting to know potential new colleagues directly. On the other hand, we continue to 
use the various technical channels, such as interaction via social media (e.g. XING, LinkedIn, Twitter), video chat (MS 
Teams), webinars and live chats.
We have published a number 
of new videos on our responsive 
careers page this year, allowing 
applicants and interested parties to 
ﬁnd out more about day-to-day work 
in certain positions.
Students are especially important to us, as we can learn a great deal from each other. Cooperation between different 
generations reﬂects our system and supports diversity. This is why we offer video insights into the “life of a student” and 
employees at the company in order to clarify mutual expectations at an early stage. This allows vacant positions or new 
roles – particularly in the agile environment (e.g. product owner, scrum master, agile coach) – to be presented, 
explained and communicated even more effectively.
In addition to numerous online fairs and networking events, the largest online career fair – the Career Calling Digital 
Days – is the highlight this year. The target group is all students in Austria. The community comprised 70 employers with 
600 jobs and there were more than 2,000 registered visitors. RBI AG was represented at the “Being a future leader” 
podium discussion, ran a virtual stand, spent many hours in one-to-one chats with interested parties, and answered three 
questions in three minutes as part of a video on “Your USP as an employer”.
companypitch3, © Vesna Dusanic
Youtube channel RBI (www.youtube.com/c/Raiffeisen 
BankInternationalAG/playlists)
Find more at: 
www.youtu-
be.com/c/
Raiffeisen 
BankInterna-
tionalAG/
playlists
companypitch3, © Vesna Dusanic
Career Calling Digital Days 2020 
(https://www.careercalling.at/de/home/)
Career site RBI (https://jobs.rbinternational.com/)

112
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
 Another focal point in 2020 was the continuation of a cooperation with “Specialisterne Austria”, an 
organization that matches talented individuals on the autism spectrum and companies that urgently require 
their special talents in areas such as IT, quality management, data management, or ﬁnance and controlling. 
Specialisterne is an outstanding partner that has already helped us to ﬁnd several talented employees and that is 
continuing to assist us in this process.
This year saw the development of special selection methods for the recruitment of women in management positions 
and technical professions in particular. The anonymization of application documents and the provision of anonymized 
discussion documents to decision-makers and assessors have proven to be beneﬁcial. This removes any bias from the 
reading and subsequent ranking of applicants’ interview responses and hence provides additional objectivity.
Women are addressed directly for different roles within the company via online events for women returning from 
parental leave and the various internal women’s networks at RBI AG. Unfortunately, ofﬂine networking to get to know 
each other on an informal basis was not possible this year. However, we held online chats in which women from 
various initiatives, like “Woman Hack” and the “BIC Mentoring Programme”, engaged with employees from IT, 
People & Organisational Innovation and other business areas.
We are particularly committed to diversity. Since 2018, we have highlighted this by using the following text in all 
RBI AG job advertisements: “RBI AG is committed to creating a diverse environment and is proud to be an equal 
opportunity employer. All qualiﬁed applicants will receive consideration for employment without regard to age, 
ethnicity, race or color, national origin, religion, political or other opinion, gender, sexual orientation or disability.” 
The third gender is also explicitly addressed in our job advertisements (m/f/x). In 2020, we arranged for our job 
advertisements to be examined by experts and addressed their wording. RBI AG now pays particular attention to 
“masculine” and “feminine” forms of language in order to ensure that job advertisements address women equally and 
to an even greater extent, thereby increasing the proportion of applications by women.
Management trainee programs represent a sustainable investment in introducing student graduates to a career in banking. 
With the masters’ training program for markets and investment banking that was introduced in 2019, RBI AG expanded 
the range of available career opportunities for students who have just begun their masters’ degree. We offer students 
part-time positions in which they can get to know all of the departments and activities in the area of markets and investment 
banking over a two-year period and complete a special training course. In 2020, the selection process was held entirely 
online in the form of “speed dating”. The continuous development of the existing “Corporate Banking” program paid off: 
RBI AG was recognized with the “excellent management trainee program” accolade by “TraineeNet”, a platform of 
management trainees from around 50 Austrian companies. 
In 2020, RBI AG received the LEADING EMPLOYER Award, placing it in the top one per cent of all employees in 
Austria. This award serves as a particular acknowledgment of RBI’s qualities as an employer, as LEADING EMPLOYERS 
is the world’s most comprehensive evaluation system for employers. The meta-study was carried out in Austria for the se-
cond time. RBI was ranked sixth within the banking sector (of 1,750).
Additionally, the bank strives to intensify and expand its cooperation, sponsorships and partnerships with technical 
universities in order to familiarize students and graduates with new kinds of work positions as well as diverse career 
opportunities in the IT environment of a digital bank. An effective way of retaining students with RBI AG as their employer 
remains the active support of bachelor and master theses and the mentoring of seminar theses.
Find more at: 
www.rbinter-
national.com/
en/career
Find more at:
 www.
leading-em-
ployers.org
Find more at:
 www.at.spe-
cialisterne.
com

113
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Employer branding and recruitment at the network banks
Taking the difﬁcult circumstances into account, this year saw an even more intensive dialog on employer branding 
measures together with the network banks. The aim is to learn from each other and exchange experiences on how RBI 
can position itself as an attractive employer, both as a whole and in the respective home markets, thereby ensuring the 
recruitment of new talents.
Contact and direct dialog with students and graduates is an important element that has been taken up by all of our 
network banks, and this is reﬂected in a range of (online) activities. This includes getting to know each other, giving 
students an insight into the work of a bank, and partnerships with student institutions and universities.
The following examples from Ukraine and Russia show the extensive nature of the activities involved:
In September 2018, Raiffeisen Bank Aval JSC in Ukraine signed up to the Ukrainian Pact for Youth up to and including 
2020. This is a Europe-wide initiative of the United Nations that brings together businesses, government bodies and 
employment centers in order to help young people to develop professionally and ﬁnd work. The aim is to facilitate entry 
into the workforce for businesses and young people alike. This also includes imparting knowledge and providing 
opportunities for gaining practical experience of company life.
Raiffeisen Bank Aval JSC offers not only practical placements for high school and college students, but also management 
trainee programs. The bank’s considerable commitment in this area is also underlined in the transfer of knowledge offered 
at various events and workshops – like the skills labs, which teach participants how a successful career path might look 
or how to set up their own company.
All in all, Raiffeisen Bank Aval JSC was represented at several (online) events in 2020. These took the form of expert 
discussions at youth forums, support for projects at universities, and events for students at various universities.
In April 2020, the “National Day of Girls in Technology” was held simultaneously in all regions of Ukraine as a 16-hour 
online marathon. The bank participated in the event in Kiev. 20 pupils from the eighth and ninth grade of a secondary 
school visited a digital branch of Raiffeisenbank Aval in Kiev. Various representatives from Human Resources, IT and 
digitization specialists arranged an excursion and a workshop entitled “Choosing a career path”.
All these activities pay dividends and speak for themselves. As in the previous year, Raiffeisen Bank Aval JSC was 
recognized as “Best Employer in the Financial Sector” by Randstad Employer Brand Research in 2020.
In 2020, AO Raiffeisenbank in Russia participated in four online career fairs at the best universities in Moscow. Supporting 
ﬁve career forums for students is extremely useful when it comes to establishing direct contact and helps to attract talented 
individuals to the company for the long term. Four webinars for STEM students were arranged to discuss topics such as 
agile work, cooperation in the age of COVID-19, optimizing banking processes, and investment banking. The focus on 
this speciﬁc target group is also reﬂected in the following projects: The “Summer Scientiﬁc School”, the “IT Challenge 
Cup”฀and฀participation฀in฀the฀“ICPC฀Day฀Zero฀Event”฀are฀extremely฀important฀and฀were฀largely฀held฀in฀virtual฀form฀in฀
2020.
On the domestic market, AO Raiffeisen Bank received numerous prizes and awards for its intensive work with students 
and universities, making it one of the most attractive and successful employers in the region. IT students nominated it in 
the “Good references for a future career” category as part of the Universum Ranking 2020.
The internally developed digital event “Raiffeisen Involve” took third place in the “Best projects for young specialists” 
category at the Graduate Award 2020.
Find more at: 
ancor.ua/
press/news/
druge-doslid-
zhennya-bren-
du- roboto-
davcya-rand-
stad-e; 
www.
youtube.com/
watch?v=-
5maYOpkQE-
qg&feature=
share)-
Find more at: 
univer-
sumg-lobal.
com/ran-
kings/russia/
Find more at: 
gradua-
te-awards.
ru/#winners

114
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Overview of key performance indicators
RBI*
RBI AG
2020
2019
Change over
previous year
2018
2020
2019
Employees by gender, type of occupation and employment contract
Employees total
43,481
45,241
-3.9 %
45,423
3,232
3,070
Male
15,102
15,472
-2.4 %
15,260
1,748
1,628
Female
28,379
29,769
-4.7 %
30,163
1,484
1,442
Male
35 %
34 %
1 PP
34 %
54 %
53 %
Female
65 %
66 %
-1 PP
66 %
46 %
47 %
Full-time employees total
41,331
43,067
-4.0 %
43,366
2,293
2,178
Full-time employees total
95 %
95 %
0 PP
95 %
71 %
71 %
Male
14,653
15,025
-2.5 %
14,809
1,484
1,392
Female
26,678
28,042
-4.9 %
28,557
809
786
Male
35 %
35 %
0 PP
34 %
65 %
64 %
Female
65 %
65 %
0 PP
66 %
35 %
36 %
Part-time employees total
2,150
2,174
-1.1 %
2,057
939
892
Part-time employees total
5 %
5 %
0 PP
5 %
29 %
29 %
Male
449
447
0.4 %
451
264
236
Female
1,701
1,727
-1.5 %
1,606
675
656
Male
21 %
21 %
0 PP
22 %
28 %
26 %
Female
79 %
79 %
0 PP
78 %
72 %
74 %
Employees with ﬁxed contracts total
38,743
39,547
-2.0 %
39,313
2,708
2,587
Employees with ﬁxed contracts total
89 %
87 %
2 PP
87 %
84 %
84 %
Male
13,765
13,894
-0.9 %
13,551
1,479
1,395
Female
24,978
25,653
-2.6 %
25,762
1,229
1,192
Male
36 %
35 %
1 PP
34 %
55 %
54 %
Female
64 %
65 %
-1 PP
66 %
45 %
46 %
Central Europe
7,946
8,101
-1.9 %
7,665
Central Europe
21 %
20 %
0 PP
20 %
Southeastern Europe
12,894
12,661
1.8 %
12,977
Southeastern Europe
33 %
32 %
1 PP
33 %
Eastern Europe
14,159
15,052
-5.9 %
15,138
Eastern Europe
37 %
38 %
-2 PP
38 %
Austria
3,744
3,733
0.3 %
3,533
2,708
2,587
Austria
10 %
9 %
0 PP
9 %
100 %
100 %
Employees with limited contracts total
4,738
5,694
-16.8 %
6,110
524
483
Employees with limited contracts total
11 %
13 %
-2 PP
13 %
16 %
16 %
Male
1,337
1,578
-15.3 %
1,708
269
233
Female
3,401
4,116
-17.4 %
4,402
255
250
Male
28 %
28 %
0 PP
28 %
51 %
48 %
Female
72 %
72 %
0 PP
72 %
49 %
52 %
Central Europe
627
938
-33.2 %
1,211
Central Europe
13 %
16 %
-3 PP
20 %
Southeastern Europe
865
1,296
-33.3 %
1,127
Southeastern Europe
18 %
23 %
-5 PP
18 %
Eastern Europe
2,679
2,916
-8.1 %
3,249
Eastern Europe
57 %
51 %
5 PP
53 %
Austria
567
544
4.2 %
523
524
483
Austria
12 %
10 %
2 PP
9 %
100 %
100 %
Employees by region
Central Europe
20 %
20 %
0 PP
20 %
Male
39 %
39 %
0 PP
38 %
Female
61 %
61 %
0 PP
62 %
Southeastern Europe
32 %
31 %
1 PP
31 %
Male
27 %
27 %
0 PP
27 %
Female
73 %
73 %
0 PP
73 %
Eastern Europe
39 %
40 %
-1 PP
40 %
Male
34 %
33 %
1 PP
32 %
Female
66 %
67 %
-1 PP
68 %
Austria
10 %
9 %
0 PP
9 %
100 %
100 %
Male
52 %
52 %
0 PP
53 %
54 %
53 %
Female
48 %
48 %
0 PP
47 %
46 %
47 %
New hires1
Employees total
6,211
8,790
-29 %
9,164
489
490
Employees total
14 %
19 %
-5 PP
20 %
15 %
16 %
Employees under 30 years of age
3,482 
5,048
-31.0 %
5,310
254
267
Employees between 30 and 49 years of age
2,573
3,499
-26.5 %
3,630
222
209
Employees over 49 years of age
156
243
-35.8 %
224
13
14
Employees under 30 years of age
8 %
11 %
-3 PP
12 %
8 %
9 %
Employees between 30 and 49 years of age
6 %
8 %
-2 PP
8 %
7 %
7 %
Employees over 49 years of age
0 %
1 %
-1 PP
0 %
0 %
0 %
Male
2,495
3,308
-24.6 %
3,438
291
244
Female
3,716
5,482
-32.2 %
5,726
198
246
Male
6 %
7 %
-1 PP
8 %
9 %
8 %
Female
9 %
12 %
-3 PP
13 %
6 %
8 %
Central Europe
1,066
1,607
-33.7 %
1,823
Central Europe
2 %
4 %
-1 PP
4 %
* The values include the ﬁgures from the companies listed in the Overview chapter (reporting limits and data collection, page 11, ﬁrst paragraph).
1 In 2017 and 2018, employees aged 50 and over were included in the age category employees between 30 and 49 years.

115
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
RBI*
RBI AG
2020
2019
Change over
previous year
2018
2020
2019
Southeastern Europe
1,450
2.253
-35.6 %
1,963
Southeastern Europe
3 %
5 %
-2 PP
4 %
Eastern Europe
3,115
4,299
-27.5 %
4,724
Eastern Europe
7 %
10 %
-2 PP
10 %
Austria
580
631
-8.1 %
654
489
490
Austria
1 %
1 %
0 PP
1 %
15 %
16 %
Fluctuation (former employees)1
Employees total
8,2942
9,316
-11 %
8,214
342
337
Employees total
19 %
21 %
-2 PP
18 %
11 %
11 %
Employees under 30 years of age
2,809
3,567
-21.3 %
3,307
144
135
Employees between 30 and 49 years of age
4,473
4,864
-8.0 %
4,265
139
153
Employees over 49 years of age
1,012
885
14.4 %
642
59
49
Employees under 30 years of age
6 %
8 %
-2 PP
7 %
4 %
4 %
Employees between 30 and 49 years of age
10 %
11 %
-1 PP
9 %
4 %
5 %
Employees over 49 years of age
2 %
2 %
0 PP
1 %
2 %
2 %
Male
2,885
3,070
-6.0 %
2,665
177
202
Female
5,409
6,246
-13.4 %
5,549
165
135
Male
7 %
7 %
0 PP
6 %
5 %
7 %
Female
12 %
14 %
-2 PP
12 %
5 %
4 %
Central Europe
1,474
1,338
10.2 %
1,467
Central Europe
3 %
3 %
0 PP
3 %
Southeastern Europe
1,740
2,451
-29.0 %
1,957
Southeastern Europe
4 %
5 %
-1 PP
4 %
Eastern Europe
4,519
5,077
-11.0 %
4,429
Eastern Europe
10 %
11 %
-1 PP
10 %
Austria
561
450
24.7 %
361
342
337
Austria
1 %
1 %
0 PP
1 %
11 %
11 %
Average number of training hours for employees, by position
Employees total
28
55
-49 %
52
26
33
Male
27
51
-47 %
46
27
33
Female
28
57
-51 %
54
24
33
B-1 (second level of management)
34
72
-53 %
79
19
36
B-2 (third level of management)
33
77
-57 %
62
40
54
Other executives
29
52
-44 %
53
37
33
Other employees
27
54
-50 %
51
25
32
Share of employees with Performance Management
Employees total
82 %
81 %
1 PP
73 %
88 %
89 %
Male
86 %
86 %
0 PP
77 %
90 %
90 %
Female
79 %
78 %
1 PP
72 %
86 %
86 %
B-1 (second level of management)
100 %
99 %
1 PP
99 %
100 %
100 %
B-2 (third level of management)
100 %
99 %
1 PP
100 %
100 %
100 %
Other executives
96 %
98 %
-2 PP
83 %
100 %
100 %
Other employees
79 %
79 %
0 PP
71 %
87 %
87 %
Diversity
Share of women
Board
14 %
14 %
0 PP
14 %
0 %
0 %
B-1 (second level of management)
37 %
35 %
2 PP
35 %
19 %
20 %
B-2 (third level of management)
47 %
46 %
1 PP
46 %
24 %
24 %
Other managers
63 %
63 %
0 PP
63 %
29 %
31 %
Manager total
55 %
55 %
0 PP
55 %
25 %
26 %
Employees total
65 %
66 %
-1 PP
66 %
46 %
47 %
Employees with foreign citizenship
Board
32 %
32 %
0 PP
33 %
33 %
29 %
B-1 (second level of management)
5 %
5 %
0 PP
4 %
19 %
20 %
B-2 (third level of management)
3 %
3 %
0 PP
2 %
22 %
25 %
Other managers
1 %
1 %
0 PP
1 %
14 %
15 %
Other employees
3 %
3 %
0 PP
3 %
36 %
34 %
Age groups1
Board
Board under 30 years of age
0 %
0 %
0 PP
0 %
0 %
0 %
Board between 30 and 49 years of age
53 %
58 %
-5 PP
61 %
50 %
43 %
Board over 49 years of age
47 %
42 %
5 PP
39 %
50 %
57 %
B-1(second level of management)
Employees under 30 years of age
0 %
0 %
0 PP
0 %
0 %
0 %
Employees between 30 and 49 years of age
74 %
77 %
-3 PP
81 %
50 %
49 %
Employees over 49 years of age
26 %
23 %
3 PP
19 %
50 %
51 %
B-2 (third level of management)
Employees under 30 years of age
2 %
1 %
-1 PP
2 %
1 %
0 %
Employees between 30 and 49 years of age
80 %
81 %
-1 PP
83 %
70 %
73 %
Employees over 49 years of age
18 %
17 %
1 PP
15 %
30 %
27 %
Other managers
Employees under 30 years of age
4 %
4 %
0 PP
4 %
0 %
1 %
Employees between 30 and 49 years of age
76 %
76 %
0 PP
79 %
83 %
81 %
Employees over 49 years of age
20 %
20 %
0 PP
17 %
17 %
18 %
Other employees
Employees under 30 years of age
26 %
27 %
-1 PP
28 %
23 %
22 %
Employees between 30 and 49 years of age
62 %
61 %
1 PP
62 %
61 %
62 %
Employees over 49 years of age
12 %
12 %
0 PP
10 %
16 %
16 %
* The values include the ﬁgures from the companies listed in the Overview chapter (reporting limits and data collection, page 11, ﬁrst paragraph).
1 In 2018, employees aged 50 and over were included in the age category employees between 30 and 49 years.
2 2.7 per cent of these layoffs due to COVID-19.

116
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
R
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: 
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%
 
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2
0
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© shutterstock: elenabsl, 360 Production; AdobeStock
Field of action Fair partner – Inhouse ecology:
for a climate-friendly future

117
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Interesting facts at a glance
CO2e emissions of RBI result in per cent from
Water
Energy
Business travel
Material
Waste
Parcel service and transport of goods
76.6 %
11.7 %
6.9 %
4.4 %
0.4 %
0.0 %
Scope 1  n   7 %
Scope 2  nn    54 %
Scope 3  nn    39 %
Environmental 
goals of RBI
by 2030*
Ongoing communication of 
the environmental goals and 
transparent presentation of 
goal attainment
20 % reduction 
in air travel 
Reduction of energy related 
emissions by 35 %
100 % green electricity 
in Austria
100 % of the new 
employees trained in 
environmental issues
Share of 35 % green 
electricity in CEE
Published environmental and 
sustainability requirements 
for suppliers
Reduction of paper, 
waste, water and business 
travel related emissions 
by 25 %
Training in environmental 
issues offered to all 
employees
CO2 avoidance 
before offsetting
 Doubling of the vehicles 
powered by alternative 
energy sources in the 
company ﬂeet 
* The base year is 2011, the ﬁrst year in which inhouse related data were recorded for the entire group
Reductions 2020 to the previous year 2019
44,800,000 liter water
186,010,627 sheets of paper
21,885,475 kWh energy
20,433,044 driven pkm
1,531,863 kg waste
12,489,050 kg CO2 
This corresponds to the CO2 emissions that are emitted of around 
2,100 four-person households through their annual electricity 
consumption.
Source: https://www.epa.gov/en energy/greenhouse-gas-equivalencies-calculator 
Target path CO2 reduction of RBI
Base year 2011
134,638 t CO2e
CO2
Target value 2030
80,783 t CO2e
CO2
40 % CO2 reduction
Target value 2050
47,123 t CO2e
CO2
65 % CO2 reduction
36 % CO2 reduction
CO2
86,019 t CO2e
2020
Measures for 
reaching RBI‘s 
environmental 
goals*
Cooling: a difference between 
the inside and outside 
temperature of more than 6°C 
is not recommended
Switch off the lights 
when there is sufﬁcient 
daylight
The Muthgasse site is 
a class A nearly 
zero-energy building 
100 % green electricity 
purchase in Austria
ISO 14001 environmental 
management system
Not every trip 
is necessary
Photovoltaic system at 
Am Stadtpark 9 site
Heating: every degree 
of room temperature 
saves about 6 % energy
Do not leave the water 
running for longer than 
necessary
Use cleansers and 
soaps sparingly
Shut down your computer 
when you are done 
working
 Use public transport for 
business trips if possible 
Separate recyclable materials 
from waste and place them in 
the corresponding containers
Minimise printing 
and copying
Measures at RBI
Employee contributions
* The base year is 2011, the ﬁrst year in which inhouse related data were recorded for the entire group

118
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Fair partner –
Inhouse ecology
The management of climate risks – not just in inhouse ecology – is an increasingly important task for the economy. It was 
not without reason that the World Economic Forum classiﬁed climate change among the ﬁve greatest risks in the 2021 
Global Risks Report. Companies that do not set climate protection targets, that do so only to an inadequate extent or 
that do not incorporate any climate-related aspects into their corporate strategy should expect their proﬁtability to suffer 
in the medium to long term. Effective climate protection has therefore become a competitive factor in the capital market.
We view environmental and climate protection as part of our responsibility toward society, and we see ourselves as a fair 
partner to the environment. The direct environmental impacts of our operational activities are limited compared with those 
of production industries. Nevertheless, RBI has the goal of limiting negative environmental impacts at all of its sites. We 
therefore work to continuously improve the main environmental parameters in the most relevant areas. The environmental 
management system in Austria is based on international standards (ISO 14001).
In general, energy efﬁciency, renewable energy, environmentally friendly mobility and sustainable purchasing are 
particularly important in corporate environmental protection. In terms of its carbon footprint, energy consumption/
building management and mobility are the most important areas of action for RBI. These are also crucial with regard to 
achieving the climate targets (see page 122).
Impacts, risks and opportunities
As the changes in the world’s climate have far-reaching consequences which stretch beyond national borders, there is 
no regional limitation of effects in this regard. Although the impact of greenhouse gas emissions on the environment is 
entirely negative, the use of renewable energy and the promotion of energy efﬁciency can lead to improvements in the 
situation. This also has a positive effect on society, for example by creating or promoting sustainable business areas.
The risks of operational activities are closely related to the environmental concerns set out in the Austrian Sustainability and 
Diversity Improvement Act (NaDiVeG). The biggest risk to the economy, society and the environment is the unwillingness of 
companies to counter climate change. This leads to increased global warming with the known negative impacts. As part of 
its efforts to help reduce its operating CO2 emissions, RBI deﬁned environmental targets for the entire group for the ﬁrst time 
in 2015. 2011 was deﬁned as the base year, as this was the ﬁrst year in which all key ﬁgures were recorded for the entire 
group. The assessment of corporate environmental risks includes an evaluation of RBI’s operational activities and their impact 
on the environment. This is performed annually, with the carbon footprint being the most important key indicator. The aim is 
to reduce emissions compared with the previous year.
The external environmental risk is accompanied by physical, regulatory and reputation risks for RBI and its operating 
locations. In the area of physical risks, for example, natural disasters could result in damage to property. These risks are 
minimized by selecting the right locations (adaptation strategy) and ensuring suitable property insurance. In particular, 
these risks can be managed on the cost side by continuously observing the internal and external environment and 
consulting specialists in controlling the respective measures. Risks are classiﬁed as material when they endanger the 
achievement of RBI’s medium-term to long-term climate targets – particularly with regard to energy consumption – or 
when stakeholders perceive them as doing so. The measures taken are currently strongly focused on the area of energy, 
with examples including targeted energy efﬁciency programs and structural alterations to building shells.
Risk management is based on a combined bottom-up and top-down approach in which all employees also play a 
signiﬁcant role in risk minimization in their respective area of work. The Environmental Committee, the Group Sustainability 
Management department at RBI AG, but also Facility Management and the sustainability ofﬁcers at the network banks 
are primarily responsible for implementing and evaluating the achievement of the targets. Accordingly, RBI’s due diligence 
process is diversiﬁed and includes, among other things, compliance with internationally recognized ISO standards, 
building certiﬁcation and environmental labels (see also page 127). In addition, energy audits and management systems 
TCFD

119
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
are used not only in Austria, but also at some network banks (see also page 127). The annual supplier survey is another 
important pillar of this process, with the infringement of environmental regulations being a particularly relevant element 
(see also page 125). Finally, the Environmental Committee (see also page 123) is an important advisory body with 
responsibility for passing on new ﬁndings with regard to greenhouse gas emissions and the environmental impact of the 
key impact categories from RBI AG to the network banks. Employees are trained on the key action areas and information 
is available on the intranet at all times. The main objective of all the measures taken is to reduce the CO2 key ﬁgures.
RBI is making a positive contribution to society with concrete steps relating to environmental management. We are 
contributing to meeting the goals of the UN Climate Change Conference in Paris (COP 21) by working to reduce 
greenhouse gas emissions, and promoting the renewable energy sector of the economy. Consistent costcutting in 
particular offers an opportunity for RBI in the area of inhouse ecology. Because business travel and energy consumption 
are among the largest generators of emissions in inhouse ecology, measures to reduce these factors bring the greatest 
cost savings in the course of operations. Furthermore, reputation risks are minimized, new collaborations in research and 
development are fostered, and resilience in the face of the consequences of climate change is increased. Risks in the 
added value chain, for example due to delivery delays, are reduced by purchasing regional products. This risk is minimized 
with a regional procurement share of around 83 per cent at RBI. The impact of core business on the environment is 
described in the ”Responsible Banker“ chapter on page 55.
Compliance with legal regulations
Compliance with legal regulations is subject to a stringent procedure that is deﬁned in the management system. In 2020, 
there were no ﬁnes for non-compliance with environmental laws at the Vienna sites. There was one ﬁne at the network 
banks due to waste information not being submitted within the statutory 30-day period. The penalty was less than € 100.
TCFD
Overview of measures
Austria
CE
SEE
EE
Topic
Measure
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Compliance
No ﬁnes for 
non-compliance with 
environmental laws
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.

120
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Environmental targets
With reference to the UN Climate Change Conference in Paris (COP 21), RBI has set itself the target of reducing its 
CO2 emissions by 35 per cent by 2025, 40 per cent by 2030 and 65 per cent by 2050 (Scope 1+2 and separately 
for Scope 3). As well as an annual reduction in CO2 of at least 2.5 per cent, this will be achieved by means of improved 
energy efﬁciency (30 per cent energy saving by 2050), a proportion of green energy of 60 per cent (100 per cent is 
currently not currently possible due to the shortage of available renewable energy in the Eastern Europe region), a 
reduction in business travel (hardly any air travel by 2050) and information measures for employees, who are key players 
when it comes to achieving the environmental targets.
Since 2011, CO2 emissions have already been reduced by 35 per cent in Scope 1 and Scope 2 and by 
38 per cent in Scope 3. Overall (Scope 1-3), emissions have fallen by 36 per cent since 2011. This means 
RBI is well on the way to achieving the deﬁned reduction targets by 2030. COVID-19 meant that 2020 
was an extraordinary year. With more people working from home, consumption at the ofﬁce locations decreased 
signiﬁcantly. Consumption levels, and hence the CO2 reductions, are expected to increase next year. 
At 38 per cent, RBI’s proportion of green electricity is above the EU target, which stipulates that the proportion of 
renewable energy should increase to 27 per cent by 2030.
The central tool for the implementation and further development of the environmental targets is the environmental 
management system in Austria, which is operated in accordance with the requirements of ISO 14001 (certiﬁed since 
1998). In addition, greenhouse gases have been validated for RBI AG in accordance with ISO 14064-3 since 2013.
The Environmental Committee, Group Sustainability Management, Facility Management and Sustainability Ofﬁcers at the 
network banks are primarily responsible for implementing the environmental targets and evaluating the degree of target 
attainment. 
The following distribution of the Scope 1-3 emissions shows that CO2 emissions have been successfully reduced across 
all three scopes since 2011. On account of its size, RBI AG has a considerably lower carbon footprint than the group as 
a whole. It has also purchased exclusively green electricity since 2011 and continuously implements energy-saving 
measures. As such, there is limited capacity for a further reduction in emissions. The biggest action area at RBI AG is 
business travel, while the biggest action area for the group as a whole is energy.
Find more at: 
www.rbin-
ternational.
com/sustain-
abilityma-
nagement
Target path CO2 reduction of RBI
Base year 2011
134,638 t CO2e
CO2
Target value 2030
80,783 t CO2e
CO2
40 % CO2 reduction
Target value 2050
47,123 t CO2e
CO2
65 % CO2 reduction
36 % CO2 reduction
CO2
86,019 t CO2e
2020
Find more at:
 www.rbin-
ternational.
com/sustain-
abilityma-
nagement

121
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Overview of greenhouse gas emissions
The data is collected for RBI, which consists of the network banks in CEE, RBI AG and the Austrian subsidiaries (see 
page 11). The following graphic shows the environmentally relevant areas of RBI and their impact on CO2 emissions1.
The graphic shows that the biggest items of CO2e emissions at RBI (total of 86,019 tons (t) locationbased, down 13 per cent 
compared with the previous year and 36 per cent compared with 2011) relate to energy consumption and business travel. 
Particularly relevant is the division of the emissions into three ”Scopes“, which deﬁne the classiﬁcation of the CO2 emissions 
according to the Greenhouse Gas Protocol:
•฀฀Scope฀1฀comprises฀all฀greenhouse฀gas฀emissions฀produced฀directly฀in฀the฀company,฀e.g.฀from฀the฀combustion฀of฀ 
stationary sources (such as power plants, boilers), from the combustion of mobile sources (such as from the company’s 
own ﬂeet), from the production processes and from transient emissions.
•฀฀Scope฀2฀comprises฀indirect฀emissions฀that฀arise฀from฀the฀company฀being฀supplied฀with฀energy,฀i.e.฀when฀an฀energy฀
supplier provides a company with power or heat.
•฀฀Scope฀3฀comprises฀all฀other฀emissions฀caused฀within฀the฀limits฀of฀the฀system,฀e.g.฀by฀business฀travel,฀office฀supplies฀ 
(including paper) and waste. However, the use of energy also causes Scope 3 emissions due to transmission losses, 
for example.
Scope 1-3 emissions of RBI* in t CO2e in 2011, 2019 and 2020
140,000 
120,000 
100,000 
80,000 
60,000
40,000
20,000
0
n  Scope 1 emissions        n  Scope 2 emissions location based        n  Scope 3 emissions
4,735
98,508
2020
RBI*
RBI AG
2019
RBI*
RBI AG
2011
RBI*
RBI AG
134,638
3,723
3,695
86,019
* The values consist of the ﬁgures for the companies listed in the chapter Overview (Report scope and data collection).
1  CO2e is the conversion of the hazard potential of the relevant climate-inﬂuencing gases into an equivalent amount of CO2.

122
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Most of the emissions, 54 per cent, can be found in Scope 2 (mainly caused by electricity consumption), followed by 
Scope 3 with 39 per cent (here, too, electricity consumption occupies ﬁrst place). At seven per cent, Scope 1 is in third 
place. These emissions are caused by business travel (with the company’s own vehicle ﬂeet) in addition to the purchase 
of electricity from third parties. Detailed information can be found in the “CO2e emissions” section.
Scope 1  n   7 %
Scope 2  nn    54 %
Scope 3  nn    39 %
Energy
Energy consumption makes up about 77 per cent of emissions 
with 65,896 t CO2e (minus seven per cent on the previous year or 
minus 31 per cent on 2011) and is the biggest cause of our emissions. 
Most of this is evident in Scope 2, but partly also in Scopes 1 and 3. 
RBI’s share of green electricity is about 38 per cent.
CO2e emissions
The total CO2e of RBI in 2020 was 86,019 t location 
based or 90,355 t market based (minus 13 per cent on the 
previous year or minus 36 per cent on 2011).The biggest 
key performance indicators of our CO2e emissions are 
energy consumption and business travel. Furthermore, most 
of the emissions (54 per cent) fall in Scope 2 (caused by 
power consumption), followed by Scope 3 with 39 per cent 
(mostly caused by power consumption, partly by air travel). 
In third place is Scope 1 with seven per cent, mostly 
caused by business travel with own cars.
Water
The share of water consumption in our emissions is negligible at 110 kg 
CO2e and nearly zero per cent (minus 12 per cent on the previous year or 
minus 34 per cent on 2011). The CO2e emissions are solely in Scope 3.
Waste
With 3,809 t CO2e, waste is negligible and 
makes up about four per cent of emissions 
(minus 23 per cent on the previous year or 
minus 36 per cent on 2011). 
The effects are evident only in Scope 3.
Material
Material consumption (especially paper consumption) makes up 
about seven per cent of emissions with 5,913 t CO2e (minus 24 on 
the previous year or minus 50 per cent on 2011). 
The effects are evident only in Scope 3.
              
Business travel
Business travel makes up about 
12 per cent of emissions with 10,025 t CO2e 
(minus 28 per cent on the previous year or minus 
47 per cent on 2011), while parcel service and 
transport of goods accounts for less than one 
per cent with 376 t CO2e according to recent 
surveys. Transport is therefore the secondbiggest 
cause of our emissions. This has an effect on both 
Scope 1 and Scope 3.
CO2e emission of RBI in 2020
CO2e emissions of RBI result from
0.0 %
Energy
Business travel
Material
Waste
Parcel service and transport of goods
Water
76.6 %
11.7 %
6.9 %
4.4 %
0.4 %
Find more at: 
www.rbin-
ternational.
com/sustain-
abilityma-
nagement

123
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
CDP
Since 2011, RBI has participated in the annual evaluation by CDP, a non-proﬁt 
organization that evaluates the CO2 emissions of listed companies in more than 90 
countries on behalf of investors. The aim is to encourage transparency on the part of 
companies with regard to their targets and strategies, thereby resulting in a reduction 
in CO2 emissions.
In 2020, more than 9,600 companies reported their CO2 data to CDP. Only 776 companies worldwide
and 59 companies from the Germany, Austria and Switzerland region secured a place on the CDP
Leadership List (A and A-) in 2020. RBI is one of the ﬁve best companies in Austria to be included in this
ranking. In addition, RBI is the best domestic ﬁnancial sector company for the sixth year in a row. RBI was recognized 
by CDP for the eight successive year for its high standard in answering the questionnaire. RBI was also identiﬁed as 
a leader for its cooperation with suppliers in the area of climate protection and included in the CDP Supplier 
Engagement Leaderboard for the second time (see also page 43).
Environment committee
In accordance with their responsibility for environmental measures, the Management 
Boards of RBI AG appointed an Environmental Ofﬁcer and an Environmental Committee 
in 1994. The Environmental Committee is the advisory and decision-making committee. 
Permanent members are the Environmental Ofﬁcer of RBI AG as well as representatives 
of Group Sustainability Management and of the Staff Council. Depending on the topics 
being addressed, other representatives of the departments, such as IT, Marketing or 
Procurement, are involved in the meetings. The Environmental Ofﬁcer convenes the 
Environmental Committee at least twice a year. Tasks of the Environmental Committee 
include developing decision-making principles for the Management Board regarding 
ecological strategies, planning and initiatives, as well as conducting periodic present-
state assessments and weak point analyses.
Deﬁning awareness-raising measures is a key task. These measures are forwarded to the Sustainability Ofﬁcers and made 
available to employees via the intranet.
TCFD
Find more at: 
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ternational.
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abilityma-
nagement
TCFD

124
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Environmental policy
RBI has had an environmental policy since 2015. As a sustainably operating banking group, the traditional Raiffeisen 
values were the central point of reference for its design. The contents of the environmental policy are included in the 
sustainability guiding principles of RBI in the areas of product ecology, inhouse ecology and climate-friendly society, as 
published on the website at www.rbinternational.com/sustainabilitymanagement. With respect to the area of inhouse 
ecology, for example, the guiding principles state that RBI is committed to continuously improving its services for the 
environment in excess of the regulatory requirements, where possible and reasonable.
Travel policy
RBI’s travel policy contains rules for traveling to events and conferences, and deﬁnes framework conditions for business 
trips in Austria and abroad. The travel policy was revised in accordance with environmental factors in October 2013. 
The choice of means of transport must take into account economic and environmental considerations. This applies to the 
Austrian units including the subsidiaries, and also provides a framework for the network banks. To save costs and protect 
the environment, business trips should be replaced by available technologies, such as web and video conferences, 
where possible. The mode of transport to be used should result in the lowest costs, taking travel time into consideration. 
Furthermore, environmentally friendly means of transport (e.g. public transportation) are preferred.
Environmental 
goals of RBI
by 2030*
Ongoing communication of 
the environmental goals and 
transparent presentation of 
goal attainment
20 % reduction 
in air travel 
Reduction of energy related 
emissions by 35 %
100 % green electricity 
in Austria
100 % of the new 
employees trained in 
environmental issues
Share of 35 % green 
electricity in CEE
Published environmental and 
sustainability requirements 
for suppliers
Reduction of paper, 
waste, water and business 
travel related emissions 
by 25 %
Training in environmental 
issues offered to all 
employees
CO2 avoidance 
before offsetting
 Doubling of the vehicles 
powered by alternative 
energy sources in the 
company ﬂeet 
* The base year is 2011, the ﬁrst year in which inhouse related data were recorded for the entire group
Measures for 
reaching RBI‘s 
environmental 
goals*
Cooling: a difference between 
the inside and outside 
temperature of more than 6°C 
is not recommended
Switch off the lights 
when there is sufﬁcient 
daylight
The Muthgasse site is 
a class A nearly 
zero-energy building 
100 % green electricity 
purchase in Austria
ISO 14001 environmental 
management system
Not every trip 
is necessary
Photovoltaic system at 
Am Stadtpark 9 site
Heating: every degree 
of room temperature 
saves about 6 % energy
Do not leave the water 
running for longer than 
necessary
Use cleansers and 
soaps sparingly
Shut down your computer 
when you are done 
working
 Use public transport for 
business trips if possible 
Separate recyclable materials 
from waste and place them in 
the corresponding containers
Minimise printing 
and copying
Measures at RBI
Employee contributions
* The base year is 2011, the ﬁrst year in which inhouse related data were recorded for the entire group
TCFD

125
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Purchasing
RBI AG has around 2,000 suppliers which mainly provide services to the Head Ofﬁce in Vienna and to RBI. The biggest 
expenses are in the areas of IT, facility management, consulting, and marketing. Suppliers are selected and classiﬁed 
according to selected criteria, with sustainability criteria being included in this process through aspects such as regionality.
All of RBI’s suppliers must observe the RBI Code of Conduct (CoC) and its principles, which include compliance 
with laws, a ban on corruption and fraud, upholding employees’ basic rights, and environmental regulations. 
Since 2020, RBI AG has been working on a CoC for the entire group that is specially developed for suppliers. 
This will be ﬁnalized in 2021 and gradually rolled out.
Purchasing฀for฀RBI฀is฀partly฀carried฀out฀via฀RBI฀AG฀or฀for฀subsidiaries฀via฀ZHS฀Office-฀&฀Facilitymanagement฀GmbH฀
(ZHS).฀The฀latter฀performs฀the฀following฀tasks฀for฀RBI฀AG:฀Building฀&฀property฀administration,฀building฀management,฀
energy management, space & relocation management, event support, purchasing of ofﬁce supplies, waste management 
and environmental protection. 
Acting฀responsibly฀towards฀the฀environment฀and฀society,฀ZHS฀revised฀the฀requirements฀for฀suppliers฀in฀2013.฀Criteria฀
taken into consideration include quality and costs as well as inquiries about supplier distance, compliance with industry 
standards, agreements and guidelines on the environment and sustainability (e.g. UNGC) and maintenance of certiﬁcations 
(quality, environment, employee protection, such as ISO 9001, ISO 14001, EMAS). Apart from the obligatory annual 
check฀of฀supplier฀criteria,฀key฀environmental฀and฀social฀data฀are฀also฀surveyed฀via฀a฀questionnaire.฀All฀suppliers฀of฀ZHS฀
must meet certain sustainability criteria, which are electronically recorded and analyzed. If these criteria are not met, no 
business relationship is entered into.
A key supplier in Austria is Raiffeisen Informatik GmbH, which has set itself the goal of combining successful economic 
activity with responsibility for the environment and society with a view to futureoriented sustainability management. 
Raiffeisen Informatik aims to shape the use and provision of information technology in an environmentally friendly and 
resource-efﬁcient manner across its entire life cycle.
Where purchasing is performed centrally, RBI’s top suppliers are also surveyed annually on topics including environmental 
and/or socially relevant certiﬁcates for the company and/or for products and/or services purchased from RBI, 
proceedings due to the infringement of environmental regulations, and indicators on mobility (km/tkm1).
Find more at: 
www.rbin-
ternational.
com/sustain-
abilityma-
nagement
Overview of measures
Austria
CE
SEE
EE
Topic
Measure
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Supplier
Inquiry of 
environmental and 
social standards 
✓*
✓*
✓*
✓*
✓*
n.a.
✓
✓
✓
✓
✓
✓
*฀Done฀by฀ZHS฀Office-฀&฀Facilitymanagement฀GmbH฀
Please see the list of abbreviations for the complete company designations.
1 basis of the transported mass in tons and the distance covered in kilometers.

126
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
94 per cent of suppliers responded, and a total of 65 top suppliers (based on 80 per cent of our revenues) were surveyed. 
The feedback shows the following results:
•฀฀59฀per฀cent฀of฀suppliers฀have฀environmental฀certificates฀(e.g.฀EMAS฀or฀ISO฀14001)฀and฀39฀per฀cent฀have฀social฀ 
standards for their company.
•฀฀74฀per฀cent฀of฀suppliers฀publish฀their฀environmental฀and฀social฀data.฀Around฀20฀per฀cent฀of฀suppliers฀have฀this฀data฀ 
audited.
•฀฀48฀per฀cent฀of฀suppliers฀have฀entered฀into฀a฀commitment฀with฀respect฀to฀sustainable฀aspects฀(e.g.฀UNGC,฀Diversity฀
Charter).
•฀฀No฀suppliers฀are฀in฀proceedings฀due฀to฀the฀infringement฀of฀environmental฀regulations.฀
RBI sees the survey as an important step towards raising more awareness among our suppliers and will continue with it.

127
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Environmental measures
The central measures in the environmental areas of greatest importance for RBI are presented in brief in the overview below.
Overview of measures
Austria
CE
SEE
EE
Topic
Measure
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Environmental 
certiﬁcates
ISO 14001
✓*
✓*
✓*
✓*
✓*
✓
ISO 50001
✓
Energy audit
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Energy 
savings
and effciency
LED
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Light sensors
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Evening/weekend 
mode
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Computer/printer 
with energy labels
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Adaptions in 
heating/cooling
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Other measures
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Renewable 
energy
PV/geothermal 
energy in/on the 
building
✓
✓
✓
Green electricity in the 
power mix
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Business 
travel & 
commuting
Support of public 
transportation
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Web and video 
conferencing
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Bicycle parking 
spaces
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Fleet
Fleet cars with low 
CO2 emissions
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
E-cars, hybrid vehicles
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Material 
consumption
Measures for 
reducing consumption
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Paper with an 
environmental label
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Waste
Waste seperation
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓**
✓
✓
✓
✓
✓
✓
✓***
✓
Waste management 
system
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Increase of recycling 
waste
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Water
Measures for 
reducing consumption
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Employee 
information
E.g. in the form 
of trainings and
via intranet
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations.
* ISO 14001 Facility Management 
** Only paper
*** Waste outsourced

128
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Greenhouse gas emissions in detail
As in the previous year, quantitative data relating to inhouse ecology was collected using the “mona“ software. Since the 
2019 ﬁnancial year, the environmental ﬁgures have included the data for the head ofﬁces as well as the branches in 
CEE, thus covering more than 90 per cent of all employees. The data for the branches has been extrapolated backwards 
for 2018 and 2011. The calculation was based on the Scope 1-3 changes in the respective regions and the changes in 
the employees in the respective countries. The base year 2011 was also recalculated on the basis of the current group 
structure.
To enable optimal support for corporate environmental management, the measures taken and the consumption data
are regularly analyzed using appropriate company-speciﬁc key ﬁgures. One important way of achieving the environmental 
targets is to reduce consumption before emissions occur. Energy efﬁciency plays an important role in achieving this.
A broad-based approach is taken to management activities with a controlling inﬂuence. One notable example is the RBI 
Sustainability Council, chaired by CEO Johann Strobl, in which internal and external experts from various relevant areas 
regularly discuss environmental data and measures. The Sustainability Council is charged with supporting the development 
and improvement of sustainability at RBI in an advisory capacity. The head of RBI Group Sustainability Management 
informs the Management Board about the results of the annual development of sustainable data (including environmental 
ﬁgures) at least once a year.
Average CO2e emissions (calculated using the emission factor ecoinvent v3.4) for 2020 amounted to 86,019 tons 
(location-based), a reduction of 36 per cent compared with 2011 (the ﬁrst reporting date). Of this ﬁgure 6,211 tons of 
CO2e (seven per cent) was allocated to Scope 1, 46,427 tons (54 per cent) to Scope 2 (location-based) and 33,371 
tons to Scope 3 (39 per cent). The greatest reduction compared with 2011 was achieved in Scope 2 (minus 66 per 
cent). In Scope 3, emissions have fallen by 62 per cent since 2011, while Scope 1 has seen a reduction of 60 per cent. 
Emissions were reduced by 13 per cent compared with the previous year.
COVID-19 meant that 2020 was an extraordinary year. Many people began working from home, leading 
to reduced consumption at the ofﬁce locations. We assume that the high CO2 reduction in 2020 was 
a one-off event and expect to see an increase next year. The following table illustrates the impact of 
the savings. The reductions in the areas of water, paper, energy, business travel and waste meant that 12,489,050 kg 
of CO2e was saved compared with the previous year. This corresponds to the CO2 emissions caused by the annual 
electricity consumption of around 2,100 four-person households. CO2e savings of 48,619,370 kg have been achieved 
since 2011. This corresponds to the CO2 emissions caused by the annual electricity consumption of around 8,200 
four-person households.
TCFD
Find more at: 
www.rbin-
ternational.
com/sustain-
abilityma-
nagement
Reductions 2020 to the previous year 2019
Reductions 2020 to the base year 2011
44,800,000 liter water
177, 900,000 liter water
186,010,627 sheets of paper
724,746,993 sheets of paper
21,885,475 kWh energy
52,262,748 kWh energy
20,433,044 driven pkm
35,665,698 driven pkm
1,531,863 kg waste
3,329,334 kg waste
12,489,050 kg CO2 
This corresponds to the CO2 emissions that are emitted of around 2,100 
four-person households* through their annual electricity consumption.
48,619,370 kg CO2 
This corresponds to the CO2 emissions that are emitted of around 8,200 
four-person households* through their annual electricity consumption.
* Source: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator

129
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Data quality is collected on the basis of three grades: The best data quality is 1 (exact), followed by 2 (calculated). 
Most of the corporate environmental protection data is exact or calculated. Only the areas of materials and water are 
classiﬁed in the lower category 3 (estimated) in terms of their data quality. RBI is endeavoring to improve data quality in 
both of these areas.
The following section contains a brief illustration of the CO2e emissions of the corporate environmental protection 
indicators as well as further details:
At 65,896 t CO2e, energy consumption accounts for around 77 per cent of emissions 
(down seven per cent compared with the previous year and 31 per cent compared with 
2011) and is the biggest source of emissions for RBI. Electricity consumption accounts for 
90 per cent of this ﬁgure, while heating demand accounts for approximately ten per cent. 
The emissions arise in Scope 2 in particular, but also in Scope 1 and 3.
RBI’s total energy consumption was around 195 GWh in 2020 (down ten per cent compared with the previous year). 
Around 127 GWh was required for electricity and around 68 GWh for heating. The average energy consumption per 
employee per year is 4,480 kWh.
RBI’s proportion of green energy is 38 per cent.
Mobility generates 10,025 t of CO2e, which corresponds to around twelve per cent of 
emissions (28 per cent less than in the previous year and 47 per cent less than in 2011). 
Travel is thus RBI’s second biggest source of emissions. It arises in both Scope 1 and 
Scope 3.
Business travel at RBI amounted to around 44 million pkm in 2020 (passenger kilometers; pkm are calculated on the 
basis of the number of persons carried and the distance covered). The average per employee per year is 1,002 pkm.
Comparing the means of transport (in terms of pkm), business travel by car accounts for the largest proportion at 51 per 
cent, followed by air travel at 43 per cent, and travel by train at around six per cent. RBI’s vehicle ﬂeet causes an average of 
118 g of CO2 emissions per km.
At 5,913 t CO2e, material consumption accounts for around seven per cent of emissions 
(down 24 per cent on the previous year and 50 per cent compared with 2011), making it 
the third biggest source of emissions. The impacts are felt solely in Scope 3. The proportion
of recycled materials in paper purchasing is 69 per cent.
In total, RBI used around 1,628 tons of paper in 2020. Paper consumption per employee amounted to 7,502 sheets 
per year.
At 3,809 t CO2e (down 23 per cent on the previous year and 36 per cent compared with 
2011), waste is also negligible and accounts for just under ﬁve per cent of emissions. The 
impacts are felt solely in Scope 3.
The quantity of waste produced at RBI amounts to around 6,377 tons per year or 147 kg per employee and consists of 
96 per cent non-hazardous waste. Around 63 per cent of waste is brought to landﬁll sites, approximately 18 per cent is 
incinerated and around 15 per cent is recycled. Electrical devices account for almost four per cent.
Waste disposal is performed by external companies. Compliance with legal and contractual requirements is ensured by 
concluding corresponding agreements. Some of the network banks require on-site visits and the documentation of waste 
disposal in the form of photographs. Subcontractors must present the certiﬁcates and permits that qualify them for this 
task. In addition, contractual partners in most countries are required by law to protect the environment and handle waste 
with due care.
TCFD

130
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Waste levels are collected using calculations as well as by reference to the capacity of the waste containers. Waste 
reduction measures range from regularly informing employees and purchasing recyclable goods (e.g. replacing plastic 
plates at the canteens) and longer-lived items (e.g. LED lights) through to providing bins for waste separation. Some 
network banks are already seeing a reduction in waste. Unfortunately, the infrastructure at some network banks is still not 
sufﬁciently advanced. Precise waste data is only available for smaller locations in some cases and for large ofﬁce 
buildings in others.
Parcel delivery and the transport of goods accounts for less than one per cent of emissions 
at 376 t CO2e (a comparison with 2011 is not possible because this indicator was not 
recorded for the entire group in 2011). The km/tkm values reported in the supplier survey 
were collected internally but not included due to insufﬁcient veriﬁability. The impacts of the
emissions are felt primarily in Scope 3.
Parcel delivery and the transport of goods at RBI amounts to around 224,370 tkm.
Water use (exclusively fresh water from the municipal pipe network) takes last place at 
110 kg, thereby causing almost zero per cent of all emissions. Total water consumption in 
2020 amounted to 344 million liters, or 7,914 liters per employee per year. The consumption 
data was collected via water meters. The water consumed did not have a signiﬁcant 
negative impact on water sources. None of the ofﬁce locations is in a country where water is scarce, and all of the ofﬁce 
locations have access to water. The primary objective of water management is to reduce water consumption in order 
to minimize the physical risk that the municipal water supply could be insufﬁcient for the locations to operate in the event 
of low rainfall. The water reduction targets are implemented through employee information and technical controls, such as 
sensors in sanitary installations to regulate water consumption. The watering of plants in outdoor areas is kept to a minimum.

131
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Overview of key performance indicators
The inhouse ecology key ﬁgures of RBI and RBI AG are shown in the following table. Since the 2019 ﬁnancial year, the 
environmental ﬁgures have included the data for the head ofﬁces as well as the branches of the network banks, thus 
covering more than 90 per cent of all employees. The data for the branches has been extrapolated backwards in order 
to improve comparability with the prior-year ﬁgures and the base year. Extrapolation is also performed when a network 
bank enters key ﬁgures for the ﬁrst time that it was not possible to collect in previous years due to insufﬁcient data quality. 
This means the ﬁgures shown are not comparable with last year’s report.
RBI*
RBI AG
2020
2019
Change to 
previous year
Base year 2011
Change from 
2020 to 2011
2020
2019
Material
Non-recycled paper in t
510
841
-39 %
1,745
-71 %
10
19
Recycled-paper in t
1,117
1,715
-35 %
3,498
-68 %
19
35
Total papier in t 
1,628
2,556
-36 %
5,244
-69 %
30
54
Paper consumption in sheets/employee
7,502
10,927
-31 %
17,734
-58 %
1,842
3,542
Energy
Total energy consumption in MWh
194,782
215,866
-10 %
245,265
-21 %
16,146
16,956
Share of renewable electricity 
38 %
38 %
0 PP
31 %
7 PP
100 %
100 %
Total energy consumption in kWh/employee
4,480
4,605
-3 %
4,139
8 %
4,996
5,523
Water
Water consumption in million liters
344
353
-3 %
522
-34 %
29
38
Water consumption in liters/employee 
7,914
8,297
-5 %
8,808
-10 %
9,066
12,313
Waste
Hazardous waste for incineration in t 
0.0
0.0
0 %
0.2
-79 %
0.6
0.0
Hazardous waste for landﬁll in t 
4
4
-9 %
7
-40 %
0.0
0.0
Hazardous waste for recycling in t 
3
19
-85 %
31
-91 %
0.0
0.0
Non-hazardous waste for incineration in t 
1,135
1,300
-13 %
2,016
-44 %
262
249
Non-hazardous waste for landﬁll in t 
4,029
4,934
-18 %
6,020
-33 %
0.0
0.0
Non-hazardous waste for recycling in t 
980
1,355
-28 %
1,303
-25 %
233
379
Old-electronic devices for recycling in t 
221
296
-25 %
329
-33 %
0.6
0.8
Total hazardous waste in t 
7
24
-70 %
38
-81 %
0.4
0.4
Total non-hazardous waste in t 
6,148
7,589
-19 %
9,339
-34 %
495
628
Waste in kg/employee 
147
169
-13 %
164
-10 %
153
205
Business travel
1,000 pkm total 
43,557
63,991
-32 %
79,223
-45 %
6,599
14,260
Business travel in pkm/employee 
1,002
1,365
-27 %
1,337
-25 %
2,042
4,645
CO2 emissions1
Scope 1 emissions in t 
6,221
7,455
-17 %
10,405
-40 %
256
221
Scope 2 emissions location based in t
46,427
49,708
-7 %
70,684
-34 %
1,622
1,361
Scope 2 emissions market based in t
50,764
54,545
-7 %
n.a.
n.a.
3,344
3,166
Scope 3 emissions in t
33,371
41,345
-19 %
53,549
-38 %
1,816
3,153
Scope 1+2 emissions loc. based in t
52,648
57,163
-8 %
81,089
-35 %
1,878
1,582
Scope 1-3 emissions loc. based in t
86,019
98,508
-13 %
134,638
-36 %
3,695
4,735
Scope 1+2 emissions loc. based in kg/employee
1,211
1,220
-1 %
1,368
-12 %
581
515
Scope 1-3 emissions loc. based in kg/employee
1,978
2,102
-6 %
2,272
-13 %
1,143
1,542
Fleet
CO2 emissions of the ﬂeet in g/km
118
122
-4 %
n.a.
n.a.
133
135
Purchasing
Procurement from local suppliers
83 %
85 %
-2 PP
n.a.
n.a.
100 %
100 %
*  Due to a change in data availability in the networkbanks TBSK, RBHU, RBAL, RBBG, RBKO and AVAL, the values were recalculated for the previous years and the base year. The values consist of 
the ﬁgures for the companies listed in the Overview chapter (Report scope and data collection).
 1 CO2 emissions for all years are calculated on the basis of the ecoinvent v3.4 factors.

132
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
hospital
house of art
please
help
school
fin
is
h
Upcoming 
Mega-Events!
Company
Field of action Engaged citizen:
As a designer of a sustainable society and the environment
© shutterstock: 360 Production

133
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
In active dialog with politicians and public administration, 
we advocate sustainable framework conditions. Via selected 
memberships and activities, we become involved in organizations 
that promote sustainable business and the relevant framework 
conditions.
In January 2021 RBI has signed the UN Principles for Responsible 
Banking – a single framework for a sustainable banking industry 
developed through an innovative partnership between banks 
worldwide and United Nations Environment’s Finance Initiative.
Last voluntary commitment undertaken
Interesting facts at a glance
Die RBI deﬁnes its mission with respect to its Sponsorship
and Donations Policy as follows:
•฀RBI฀works฀to฀strengthen฀democracy,฀the฀rule฀of฀law,฀
    and social cohesion and diversity.
•฀RBI฀is฀engaged฀in฀advancing฀international฀exchange฀
    and understanding with a strong focus on the 
    European Union in general and CEE in particular 
    (”bridging“).
•฀RBI฀supports฀the฀pursuit฀of฀excellence฀as฀a฀means฀of฀
    promoting relevant progress in society – be it in civic, 
    economic, academic or cultural life.
•฀RBI฀supports฀initiatives฀that฀address฀social฀causes.
Monetary donations of RBI 2020, by topic
in €
in %
n  (Financial) Education 
719,864
15.73
n  Art and culture
244,715
5.35
n  Other
308,917
6.75
n  Social
1,746,553
38.15
n  Sports and health
1,513,893
33.07
n  Environmental protection
10,906
0.24
n  Science and research
32,711
0.71
33.07 %
15.73 %
5.35 %
6.75 %
0.24 %
38.15 %
0.71 %
Investments in the community in 2020 totaled € 4.6 million. 
The donation focus was on health care and social projects 
due to the pandemic. 
Of the community investments, a signiﬁcant portion 
was used to combat COVID-19.
Key indicator (in €) 
2020
2019
2018
Investments in the 
community 
4,649,000
2,326,329
2,721,646
Amount raised to ﬁght COVID-19 (in €): 
1,578,000
The numerous actions of the Engaged citizen predominantly contributed to the following SDGs in 2020:

134
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Engaged citizen
The mission deﬁned by RBI in 2019, which includes the promise to the public to “act in a socially responsible manner 
and contribute to the long-term wellbeing of people and companies in our markets”, also clearly shows that RBI puts 
people at the heart of all its activities.
It considers itself to be an engaged corporate citizen that actively champions sustainable development in society. RBI’s 
commitment as a corporate citizen goes beyond its core business. It aims to counteract social problems, promote cultural 
life, and protect the environment. Diversity, tolerance, and a strong focus on people are the constants of its efforts to shape 
the sustainable development of society. As deﬁned in its sustainability strategy, RBI’s key areas of action – including in its 
role as a committed corporate citizen – always take economic, social and environmental factors into consideration.
At RBI AG, a policy that applies to all employees governs the procedure for donations, sponsorship and advertising 
requests as well as memberships. Most recently revised at RBI AG for RBI in 2019, this regulation again underlines the 
fact that RBI strives to promote the long-term wellbeing of people and companies in the markets in which it operates. 
RBI’s role is based on the following three pillars:
•฀฀the฀understanding฀to฀act฀in฀harmony฀with฀the฀cooperative฀mission฀of฀its฀owners฀and฀towards฀sustainable฀entrepreneurship,฀
active civil society and an environmentally friendly society;
•฀the฀assertion฀of฀the฀group’s฀own฀set฀of฀principles฀and฀beliefs;
•฀the฀specific฀regional฀requirements฀of฀RBI’s฀subsidiaries.
RBI deﬁnes its mission with respect to its Sponsorship and Donations Policy as follows:
•฀RBI฀works฀to฀strengthen฀democracy,฀the฀rule฀of฀law,฀and฀social฀cohesion฀and฀diversity.
•฀฀RBI฀is฀engaged฀in฀advancing฀international฀exchange฀and฀understanding฀with฀a฀strong฀focus฀on฀the฀European฀Union฀in฀
general and CEE in particular (”bridging“).
•฀฀RBI฀supports฀the฀pursuit฀of฀excellence฀as฀a฀means฀of฀promoting฀relevant฀progress฀in฀society฀–฀be฀it฀in฀civic,฀economic,฀
academic or cultural life.
•฀RBI฀supports฀initiatives฀that฀address฀social฀causes.
Accordingly, RBI actively seizes opportunities to meet the challenges within the European Union. This includes its membership 
of ”European Movement International“ (EMI), the largest pan-European network of pro-European organizations.
Founded more than 70 years ago, EMI continuously advocates in favor of European cooperation and integration based
on the principles of peace, democracy, liberty, solidarity, equality, justice, respect for human rights and the rule of law. 
EMI is present in 30 countries and encompasses 38 international associations.
EMI has created a platform to encourage and facilitate the active participation of citizens and stakeholders from a cross 
section of sectors in the development of European solutions to common challenges. EMI considers itself to be the place 
where civil society, business, trade unions, NGOs, political parties, local authorities and academia come together to craft 
a way forward for the European Union. It develops new ideas to address economic and political challenges. EMI enables 
its members to discuss the bigger issues with organizations representing other parts of society and shape the debate on 
the future of Europe.
While national rules are in place at the network banks, the Code of Conduct (see page 23 onward) forbids any Group 
employee from using charitable contributions as a condition or means of inﬂuencing decisions or public ofﬁcials under 
any circumstances.
In our role as an engaged citizen, we champion issues that are essential to becoming a sustainable society. In this 
context, sustainability is not limited to environmental protection, but rather combines this with economic progress and 
social justice.
As an international banking group, we believe it is important for us to play a part in ensuring that future issues relating to 
a sustainable ﬁnancial economy are discussed openly and deliberated with our stakeholders and the wider public (see 
page 44 onwards).

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Cooperation with the relevant socio-political representatives and stakeholders is extremely important, as new systems 
that also mean a new quality of economic activity can only be created through cooperation.
The RBI Group champions active citizenship and the common good. It supports an open society and considers itself to 
be a promoter of integration, awareness, and openness. Social awareness is a driving force for sustainability. This is why 
RBI seeks to highlight the effects of social action and make the discussion of sustainable solutions public.
One of the current topics is the advance of digitalization. To interpret this as a purely technological advance – the 
provision of new tools to make people’s lives easier – would be overly simplistic. The digital shift is being accompanied 
by broad-based changes in society. From RBI’s perspective, digitization as a societal process can be successful only if 
people are included at every stage. As an example, this has led to the partnership with the “ﬁt4internet” platform, which 
is implementing various projects under the motto “Road to Digital Austria”.
At Raiffeisen, protecting the environment and the climate has been incorporated into the “Raiffeisen Nachhaltigkeits-
Initiative“ (Raiffeisen Sustainability Initiative, RNI) since 2007 (see page 149) and is implemented through a multitude of 
projects and measures. At the network banks, too, environmental protection projects are not only raising awareness, but 
also giving rise to a growing number of opportunities to actively protect the environment – such as by supporting bicycle 
rentals.
Supported projects and initiatives
RBI invested a total of € 4,649,000 in the community in 2020, thereby supporting projects in the communities 
in which it is active as a bank. The projects supported are diverse and have different focal points depending 
on the respective countries. Of this investment amount, € 1.6 m were used to combat the COVID-19 pandemic.
Key indicator (in €) 
2020
2019
2018
Investments in the community
4,649,000
2,326,329
2,721,646
Percentages of monetary donations by the RBI in 2020, by topic1
in €
in %
n  (Financial) Education 
719,864
15.73
n  Art and culture
244,715
5.35
n  Other
308,917
6.75
n  Social
1,746,553
38.15
n  Sports and health
1,513,893
33.07
n  Environmental protection
10,906
0.24
n  Science and research
32,711
0.71
1 Breakdown as recorded in the “mona” monitoring tool
33.07 %
15.73 %
5.35 %
6.75 %
0.24 %
38.15 %
0.71 %

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In addition to the aforementioned donations, RBI supports numerous projects and activities through sponsorship as part 
of its social and cultural commitment. As the projects supported in this way are in a position to make a contribution to 
societal development, they are also included in this report.
To meet its social responsibility, RBI decided years ago not to restrict itself to only a few major aid projects, but instead 
to place factors such as personal commitment and regional societal challenges at the forefront of its decisions. RBI and 
its employees are involved in a wide range of projects and initiatives by providing ﬁnancial support or fostering contacts. 
Every region has unique projects that improve people’s lives at a local level. 
In line with the principle of ‘helping others to help themselves’, RBI provides support in the ﬁelds of education, science 
and research, art and culture, sports, as well as charitable initiatives and environmental activities, often in cooperation 
with various NGOs.
An overview of the measures implemented in the “Engaged citizen“ area by country can be found below:
RBI sees it as particularly positive that many of its employees not only make the projects supported by RBI possible through 
their personal commitment, but also take on social activities in their free time. Due to the pandemic, many corporate 
volunteering projects could not be carried out in 2020.
The examples selected for this chapter are just a small sample of the many initiatives within the Group.
COVID-19
The outbreak of the COVID-19 pandemic in 2020 posed an unprecedented challenge for society and the economy. 
The extraordinary year was dominated by restrictions on many areas of professional, social, cultural, public and private 
life. The COVID-19 health crisis has developed into an economic crisis for many people. In addition, natural disasters 
devastated the health and economic wellbeing of many people in our markets. Despite sustained cost pressure, RBI 
adjusted the qualitative and quantitative focus of its donations at short notice so that it could help to relieve the urgent 
cases of suffering, with social and health projects in particular receiving support.
Our focal points during the pandemic
Healthcare
The importance of protecting your own and other people’s health was illustrated all too clearly in 2020. The events of 
the year also showed that almost no healthcare system was adequately equipped to deal with the pandemic, and 
assistance in dealing with this exceptional situation was ultimately welcome everywhere. Throughout the Raiffeisen Group, 
efforts were made to alleviate the situation with donations totaling € 1.6 m.
Overview of measures
Austria
CE
SEE
EE
Topic
RBI AG
RBSK RKAG RL Valida RCB
Kathrein
TBSK
RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Financial education/ﬁnancial literacy
✓
✓
✓
✓
✓
Other education initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Cultural initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Social initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Corporate volunteering
✓
✓
✓
✓
✓
✓
✓
Sports and health initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Environmental initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Science and research initiatives
✓
✓
✓
✓
✓
Other initiatives
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Please see the list of abbreviations for the complete company designations. 
The data of RBAL also includes Raiffeisen INVEST.

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For example, the Valida pension fund donated to the Red Cross.
Raiffeisenbank a.s. in the Czech Republic continued to provide ﬁnancial support to its long-standing event partners. These 
measures included a ﬁnancial contribution to the creation of websites to inform medical professionals about the latest 
ﬁndings on COVID-19 and current legal provisions.
Raiffeisen฀Bank฀Zrt.฀in฀Hungary฀supported฀the฀blood฀donation฀program฀of฀the฀Hungarian฀banking฀association฀and฀
sponsored the city of Budapest in its purchase of COVID-19 tests for use in schools and healthcare facilities.
Raiffeisen Bank Sh.a. in Albania provided € 40,000 in funding to support the Ministry of Health and Social Protection in 
order to help combat the pandemic situation in the country.
Raiffeisen BANK d.d. Bosna i Hercegovina concentrated its support on projects for children and young people. Together 
with the banking association of Bosnia & Herzegovina, it worked to procure respirators for clinics.
Supporting pregnant women with COVID-19 was an important priority for Raiffeisen Bank Kosovo J.S.C. Accordingly, it 
worked on a campaign to promote healthcare for women and children in the Republic of Kosovo and provided equipment 
and materials to the clinical center in Pristina.
Raiffeisenbank Austria d.d. provided the Croatian Medical Association with masks and gloves. A donation was made to 
the Pali association to fund incubators for premature babies at the earthquake-hit Petrova Hospital.
Private individuals and companies donated to Romanian hospitals that were in need of personal protective equipment for 
doctors and medical staff as well as disinfectant to help combat the virus. Raiffeisen Bank S.A. joined this campaign, donating 
a total of around € 330,000 to 199 hospitals and emergency services in various regions of Romania. It also worked with its 
long-standing partners to combat the spread of the COVID-19 pandemic. It supported the employers’ organization 
Concordia in assisting the ofﬁcial campaign to publicize the safety measures that were put in place. In addition, all of the 
donations originally collected by the members of the Foreign Investors Council for an education project – which Raiffeisen 
Bank S.A. had supported with € 10,000 – were instead directed to the Red Cross. Raiffeisen Bank S.A. also donated 
protective equipment worth around € 21,000 to 15 Romanian care homes. In May 2020, Raiffeisen Bank found a way of 
helping with its Raiffeisen Smart Mobile app: Customers of Raiffeisen Bank S.A. could support three NGOs in their ﬁght 
against COVID-19 (Association for Community Relations, Regina Maria Foundation and SMURD Foundation).
Raiffeisen banka a.d. in Serbia responded immediately to the huge burden that was placed on the country’s healthcare 
system, donating almost € 104,000 in total across the year as a whole.
Priorbank in Belarus also supported a total of 42 medical facilities and hospitals with medical equipment including 
devices and protective material, as well as computers.
To date, AO Raiffeisenbank in Russia has donated around € 118,000 to City Hospital No. 52. Under the motto “Let‘s 
stop coronavirus together!”, employees of AO Raiffeisenbank in Russia collected around € 10,480 to help combat the 
pandemic. With Raiffeisenbank adding around € 60,149 to this amount, a total of around € 70,629 was donated to the 
Rusfond charity, which used it to purchase protective equipment, supplies and medical equipment for nine regional clinics.
For the ﬁrst time since the “Choose to Help” campaign was initiated in 2009 (see also page 139), Raiffeisenbank 
(Bulgaria) EAD modiﬁed the focus of the campaign in response to the pandemic and collected donations solely for 
healthcare purposes – rather than for culture and education, social activities and environmental protection as usual. In 
2020, the personal donations made by employees and the amount contributed by Raiffeisenbank to the established 
charity campaign “Choose to Help” were directed to the medical teams at the Military Medical Academy, Alexandrovska 
Hospital and Pirogov Hospital. The funds were used to purchase special equipment, accessories and disinfectant as 
well as laboratory supplies, including diagnostic tests. The campaign was also supported by external donors, with the 
amount collected ultimately exceeding € 168,000.
In Ukraine, Raiffeisen Bank Aval JSC supported various charity foundations with funding of around € 200,000. “Krona” 
used฀this฀to฀fund฀three฀heart-lung฀machines฀for฀City฀Hospital฀No.฀9฀in฀Kiev฀and฀Chernivtsi฀Regional฀Hospital,฀“Zaporuka”฀
provided the necessary materials for protecting children with cancer, “Caritas Ukraine” provided protective equipment

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and medicine for healthcare facilities as part of the “Red-White-Red” project, and the Ukrainian banking association 
supported the protection of the Kiev city emergency services.
Emergency aid
The Valida pension fund supported an emergency aid fund from the Red Cross to help people in precarious situations as 
a result of the COVID-19 crisis in particular.
With statistics from the National Bank of Slovakia showing that the country’s art scene was hardest hit by the crisis in 
economic terms, Tatra banka a.s. donated € 150,000 to the independent art scene in Bratislava, which encompasses 
more than 50 artists and performance artists.
The pandemic has made a healthy diet and day-to-day hygiene more important than ever. Raiffeisen BANK d.d. Bosna i 
Hercegovina therefore teamed up with World Vision International to help distribute 45 food and hygiene packages to 
extremely vulnerable children and their families in Sarajevo. As most of the families are larger in size, this measure reached 
at least 100 children.
Raiffeisen Bank Kosovo J.S.C. provided employees at family health centers with protective masks. As part of the BoneVET 
initiative, these were printed by young students using 3D printers.
Raiffeisenbank Austria d.d. in Croatia supported associations looking after children and families that were the hardest 
hit฀not฀only฀by฀COVID-19,฀but฀also฀by฀the฀earthquake฀in฀Zagreb.฀Its฀Christmas฀donation฀of฀around฀€ 15,925 was used to 
roof orphanages.
Education
RBI AG switched its corporate volunteering program to virtual volunteering in spring 2020 and has since supported the 
“Station Wien” (Station Vienna) and “Hands on” associations. Station Wien helps children for whom online schooling 
during the current phase of COVID-19 has proved particularly challenging, while Hands on is a mentoring program that 
provides young people also with virtual assistance in ﬁnding a job or an apprenticeship at the moment.
To enable children to participate in online lessons during the COVID-19 pandemic, Raiffeisen BANK d.d. Bosna i 
Hercegovina supplied 25 tablet PCs in cooperation with the Austrian Embassy. The Stepic CEE Charity (see page 140) 
provided children in Bosnia and Herzegovina with 580 school kits as part of the “Horte der Hoffnung” (Day Care 
Centers of Hope) project.
COVID-19 also proved to be a challenge for the Bulgarian project of the Stepic CEE Charity, “Bildung für einen fairen 
Start ins Leben” (Education for a Fair Start to Life). As the children helped by the project were unable to attend the 
project’s four day care centers, the support provided was restructured in the form of distance learning, with tablet PCs 
being provided and digital courses offered.
Raiffeisen Bank Kosovo J.S.C. also modiﬁed its support for schoolchildren. Having donated school bags and supplies 
to more than 500 children in Pristina in 2019 as part of a joint project with the Stepic CEE Charity, it provided more than 
150 tablet PCs in addition to more than 250 school kits for children in Prizren municipality.
Raiffeisen Bank S.A. in Romania helped children without access to distance learning equipment by providing computers 
and tablet PCs.

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Raiffeisen Bank International  I  Sustainability Report 2020
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banker
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Fair partner –
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Engaged
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Sustainability program, 
GRI and TCFD Index
Long-term initiatives
Many of RBI’s cooperations with its partners and its project and association work are geared toward continuity.
This involves a wide range of focal points.
Tatra banka, a.s., in Slovakia formed the Tatra banka Foundation in 2004. 
With its programs and scholarships, the Tatra banka Foundation supports
Slovakian students at foreign universities, brings worldrenowned academic 
experts to Slovakia, and develops and supports education projects and 
evens at a high level. The main objective of the foundation and the projects it 
supports is to advance education for the long term: improving the education 
process at universities, supporting institutions that are dedicated to education
and continuous development, and supporting individuals who achieve 
outstanding results. To this end, the Tatra banka Foundation continuously 
designs additional scholarship programs intended for children in secondary
education, which involve scholarships being granted to exceptional pupils. The foundation helps middle-school pupils to 
participate in follow-up educational events to improve their language skills and supports students who want to deepen 
their knowledge in the area of their university studies. Another important objective and area of activity of the Tatra banka 
Foundation is promoting art and supporting outstanding artists and their works in the form of an art award with an attractive 
prize. The foundation recently decided to expand its activities to include visionary, creative, and experimental design 
projects by young Slovakian designers.
Since 2007, Raiffeisen BANK d.d. Bosna i Hercegovina has invited 
associations and institutions to apply for support for their projects in the form 
of donations or sponsorship once a year. In line with the public invitation 
rules, institutions that support children and people with disabilities are 
welcome to apply. The popularity of this initiative is underlined by the fact 
that around 400 applications are received every year. More than 640 
projects have been supported to date, with 40 projects receiving funding of 
around € 44,000 in 2020 alone.
In 2009, Raiffeisenbank (Bulgaria) EAD developed the “Choose to Help” 
initiative in accordance with the Raiffeisen principle of helping people to 
help each other and has since supported projects in the regions in which it 
operates. By placing appeals for donations to support the poorest people 
in society via the media, the initiative actively engages customers and 
employees alike. In addition to their personal donations, which are boosted 
by Raiffeisenbank, employees actively participate in selecting and administering 
projects. The internet platform Izberi (izberi.rbb.bg) allows users to easily 
ﬁnd information on the individual projects and donate directly to the bank 
account of the respective charitable organizations online.
In 2020, the focus of the donation drive – which is oriented towards the current needs of society – was altered for the ﬁrst 
time since its launch in order to support measures aimed at curbing the spread of COVID-19 (see page 136 onwards). The 
campaign is expected to continue to focus on the consequences of the pandemic in Bulgaria in 2021.
In 2020, the “Choose to Help” campaign initiated by Raiffeisenbank (Bulgaria) EAD was presented with 
the “Investor in Society in 2019” award by the Bulgarian Business Leaders Forum – one of the most 
high-proﬁle CSR organizations in Bulgaria – at the 17th Responsible Business Awards. It also received the 
“Best Donation Campaign in 2019” award from the Bulgarian Donors Forum.
© Tatra banka
© Club Novi Grad
© RBBG
Find more at: 
www.izberi.
rbb.bg

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In addition to its ﬁnancial education programs, Raiffeisen Bank S.A. in Romania 
organized the “Raiffeisen Communities” online contest for the tenth time in 
2020. Non-governmental organizations, public schools and educational 
institutions are invited to apply for scholarships. All in all, eleven donations 
endowed with a total of € 100,000 were awarded to eleven education 
projects. The aim of this project is to improve the level of education, and 
hence the quality of life, of people living in Romania.
148 educational projects were submitted in 2020, of which 117 were 
eligible and 11 received scholarships – including a sustainability course for 
secondary schools in Cluj and a vocational workshop for teenagers living with disabilities in Târgu Jiu.
Stepic CEE Charity – powered by Raiffeisen Bank International
Founded in 2006 by former RBI CEO Herbert Stepic, the Stepic CEE 
Charity supports children, young people and women in Central and 
Eastern Europe. The form of support is adjusted to reﬂect the respective 
requirements with a focus on education. Thanks to its deep local roots, its 
pragmatic approach and the active support of the RBI network banks, the 
charity gives people the prospect of an independent life away from 
poverty. Education is the key.
All of the charity’s projects are realized in cooperation with renowned 
local or international partner organizations and managed by voluntary 
employees of RBI in Vienna – as part of the corporate volunteering program 
since 2015 – and at its locations in Central and Eastern Europe. This serves 
to minimize administrative costs, with all of the ﬁnancial contributions 
going directly to the projects.
The importance of the charity’s work is all the more evident in times of 
crisis. The schools and day care centers operated by the charity were 
closed during the coronavirus lockdown (see also page 138). Even a 
temporary interruption to schooling1, 2 can have a signiﬁcant long-term 
negative impact on children’s lives. It is girls who suffer the most, as they are pushed back into traditional roles that 
they need support to break free from.
Without the work of the charity, the children it cares for would return to a circle of poverty3 that is often accompanied 
by neglect and abuse. Working in close contact with children and parents, the charity ensures that the children are 
well looked after, thereby reducing the existential pressure that weighs heavily on many families.
© RBRO
Find more at: 
www.
stepiccee-
charity.org
© Stepic CEE Charity
1  Open Society Foundations/Unicef/Roma Education Fund (2017): Roma Early Childhood Inclusion+, in: https://osf.sk/wpcontent/ uploads/2017/07/RECI_Slovak-Republic-report_ENG-06-18-
2017.pdf (11.02.2021)
2 The World Bank (2017): Educating Girls, Ending Child Marriage, in: https://www.worldbank.org/en/news/immersive-story/2017/08/22/educating-girls-ending-child-marriage (11.02.2021)
3฀฀Charbonneau,฀N.฀(2020):฀Weltmädchentag฀2020:฀Elf฀Fakten฀über฀Mädchen,฀in:฀https://www.unicef.de/informieren/aktuelles/blog/weltmaedchentag-elf-fakten-zu-maedchen/176128 
(11.02.2021)

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Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Education and ﬁnancial education initiatives
Education remains one of the most important issues of the 21st century and an important tool in the ﬁght against poverty. RBI 
contributes to the improvement of education by actively promoting an understanding of ﬁnancial products and services 
and imparting banking expertise as part of its day-to-day advisory role. The nature of its core business means it has close 
links with the subject of ﬁnancial education, i.e. the competent handling of money and ﬁnancial matters, also known as 
“ﬁnancial literacy”.
Appealing to various age groups and integrating employees into corporate volunteering programs makes it possible to 
reach everyone, from schoolchildren and students through to the wider public, via a variety of channels. Across various 
projects, considerable effort goes into improving individuals’ everyday lives and, through ﬁnancial education, to laying 
the foundations for the responsible handling of money in the future.
Tatra banka, a.s., has developed a virtual reality (VR) app for iOS and Android smartphones in order to
familiarize students at secondary schools in Slovakia with ﬁnancial topics. Numerous studies have shown 
that ﬁnancial literacy in the country is extremely low and previous efforts to improve it have been unsuccessful.
Based on the ﬁndings of the National Bank of Slovakia, Tatra banka, a.s., 
decided฀to฀focus฀on฀secondary฀school฀students฀(Generation฀Z),฀as฀they฀will฀
be making their ﬁrst ﬁnancial decisions in their own right sooner or later. At 
the same time, another survey found that young people are not remotely 
interested in ﬁnancial topics and that they have an attention span of just eight 
seconds or so. This situation demanded the development of an attractive 
educational solution. 
The result was an innovative smartphone app. Users place their mobile phone 
into a cardboard 3D viewer before launching the app. Financial literacy is 
taught through play in the form of a virtual reality (VR) experience:
The use of the virtual reality enhances the student’s attention and enables a degree of immersion in the material. The 
content involves a VR role-playing game from a ﬁrst-person perspective, were the life of a young photographer and 
his path to success is followed. This camera perspective gives the player power to see the game through their own 
eyes rather than controlling it from outside. The player is required to take important ﬁnancial and life decisions that 
inﬂuence the progress of the game. These interactive VR ﬁlms (like those used in the interactive Netﬂix movie “Black 
Mirror: Bandersnatch”) are intended not only to increase ﬁnancial literacy, but also to encourage an appropriate 
attitude towards long-term life goals. The project is currently in the pilot phase, with six outstanding secondary schools 
in Slovakia using the app in lessons.
Find more at: 
www.fenome-
nysveta.sk
vr generation krabica1, © Tatra Banka, a.s
1.  Download our app
2.  Insert smartphone into VR cardboard
3. Enjoy VR experience
© Adobe Stock
© Adobe Stock
© TBSK

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GRI and TCFD Index
In Hungary, the “Hungarian Money Week” ﬁnancial literacy program 
continued in 2020 with the involvement of volunteers from Raiffeisen Bank 
Zrt.฀The฀partnership฀with฀the฀European฀Banking฀Federation฀took฀place฀for฀the฀
sixth time. The program reached more than 217,000 schoolchildren in 
Hungary, helping them to develop their ﬁnancial knowledge and aptitude 
and supporting their entrepreneurial education.
Since 2017, Raiffeisenbank a.s. in the Czech Republic has funded the 
development of the online ﬁnancial literacy platform Zlatka.In, which is 
available free of charge to schoolchildren and teachers. It is already being 
used by more than 11,000 classes. The schoolchildren have used it to solve 
over three million tasks and spent more than 50,000 hours solving tasks and 
playing games on the topic of ﬁnancial literacy.
The ﬁrst wave of COVID-19 in spring 2020 required children to begin remote 
learning. This signiﬁcant challenge for the Czech education system was also 
reﬂected in the fact that visitor numbers to the portal doubled. More than
100,000 users visited the website in 2020 – twice as many as before.
Zlatka.In has already been translated into English and Slovak. As a result, the platform has already begun attracting 
attention beyond the borders of the Czech Republic. Slovakia currently accounts for more than 20 per cent of the website’s 
users. In response to this, Raiffeisenbank funded an improved technical solution in the ﬁrst half of the year. The Ministry of 
Finance฀of฀the฀Czech฀Republic฀established฀a฀national฀register฀for฀financial฀education฀projects,฀to฀which฀Zlatka.In฀was฀
added in September. This means the platform meets the standards for ﬁnancial literacy and can be ofﬁcially used in 
school lessons.
At the same time, Raiffeisenbank a.s. expanded the website to include a module allowing secondary schools to use it in 
addition to primary school pupils, parents and teachers. The new module gives pupils the opportunity to try out roles that 
they might want to take on in real life, e.g. entrepreneur.
The website teaches ﬁnancial literacy through play while also promoting a humanistic mindset. Among other things, 
children learn how to handle money using virtual “coins” that they earn for solving tasks, which they can choose to 
collect or spend on items. Raiffeisenbank a.s. conducted a donation campaign on the website for the second time. This 
allowed children to voluntarily “spend” their virtual coins in the form of a donation to charitable organizations. Raiffeisenbank 
converted this amount into “real” money and donated it to the organizations selected by the children. Around 700 
children participating in the campaign raised some € 7,500 for socially disadvantaged children.
In the winter semester of 2020, Raiffeisenbank (Bulgaria) EAD held its 
”Learning from a Bank” program for the fourth year in succession, offering 
courses aimed at improving the general ﬁnancial education of children and 
young people. In 17 workshops, 795 schoolchildren found out more about 
innovation and digital banking, the question of “what is money?”, bank cards, 
credit products, micro-enterprises and entrepreneurship, and information 
security.
© RBHU
©฀RBCZ฀Zlatka.In
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Financial education is also an important pillar of the corporate citizenship 
strategy at Raiffeisen Bank S.A. in Romania. Its most important ﬁnancial 
literacy program involves lessons at more than 600 Romanian schools, 
which it sponsors with around € 120,000 annually. The program is carried 
out in partnership with Junior Achievement Romania.
In the 2019/2020 school year, over 105,000 hours of ﬁnancial lessons 
were delivered to more than 5,550 primary school pupils and 27,500 
secondary school students at 271 middle and high schools in 89 cities 
across 39 counties and in Bucharest. They were taught about ﬁnancially 
responsible behavior through learning by doing and hybrid teaching modules. Practical activities, exercises, simulations 
and debates helped them to discover the tools and basic principles of ﬁnancial planning and deﬁne a personal budget 
that is appropriate for their age. 
The program encompasses two phases:
-  The diligent, clever and prudent “Kids Club” helps primary school children to develop life and ﬁnancial literacy skills  
through module-based learning.
-  The “ABC of Banking”, which teaches secondary school students about ﬁnance through hybrid learning that combines 
traditional tools with interactive digital resources.
The program was held for the tenth year in succession in the 2020/2021 school year.
Cultural initiatives
Commitment in the ﬁeld of art is diverse and focused on different art forms as well as on national and international 
projects in order to promote widespread interest in art. It also focuses on the local art and culture communities. Despite 
the extensive restrictions imposed as a result of the pandemic, some events were still held as normal in 2020 or switched 
to creative online formats.
Tatra banka, a.s. in Slovakia ﬁrmly believes that the movement away from 
waste and consumption is the right way to create a better future. For the ﬁrst 
time, it therefore decided not to give its customers the traditional year-end 
Christmas gifts, but instead to fund a gift to all of the residents of the district 
as well as future generations.
The “Time Capsule” (2011) was selected. As a gift to the Slovak National 
Gallery’s collection, it will be enjoyed by many generations to come. As 
Tatra banka is a partner of the Slovak National Gallery, entry to the gallery is
free of charge.
The large-scale “Time Capsule” installation is a design masterpiece by the contemporary Slovakian artist Roman Ondak, 
a conceptual artist with a global reputation. Based on the original drafts, the artist constructed an exact replica of the 
“Fenix 2” capsule, which was used in 2010 to rescue 33 Chilean miners who had been trapped 700 meters below 
ground for 69 days. The rescue project, which attracted extensive media attention, fascinated Ondak to the extent that 
he created the replica as a symbol of hope and solidarity. The technical structure and the aesthetic of the artwork has a 
similar feel to the famous utopian projects of Slovakian conceptual art of the 1960s and 1970s related to the topic 
cosmic research.
Further information: www.umeniejedar.sk
© RBRO
© Roman Ondak

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Raiffeisenbank a.s. has entered into a partnership with the Czech National 
Theater under which it will provide funding of around € 1.2 million a year 
until 2023. 
The cooperation was concluded on the basis of the common values of 
the National Theater and the Raiffeisen brand, which are founded on a 
commitment to mutual respect. The partnership has been welcomed by 
customers and employees of Raiffeisenbank in equal measure. Almost 1,100 
performances are held under the National Theater umbrella every year, 
playing to an audience of more than 650,000 people. The topic of culture 
in society is absolutely relevant and requires corresponding support. The funds will be used for the cultural activities of all 
the ensembles playing under the National Theater banner (drama, ballet, opera, “Laterna Magika” black light theater, a 
combination of a ﬁlm projection and live stage performance).
Raiffeisenbank vigorously supported the National Theater with online campaigns throughout 2020 as cultural life in the 
Czech Republic came to a standstill due to COVID-19. The campaigns illustrated how the pandemic and the government 
regulations were reﬂected in the world of culture and called for ﬁnancial support for the National Theater. In addition, 
Raiffeisenbank is currently producing online videos for charitable purposes as a tribute to all of the theater workers who 
are currently suffering from workplace closures as a result of COVID-19.
AO Raiffeisenbank in Russia adopted the goal of promoting cultural dialog 
between Russia and Austria. As part of this, it named 2020 as the Austro-
Russian Year of Culture. A number of cultural projects took place under this 
banner, starting with the annual Music Film Festival in Yekaterinburg in August. 
The Austrian ﬁlm festival “New Austrian Cinema” was held in Moscow in the 
fall. Activities on the topic of Austro-Russian literature and theater also took 
place in 2020. Furthermore, research on the subject of bread in Russian art 
and sculpture was conducted throughout Russia, the concept for an art project 
about the young generation of sculptors was developed in conjunction with 
the Myth Gallery in St. Petersburg, and writing, translation and biographical 
work on Russian artists was performed in conjunction with Keith de Pury. AO Raiffeisenbank provided sponsorship of 
around € 49,000. More than 11,000 people took part in the various activities.
Social initiatives
The majority of the projects carried out during the reporting period were social initiatives. In conjunction with various 
national and international cooperation partners (such as Caritas), socially disadvantaged children and young people, 
along with single women, made up the majority of those offered aid.
SOS Children‘s Villages
SOS Children’s Villages is a global relief organization that gives children 
and young people who are unable to grow up with their parents a loving 
home and support on their way to independence. SOS Children’s Villages 
also supports families in difﬁcult situations. Although children should ideally 
grow up with their biological families, sometimes this is not possible despite 
considerable efforts. In this case, children require appropriate alternative 
care until their families’ circumstances improve sufﬁciently for them to return 
home. Orphans also need high-quality long-term care to help them develop 
into independent adults. There are now 541 SOS Children’s Villages in 136 
countries. More than 1.2 million children, young people and families around 
the world are looked after and supported by SOS Children’s Villages. Numerous Raiffeisen organizations are also 
doing their part.
© Narodni divadlo – H. Smejkalova
© Aleksandr Klimov
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Raiffeisen Bausparkasse Gesellschaft m.b.H. helped by making a donation to the SOS Children’s Villages in Austria for 
every building savings agreement concluded between November 23 and December 31, 2020. A total of € 50,000 
was donated to help make the children’s Christmas wishes come true.
Valida Holding AG gave € 5,000 to the SOS Children’s Villages as a Christmas donation.
SOS Children‘s Villages have had a presence in the Czech Republic for 
50 years. As well as offering highquality care for children, they work with the 
government and the municipalities to improve the alternative childcare system.
COVID-19 has increased the number of families at risk of needing to ﬁnd a 
new home for their children. Parents who are struggling to keep their jobs 
and who do not have the funds to meet their children’s basic needs require 
help. The “LOVING HOME” project aims to secure the necessary funding 
for the family support program. Raiffeisenbank a.s. became a partner of this 
project for the ﬁrst time, and its donation is helping to provide effective 
assistance for 80 families. All in all, the project supports around 500 families 
and 800 vulnerable children every year.
The traditional volunteering project of Raiffeisen banka a.d. in Serbia ahead 
of the Christmas and New Year holidays, in which employees purchase gifts 
for socially disadvantaged children at various facilities, has become a ﬁxed 
milestone. With working from home introduced as a result of the pandemic, this undertaking appeared to be at risk in 
2020. However, the employees refused to let this discourage them and instead organized monetary donations to the 
SOS Children’s Villages. These were used to fund the interior decoration of 15 SOS Children‘s Village homes where 93 
children live. In response to the considerable need, Raiffeisen banka a.d. matched the employees’ donations in order to 
allow the children to spend the winter in clean, warm and well-equipped homes. A total of around € 6,930 was donated 
to the SOS Children’s Village in Kraljevo.
Social projects at Christmas time and New Year
In 2020, Raiffeisen Kapitalanlage-Gesellschaft m.b.H. again supported the 
non-proﬁt association “e.motion Lichtblickhof”, which gives young people 
in crisis situations and with incurable and life-limiting diseases access to 
therapy with specially trained animals, mainly horses. 
Although the corporate volunteering measures planned for 2020 had to be 
canceled due to COVID-19, the construction work as part of the cooperation 
– redesigning the sheep pasture, renovating the entrance gate and, in particular, 
expanding a horse stable – was able to continue.
As well as renewing its sponsorship of a therapy horse and the associated costs, the amount of funding was increased 
and has now been agreed for several years to come. Finally, Raiffeisen KAG refrained from giving Christmas gifts for the 
ﬁrst time, instead making an additional donation to e.motion Lichtblickhof.
Raiffeisen BANK d.d. Bosna i Hercegovina also took the religious holidays as an opportunity to help seven charitable 
organizations that support children and people with disabilities. For the ﬁrst time, the traditional “New Year’s donation” 
of € 5,113 was given to an association working to support people with intellectual disabilities in Banja Luka. The bank 
had already stopped sending out printed Christmas cards in 2012, with the amount saved being donated to good 
causes. Customers now receive electronic cards, while the organizations continue to be supported. Through this initiative, 
Raiffeisenbank in Bosnia and Herzegovina has already donated more than € 128,000 on the occasion of religious 
holidays and over € 111,000 at New Year.
AO Raiffeisenbank in Russia also implemented a successful New Year campaign. It allocated its annual New Year budget 
equally to all 9,015 employees, giving each of them 5,000 rubles. They were then invited to use them at a digital “New 
Year’s market”, where they were able to choose which aid projects to support and with how much (from 300 rubles up 
© SOS vesnicky
© RKAG

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to the full 5,000 rubles). A total of 29 non-proﬁt organizations participated in the New Year’s market, with 106 lots 
going toward support for children, recuperation for seriously ill family members, care for lonely older people, and help 
with environmental problems. More than 4,000 employees took part. The unused funds were then allocated to the 
organizations in the same proportion as the employee donations. Thanks to this initiative, AO Raiffeisenbank provided its 
partner “Kod Dobra” with funding of around € 550,000.
”Raiffeisen Step Challenge“
The “Raiffeisen Step Challenge” began on August 1, 2020 with a focus on 
supporting older people. For a whole month, employees of AO Raiffeisen-
bank in Russia competed to record the most steps. At the end of the month, 
each step was converted into a donation to the non-proﬁt foundation 
“Starost‘ v radost”. The participants who got “closest” to the city of Vienna 
in terms of the number of steps taken were rewarded with gifts of sporting 
goods.
The inspiration behind the campaign was the shortage of wheelchairs for 
older and immobile people at staterun care homes. Pensioners who live in 
care homes only receive 25 per cent of their pension, making it too expensive 
for them to buy a wheelchair themselves. Thanks to the ﬁnancial support from 
the campaign, the foundation purchased 50 wheelchairs for 20 care homes, 
giving many older people the opportunity to spend time outdoors. The 
foundation also bought 40 air puriﬁers that can be used ﬂexibly throughout the care homes to clean the air and kill off 
any germs.
2,215 employees took part in the “Raiffeisen Step Challenge”. During the 31 days of the campaign, 21 teams walked far 
enough to reach quasi Vienna and cumulatively covered the distance from the Earth to the Moon – over 386,624 km. 
Around € 10,790 was added to the “Raiffeisen piggy bank” as a result. This was doubled and rounded up by AO 
Raiffeisenbank, meaning that the ﬁnal donation to the “Starost‘ v radost” foundation was € 24,060.
Environmental initiatives
RBI has the goal of minimizing the negative environmental impact of its business activities and at its sites. It works 
continuously to improve the main environmental parameters in the most relevant areas. As an engaged citizen, it also 
seeks to contribute not only through its memberships, but also by actively supporting a wide range of environmental 
protection projects – including with the help of its employees – and engaging in recovery efforts following natural disasters.
For more than eleven years, Raiffeisen Invest Sh.a. in Albania has made a 
continuous contribution to environmental issues with the support of its 
employees. It focuses on cleaning coastal areas. In 2020, four campaigns to 
clean฀the฀beaches฀in฀Spille,฀Talë,฀Zvërnec฀and฀Hamallaj฀were฀organized฀in฀
conjunction with the “Free Thinking” forum. As well as keeping coastal areas 
clean, activities focused on raising awareness of environmental preservation.
© RBRU
© RBAL

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Raiffeisenbank Austria d.d. again supported, the largest reforestation campaign 
in the areas of Dalmatia affected by the devastating forest ﬁres of 2018. The 
initiative ”Boranka“, to repopulate thousands of hectares of destroyed forests 
is organized by the Scout Association of Croatia in cooperation with “Croatian 
Forests” and the Croatian Mountain Rescue Service. Over 6,300 people 
took part in the campaign in 2020, with more than 65,000 new trees being 
planted as seedlings and saplings. The ashes of the burnt pine trees were 
collected and made into crayons known as “Boralice”. Although no Raiffeisen 
volunteers were able to take part in 2020 due to the public health measures 
imposed in response to COVID-19, the ﬁnancial support continued: Raiffeisen-
bank Austria d.d. sponsored the campaign for the second year in succession, 
providing funding of around € 8,294.
The “Green Energy” cooperative and Raiffeisenbank Austria d.d. launched 
a project inviting all interested citizens to participate in Croatia’s ﬁrst joint 
procurement of mini solar power plants via the www.nasuncanojstrani.hr 
platform in order to enable the provision of affordable solar energy to private 
households. The aim is to give easy access to the necessary information for 
interested parties who do not have the expertise they need to prepare and 
realize a solar power plant construction project of this kind themselves. The 
platform offers full service from a single source. The total funding provided by
Raiffeisenbank was around € 56,400.
The Romanian partnership between Raiffeisen Bank S.A. and Tasuleasa 
Social on the “Via Transilvanica” project, a hiking trail similar to the famous 
“El Camino de Santiago”, continued for the third time in 2020. Hikers, nature 
lovers and sports enthusiasts can explore the 1,400 km route from Putna to 
Drobeta Turnu-Severin on foot or by bike, discovering Romanian art, culture 
and tradition along the way. The project also aims to revitalize local 
communities. 800 kilometers of the “Via Transilvanica” are now complete. 
As the main partner of the project, Raiffeisen Bank provided sponsorship 
totaling € 300,000 between 2018 and 2020.
© RBHR
©฀Zelena฀energetska฀zadruga
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Sustainable entrepreneurship
Commitment to sustainable framework conditions
We maintain a culture of open dialog with a focus on the future issues of a sustainable ﬁnancial sector. In doing so, RBI 
takes a stance against corruption and economic crime. It also seeks out active dialog with politics and public administration.
RBI also goes outside the Group to share speciﬁc types of knowledge and experiences with others in order to implement 
innovative ideas for charting a path into the sustainable future of the ﬁnancial sector and our companies alike.
A further component of our commitment is collaboration with governmental and non-governmental organizations. 
We stand for the promotion of sustainable thinking and action. We are strengthening the drive for sustainable development 
in our own sphere of inﬂuence by lobbying (see page 27 onward) where topics such as sustainability and safeguarding 
the future are concerned.
Principles for Responsible Banking
RBI has become an ofﬁcial Signatory of the UN Principles for Responsible Banking recently – a single 
framework for a sustainable banking industry developed through an innovative partnership between banks 
worldwide and United Nations Environment’s Finance Initiative.
Sustainable entrepreneurship and sustainable innovations
To us, sustainable entrepreneurship means the awareness of responsibilities on one hand, and support for sustainable 
innovations among our customers and in society on the other:
•฀฀We฀promote฀this฀awareness฀among฀our฀customers.฀We฀provide฀information฀and฀give฀advice฀on฀which฀opportunities฀
companies can embrace in order to become economically successful and to make their contribution to protecting the 
environment and taking social responsibility.
•฀฀We฀promote฀companies฀and฀organizations฀that฀act฀in฀a฀sustainable฀manner.฀This฀takes฀the฀form฀of฀partnerships฀and฀
events, among other things.
•฀฀We฀encourage฀long-term฀success,฀competitiveness,฀and฀innovative฀strength฀in฀companies,฀which฀in฀turn฀boosts฀the฀ 
regional economy.
For example, the Faculty of Economics at the Belarusian State University 
organizes the annual “Business Idea” competition, which Priorbank JSC has 
supported ﬁnancially since it was launched in 2015. The aim of the competition 
is to identify promising start-up projects and bring them into the limelight.
© RBBY

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Memberships
Via select memberships and activities, RBI becomes involved in organizations that promote sustainable business and the 
relevant framework conditions. Some of them are listed below:
ÖGUT
ÖGUT, or ”Österreichische Gesellschaft für Umwelt und Technik“ (Austrian Society for Environment and Technology), is 
an independent non-proﬁt organization that has been committed to a sustainable economy and society for over 30 years. 
It develops, communicates, and networks knowledge to this end, focusing on energy, gender and diversity, green 
investment, innovative construction, and participation as well as resources and consumption. In order to achieve its 
goals, ÖGUT develops strategies and supports strategy-making processes, as well as researching and providing advice 
in its areas of expertise. It also supplies information on current developments and communicates innovative and sustainable 
solutions. It organizes and moderates working groups and platforms on sustainability issues and presents the annual 
ÖGUT ”Umweltpreis“ (Environmental Award). www.oegut.at
Raiffeisen Nachhaltigkeits-Initiative (Raiffeisen Sustainability Initiative)
With 22 member organizations including RBI AG as one of the founding members, ”Raiffeisen Nachhaltigkeits-Initiative“ 
(RNI) – the Raiffeisen Sustainability Initiative – is a platform for and driver of sustainable corporate management and 
social responsibility. For more than 13 years, initiatives and measures for a future worth living in have been conducted 
jointly in the action areas of the economy, the environment, and society.
COVID-19 meant that many projects were canceled or only held virtually. The measures realized in 2020 include, in 
particular, the continued implementation of the RNI climate strategy with its 21 ﬁelds of action in three core areas. In the 
“Products & Services” core area, the RNI member companies aim to increase the proportion of environmentally friendly 
products and services in the respective portfolio. Goals concerning energy efﬁciency, greenhouse gas emissions, mobility 
and renewable energies are pursued in the “Operation, Processes & Strategies” core area. In the “Dialog & Communication” 
core area, the members aim to play a pioneering role with regard to their competitors in the DACH region when it 
comes to communication on environmental matters and the climate dialog with stakeholders. The current challenge is to 
make the achievement of environmental goals measurable and to establish speciﬁc key ﬁgures at the companies.
RNI again supported the Austria-wide “Jugend Innovativ” (Innovative Youth) competition, to which apprentices and 
students between the ages of 15 and 20 are invited to submit their ideas, by sponsoring the “Raiffeisen Sustainability 
Award”. In 2020, this category was won by the “Green H2” project from HTL Dornbirn, which investigated the production 
of hydrogen using carbon ﬁber instead of platinum as the electrode material. Other sustainability-related initiatives – like the 
“Vienna฀passathon”฀and฀the฀creation฀of฀a฀podcast฀series฀by฀Love฀Zero฀Waste฀on฀making฀a฀city฀zero฀waste฀–฀were฀also฀
supported. Another annual measure by RNI is the vehicle ﬂeet assessment conducted in conjunction with Raiffeisen-
Leasing GmbH. This gives the participating organizations an overview of their vehicle ﬂeet‘s average CO2 emissions as 
well as a corresponding benchmark. www.raiffeisen.at/nachhaltigkeit
UNEP
The United Nations Environment Programme was founded in 1972 and is headquartered in Nairobi, Kenya. Its tasks 
include the evaluation and collection of global, regional, and national environmental data, the development of political 
instruments for environmental protection, the strengthening of institutions that undertake important environmental management, 
and the improvement of the quality of people’s lives without burdening future generations. www.unenvironment.org
The ﬁnancial initiative UNEP FI (United Nations Environment Programme Finance Initiative) has operated as a global 
partnership between the Environment Programme of the United Nations and the private ﬁnancial sector since 1992. 
Headquartered in Switzerland, it is dedicated to sustainable ﬁnancing. RBI has been a member of this initiative since 
1998. Its membership has since grown to include more than 350 ﬁnancial institutions and over 100 supporting institutions 
(other companies in the ﬁnancial system with sustainability as a key competence). Since it was established, a ”global 
round table“ has been held each year with the aim of promoting exchange on sustainability topics. www.unepﬁ.org

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UNGC
The UNGC – United Nations Global Compact – is the world’s largest initiative for corporate responsibility and 
sustainability. It is based on the pledges of CEOs to comply with universal sustainability principles. Those who pledge 
to uphold the UNGC also declare their support of the UN goals, such as the UN Sustainable Development Goals 
(SDGs). Sustainable economics and measures to promote social goals are achieved by orienting the strategy and 
business activities of the companies to the ten principles (in the core areas of human rights, labor, environment and 
anti-corruption) with the help of the UN Global Compact (see page 17). In this way, signatories of the UN Global 
Compact contribute to making the globalization process fairer. 
The vision of the UN Global Compact is a worldwide movement of sustainable companies and stakeholders. At present, 
12,354 companies in 158 countries have signed up to this initiative. 75,799 reports have been written so far, testifying 
to the high level of commitment. The UNGC celebrated its 20th anniversary in 2020. www.unglobalcompact.org
VfU
The VfU, or ”Verein für Umweltmanagement und Nachhaltigkeit in Finanzinstituten e.V.“ (Association for Environmental 
Management and Sustainability), was founded in 1995 and is oriented toward sustainability professionals in ﬁnancial 
institutions. The VfU supports the contribution of the ﬁnancial sector to sustainable development through its functions as 
an industry network, organizer, and think tank for its 49 members. RBI AG has been a member since 2006. The association 
seeks to create a competition-free, conﬁdential space in which the member institutions can exchange viewpoints regarding 
sustainability topics and the integration of sustainability into their business operations. The VfU also offers networking 
opportunities with science, society, and politics. In 2015, a Scientiﬁc Advisory Board composed of researchers from the 
cross-sectional business areas of business management, banking, ﬁnance, and sustainability was formed with the role of 
inspiring and assisting in the work of the VfU. www.vfu.de
In addition, there were a number of other memberships in 2020. They are listed on the next page:

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You can ﬁnd an overview of other memberships on our website at www.rbinternational.com/en/homepage.html
Memberships and voluntary commitments
Raiffeisen Bausparkasse-Gesellschaft m.b.H.
Raiffeisen Nachhaltigkeits-Initiative (Raiffeisen Sustainability Initiative – RNI)
www.raiffeisen.at/nachhaltigkeit
Raiffeisen Kapitalanlage-Gesellschaft m.b.H.
Eurosif 
www.eurosif.org
Forum Nachhaltige Geldanlagen (Forum for Sustainable Investments – FNG) 
www.forum-ng.org/en/
Forum per la Finanza Sostenibile (Italian Sustainable Investment Forum – ItaSIF)
www.ﬁnanzasostenibile.it/forum-ﬁnanza-sostenibile-eng
Association of Austrian Investment Companies (VÖIG)
www.voeig.at
Montreal Carbon Pledge 
www.montrealpledge.org
Raiffeisen Nachhaltigkeits-Initiative (Raiffeisen Sustainability Initiative – RNI)
www.raiffeisen.at/nachhaltigkeit
UN Principles for Responsible Investment (UNPRI)
www.unpri.org
CDP and CDP Water 
www.cdp.net
Green Bond Principles/Investor
 www.icmagroup.org/green-social-and-sustainability-bonds/
green-bond-principles-gbp
Green Infrastructure Investment Coalition 
www.giicoalition.org
Investor Statements on Green & Climate Bonds 
www.climatebonds.net/get-involved/investor-statement
Membership of Valida Holding AG 
Fondsfrauen
www.fondsfrauen.de/en
Austrian Society for Environment and Technology (ÖGUT)
www.oegut.at/en
Raiffeisen Nachhaltigkeits-Initiative (Raiffeisen Sustainability Initiative – RNI)
www.raiffeisen.at/nachhaltigkeit
UN Global Compact (UN GC)
www.unglobalcompact.org
Memberships in the network banks
American Chamber of Commerce in Bulgaria (Bulgaria)
www.amcham.bg
American Chamber of Commerce in BIH (Bosnia and Herzegovina)
www.amcham.ba
American Chamber of Commerce in Hungary (Hungary)
www.amcham.hu
American Chamber of Commerce in Russia (Russia)
www.amcham.ru
American Chamber of Commerce in Ukraine (Ukraine) 
www.chamber.ua
Association of BH Croatians (Bosnia and Herzegovina)
www.udruga-prsten.hr
Aspen Institute Romania (Romania)
www.aspeninstitute.ro
Bulgarian Donation Forum (Bulgaria) 
www.dfbulgaria.org
Burov Foundation (Bulgaria) 
www.atanasburov.org/en/home
Business Leaders Forum (Slovakia) 
www.blf.sk
Debt Advisory Center – Counselling in Stringency (Czech Republic) 
www.ﬁnancnitisen.cz/english_resume.php
Kosovo CSR Network (Kosovo) 
www.csrkosovo.org/en-us/Home?
Renewable Energy Association (Belarus) 
www.energy-aven.org
Romanian Business Leaders (Romania) 
www.rbls.ro

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© shutterstock: Viktoria Kurpas
Sustainability documented and audited:
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Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Sustainability program
Excerpt from the Sustainability program
SDGs
Objective
Measure
Status 
Progress
Responsible banker – general objectives: Anchoring sustainability within the business 
processes and promoting sustainable products and services
Proper identiﬁcation and evaluation of money 
laundering risks
Development of a comprehensive money laundering framework and 
publication of a Group anti-money laundering declaration
Positioning RBI as a responsible banker and a 
pioneer in CEE
Signature of the UNEP FI Principles for Responsible Banking as the 
ﬁrst Austrian bank and implementation of the six principles over the next 
four years
Reduction of RBI‘s thermal coal portfolio
Revision of the existing group-wide carbon policy
Enhancement of digital products to improve the 
customer experience despite COVID-19
During the COVID-19 crisis, a monthly newsletter and a website 
containing webinars and information on research, products and 
services were introduced for institutional customers
Visualization of our CO2 emissions from corporate 
loans
Ongoing calculation of our CO2 emissions from corporate loans and 
improvement of the data quality
Increasing the share of environmentally friendly 
products and services 
Use of an incentive model for sustainable ﬁnancing 
Portfolio expansion for future green/social bonds 
Training on green ﬁnance products to increase awareness among 
relationship managers 
Promotion of the topic of sustainable ﬁnance within 
the Group 
Continuous dialog with ESG contact persons for the core business 
area at all network banks
Classiﬁcation of customer groups based on ESG 
criteria 
Implementation of portfolio segmentation and classiﬁcation and 
enhancement of the internal model for the individual ESG performance 
measurement of our corporate customers
Comprehensive consideration of human rights 
concerns related to the core business
Elaboration and publication of a group-wide human rights policy 
Contribution to the Sustainable Development Goals 
(SDGs) 
Expansion of ﬁnancing to support the SDGs 1, 3, 4, 7, 8, 9, 10, 13, 16 
and 17
Building infrastructure and promoting 
innovation 
Promoting an internal culture of innovation at RBI through the 
intrapreneurship program and expanding activities at a local level 
(local intrapreneurship programs) 
Entering into global partnerships for
sustainable development
Partnerships between the accelerator programs at the network banks 
to connect local and global start-up ecosystems 
Increased integration of ESG research in funds 
managed by Raiffeisen KAG 
Expansion of resources in process innovation – ESG database
Expanding the top position and increasing the 
volume of sustainable investments of Raiffeisen KAG 
Establishing/converting further funds, further integration of ESG 
research in all managed funds 
Development into a sustainable, climate-neutral 
asset management company 
Measurement of/reduction in carbon footprint of inhouse ecology and 
product portfolio (funds)

154
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
SDGs
Objective
Measure
Status 
Progress
Fair partner/Employees – general objective: Inclusive employer, high employer attractiveness
Establishment of a corporate culture based on 
Vision 2025, the mission and the corporate values
Performance of further workshops and training for managers and 
employees and at team level
Implementation of the Group-wide diversity policy 
as part of establishment as an inclusive employer
Implementation of local diversity strategies
Increase in the proportion of women in executive 
management of the RBI Group to 35 per cent 
by 2024
Revision and re-prioritization of measures. Focus: designing the New 
World of Work to be gendersensitive; talent and career development 
for women, mentoring: focus on appointment of managers at RBI AG 
and Management Board members at RBI
Inclusion of people with disabilities and
generation management
RBI AG: Raising employee awareness through training; close 
cooperation in recruitment with companies that work with employees; 
development of a generation management concept
Maintain employee enablement and engagement 
at a minimum of 75 % and eNPS at 39
Development of packages of measures based on the employee surveys 
conducted in 2020
Comprehensive consideration of human rights 
concerns in relation to employees
Development and publication of a human rights policy
Raising awareness of sustainability among 
employees – deﬁne target
Updating and further development of the ”Sustainability Competence“ 
online training course
Further development of the “Sustainability and 
corporate responsibility” blog
Regular publication of sustainability articles, expansion of author pool
Establishment of a newsletter for sustainability 
and diversity at RBI in Austria
Quarterly preparation and distribution of a newsletter with articles 
on sustainability and diversity
Fair partner/Inhouse ecology – general objective: Reduction in environmental impacts
Implementation of a climate strategy in inhouse 
ecology 
Elaboration of a Group-wide environmental policy 
Energy reduction 
Increase in energy efﬁciency and the proportion of renewable energy 
Increase the proportion of energy-efﬁcient ofﬁce 
locations
Consideration of energy efﬁciency in new buildings or rent of a building
LED lighting at all locations
Replacement of incandescent bulbs with LED lighting
Increasing the share of renewable energy 
Foster the purchase of green electricity as far as available and feasible
Reduction in business travel 
Establishment of videoconferencing systems, software for video and voice 
calls in the workplace, etc. 
More environmentally friendly ﬂeet cars
Conversion of ﬂeet to more environmentally friendly vehicles with lower 
CO2 emissions 
100 % paper with an eco label
Increasing the share of paper with an eco-label
Waste management systems at all sites
Implementation of a waste management systems at all sites
Increase in proportion of recycled materials 
in waste 
Cooperation with partner companies offering corresponding 
waste recycling 
Survey of the status of the top suppliers with regard 
to their environmental and social aspects 
Implementation of a supplier survey, in which they receive a 
corresponding questionnaire once a year 
Revision of RBI‘s environmental goals 
Adaptation of the goals in accordance with the elaborated climate strategy 
as part of the Raiffeisen Sustainability Initiative

155
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
SDGs
Objective
Measure
Status 
Progress
Expansion of employee information 
Integration of awareness information on the intranet 
Audit of climate-relevant emissions 
Collection of inhouse ecology related ﬁgures for the calculation 
of RBI’s CO2e emissions 
Supplier policy 
Elaboration of a group-wide supplier policy 
Raising awareness of sustainability among 
employees 
Expansion of the existing online training to the subsidiaries in Austria 
and CEE 
Contribution to the Sustainable Development 
Goals (SDGs) 
Annual eduction of CO2 emissions by 2.5 per cent and implementation 
of appropriate measures 
Engaged citizen – general objectives: Addressing social issues, strengthening democracy, 
and climate protection measures
Fostering the relevant progress in society – in civic, 
economic, academic, and cultural life – and 
supporting initiatives relating to social causes
Focused use of donation and membership resources in order to satisfy the 
objective. In 2020, further support was granted due to COVID-19 
(see page 134 onwards)
Strengthening digital literacy in Austria
Prominent companies, including RBI AG, are supporting the ”ﬁt4internet“ 
association, which is planning further courses and certiﬁcates of competence 
in 2021 (see page 133)
Strengthening cyber security
Support of the association ”Kuratorium Sicheres Österreich“
Fostering international exchange and 
understanding with a particular focus on the 
European Union in general and CEE in particular
Focusing of support funding in EU and CEE in cooperation with the 
network banks, e.g. support and participation in the European 
Movement International (EMI), the Open Medical Institute (OMI) 
program and the European Forum Alpbach
Strengthening of democracy
Support of ICEUR-Vienna International Center for Advanced and 
Comparative EU-Russia-NIS Research and the Institut for the Danube 
Region and Central Europe
Steering and care of the corporate volunteering 
program of RBI AG (migration/integration in Austria, 
Stepic CEE Charity, education)
Year-round continuation, pandemic-related focus on virtual engagement
Intensify cooperation with NGOs and scientiﬁc 
organizations
Cross-industry cooperation, in particularly with NGOs and universities
Depict our understanding of democratic and social 
rights including the human rights impacts of climate 
change
Development and publication of a human rights policy
Involvement in various projects for the protection
 of the environment
For example, by promoting the rental of bicycles (e.g. I‘Velo Relax 
in Romania) and via memberships
Decent Work 
and Economic 
Growth
New
In progress
Complete
Constantly
Status (25% of target achieved per box ﬁlled)
SDGs
Clean water 
and sanitation
Zero฀
hunger
Reduced 
inequalities
Sustainable 
cities and 
communities
Responsible 
consumption 
and production
Life 
on land
Good health 
and well-being
No
poverty
Industry, 
innovation 
and infrastructure
High quality 
education
Climate 
action
Gender
Equality
Peace, justice 
and strong 
institutions
Partnerships 
for the goals
Affordable and 
clean energy
Life below 
water

156
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
GRI content index
Universal Standards
GRI Code
Description
Reference
Explanation
General Disclosures
Organizational Proﬁle
102-1
Name of the organization
Publication details 
102-2
Activities, brands, products, and services
13, 48–49, 53–55, 72–74, 78–83
AR RBI: 18–21, 78
102-3
Location of headquarters
Publication details 
102-4
Location of operations
13, 51
102-5
Ownership and legal form
12–13
AR RBI: 22–25, 69–71
102-6
Markets served
48–49, 51, 53–54
102-7
Scale of the organization
12–13, 51
AR RBI: 3
102-8
Information on employees and other workers
114
Temporary workers and security
staff do not constitute a substantial
part of the activities. The number of 
employees is shown in headcount 
unless otherwise stated.
102-9
Supply chain
125–126
102-10
Signiﬁcant changes to the organization and
its supply chain
AR RBI: 24, 56–57
There were no signiﬁcant changes in 
ﬁscal year 2020.
102-11
Precautionary Principle or approach
4, 6, 16–17, 19, 22, 35–36, 49, 60, 65, 77–78, 87, 100–101, 104,  
148–151
102-12
External initiatives
11, 17, 28–29, 56, 69–70, 99, 101, 147–149
102-13
Membership of associations
19, 26–28, 103, 105, 149–151
Relates solely to the organizations 
relevant for sustainability.
Strategy
102-14
Statement from senior descision-maker
4–74–5
102-15
Key impacts, risks, and opportunities
4–7, 22, 46–48, 89, 118–119
AR RBI: 8–17, 50–60, 196–227
Voluntary disclosure.
Ethics and Integrity
102-16 
Values, principles, standards, and norms of behavior
15–19, 23–26, 56, 65, 91, 98, 101, 108, 125, 133
102-17 
Mechanisms for advice and concerns about ethics
23–27, 95–97, 101
Voluntary disclosure.
Governance
102-18 
Governance structure
19–20, 22–23
AR RBI: 26–42
102-19 
Delegating authority
19–20
Voluntary disclosure.
102-20 
Executive-level responsibility for economic,
environmental, and social topics
19
Voluntary disclosure. The CEO of RBI 
is the Chairman of the Sustainability 
Council. The CRO of RBI is a member 
of the Sustainability Council.
102-21 
Consulting stakeholders on economic, 
environmental, and social topics
19–20, 41, 66–67, 76–77, 87, 95
AR RBI: 24
Voluntary disclosure.
102-22 
Composition of the highest governance body 
and its committees
AR RBI: 26–39
Voluntary disclosure.
102-23 
Chair of the highest governance body
AR RBI: 26–30
Voluntary disclosure.
102-24
Nominating and selecting the highest governance 
body
AR RBI:27–32, 42–43
Voluntary disclosure.
102-25 
Conﬂicts of interest
AR RBI: 44
Voluntary disclosure.
102-26 
Role of highest governance body in setting 
purpose, values, and strategy
4–7, 19–20, 23–24
AR RBI: 32–39
Voluntary disclosure.
102-27 
Collective knowledge of highest governance
body
4, 20
AR RBI: 16
Voluntary disclosure.
102-28 
Evaluating the highest governance body’s
performance
VB 4.2.3,
RR 2.4.1. 7 et seqq., 2.9 15–16
102-29 
Identifying and managing economic, 
environmental, and social impacts
4–7, 19–20, 29–31, 38–43
AR RBI: 24
Voluntary disclosure.
102-30 
Effectiveness of the risk management process
4, 5–7
AR RBI: 35
Voluntary disclosure.
102-31 
Review of economic, environmental, and
social topics
4, 5–7, 9
AR RBI: 10, 13, 15, 35
Voluntary disclosure. The CEO of RBI 
is the Chairman of the Sustainability 
Council and the Diversity Committee. 
The Chairwoman of the Audit 
Committee is a member of the 
Sustainability Board.
102-32
Highest governance body’s role in
sustainability reporting
4, 7, 9, 19, 162–163
AR RBI: 16, 36, 44
Voluntary disclosure. The sustainability 
report is approved by the members of 
the Management Board of RBI AG. Key 
points are discussed in the Sustainability 
Council. Pursuant to §96 AktG, the 
Supervisory Board examines the 
Sustainability Report.
102-33 
Communicating critical concerns
20, 95–96
AR RBI: 24, 35–39
Voluntary disclosure. Critical 
concerns are also communicated 
directly to the Management Board.
102-35 
Remuneration policies
4
AR RBI: 37
RR, RP
Voluntary disclosure. Information 
relates to Supervisory Board and 
Executive Board (currently no 
reporting on senior executives).
102-36 
Process for determining remuneration
AR RBI: 37 
RR 4, RP 2.2. et seqq. 6 et seqq., 2.9.
Voluntary disclosure. No external 
advisor was involved in determining 
the remuneration.
102-37
Stakeholders’ involvement in remuneration
AR RBI: 37 
RR 9, RP 2.8. 14, 2.9. 15 
www.rbinternational.com/en/investors/events-overview/annual-
general-meetings.html
Voluntary disclosure.

157
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
GRI Code
Description
Reference
Explanation
General Disclosures
Stakeholder Engagement
102-40
List of stakeholder groups
38
102-41
Collective bargaining agreements
96
102-42
Identifying and selecting stakeholders
38
102-43
Approach to stakeholder engagement
29–33, 38–41, 62–65, 95–97, 125–126
102-44
Key topics and concerns raised
31–34, 41, 62–65, 88, 118, 153–155
Reporting Practice
102-45
Entities included in the consolidated ﬁnancial
statements
11
AR RBI: 245–262
102–46
Deﬁning report content and topic Boundaries
11, 29–31
102-47
List of material topics
30, 32–33, 37
102-48
Restatements of information
9, 61, 131
102-49
Changes in reporting
29–31
102-50
Reporting period
9
102-51
Date of most recent report
9
102-52
Reporting cycle
9
102-53
Contact point for questions regarding the report
9
102-54
Claims of reporting in accordance with the
GRI Standards
9
102-55
GRI content index
156–160
102-56
External assurance
164–166
GRI Code
Description
Reference
Explanation
Responsible banker
Material Topic: Commitment to society and the environment
GRI 103-1,-2, -3 
2016
Management approach
4–7, 15–17, 22, 46, 51–61, 84–85
GRI 412 – 2016: Human Rights Assesment
412-2
Employee training on human rights policies or
procedures
In 2020, 44 per cent of employees received training
on human rights as part of compliance training totaling
7,808 hours were invested.
412-3
Signiﬁcant investment agreements and contracts
that include human rights clauses or that
underwent human rights screening
Human rights aspects are set out in our Code of 
Conduct, which must be observed by all employees 
and in all business transactions.
Disclosures for the sector
G4-FS14
Initiatives to improve access to ﬁnancial services for 
disadvantaged people
84–85
Material Topic: Organizational management
GRI 103-1, -2, 
-3 2016
Management approach 
4–7, 15–19, 22, 51–61, 64–66, 75–77, 80
GRI 417 – 2016: Marketing and Labeling
417-2 
Incidents of non-compliance concerning product
and service information and labeling
64–65
Disclosures for the sector
Active Ownership
G4-FS11
Percentage of assets subject to positive and
negative enviromental or social screening
73, 78–79
This indicator applies only to companies involved in 
asset management.
Product portfolio
G4-FS1
Policies with speciﬁce environmental and social
components applied to core business
23–24, 51–53, 55–61
G4-FS3
Processes for monitoring clients‘ implementation
of and compliance with environmental and
social requirements included in agreements or
transactions
58
The agreed credit terms are also assessed as 
standard as part of the annual analyses all 
riskrelevant transactions
G4-FS4
Process(es) for improving staff competency to
implement the environmental and social policies
and procedures as applied to business lines
24–25, 60–61, 67–68, 87, 94, 154
Material Topic: Economic added value
GRI 103-1,-2,
-3 2016
Management approach
4–7, 15–19, 22, 46–56, 59–61, 66–68, 72–80, 
82–83
GRI 201 – 2016: Economic Performance
201-1
Direct economic value generated and
distributed
50 – 51
201-2
Financial implications and other risks and
opportunities due to climate change
46–48, 51–52, 61–62, 68–70, 72–83, 118–119
GRI 203 – 2016: Indirect Economic Impacts
203-1
Infrastructure investments and services supported
58, 68–72, 82
203-2
Signiﬁcant indirect economic impacts
46, 50, 68–72, 82–83

158
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
GRI Code
Description
Reference
Explanation
Responsible banker
Disclosures for the sector
Product portfolio
G4-FS6
Percentage of the portfolio for business lines by
speciﬁc region, size and by sector
51, 59–62, 68–72, 81–82
AR RBI: 202 et seqq.
Material Topic: Sustainability in the core business
GRI 103-1,-2, 
-3 2016
Management approach
4–7, 15–19, 22, 46–49, 51–61, 66–68
Disclosures for the sector
Product portfolio
G4-FS7
Monetary value of products and services
designed to deliver a speciﬁc social beneﬁt for
each business line broken down by purpose
68, 70–72
G4-FS8
Monetary value of products and services
designed to deliver a speciﬁc environmental
beneﬁt for each business line broken down by
purpose
61–62, 68–70, 72–74, 78–83
Material Topic: Regulations and controlling
GRI 103-1, -2, 
-3 2016
Management approach
4–7, 15–19, 22, 24–27, 54–56, 59–61, 65–66, 
75–77, 83
GRI 205 – 2016: Anti-Corruption
205-1
Operations assessed for risks related to
corruption
25
In 2020, we assessed all 20 group units included in 
this report, i.e. 100%, as part of a threat analysis.
205-2
Communication and training about anti
corruption policies and procedures
24–25, 87
205-3
Conﬁrmed incidents of corruption and actions
taken
25
GRI 206 – 2016: Anti-competetive Behavior
206-1
Legal actions for anti-competitive behavior, antitrust,
and monopoly practices
66
GRI 418 – 2016: Customer Privacy
418-1
Substantiated complaints concerning breaches
of customer privacy and losses of customer data
55–56
GRI 419 – 2016: Socioeconomic Compliance
419-1
Non-compliance with laws and regulations in the
social and economic area
27
Disclosures for the sector
Labeling of products
G4-FS15
Policies for fair design and sale of ﬁnancial
products and services
39, 51–53, 55–56, 62–66, 84
Material Topic: Risk management
GRI 103-1,-2,
-3 2016
Management approach
4–7, 22, 46–49, 59–66, 76–77, 161
Disclosures for the sector
Product portfolio
G4-FS2
Procedures for assessing and screening
environmental and social risks in business lines
46–48, 51–52, 56–61, 75–77
G4-FS5
Interactions with clients, investees and business
partners regarding enviromental and social risks
and opportunities
62–68, 76–77
Audit
G4-FS9
Coverage and frequency of audits to assess
implementation of environmental and social
policies and risk assessment procedures
25–27, 59–61, 76, 83, 85
Material Topic: Stakeholder engagement
GRI 103-1,-2,
-3 2016
Management approach
4–7, 29–34, 38–41, 62–68, 76–77
Disclosures for the sector
Active Ownership
G4-FS12
Voting policies applied to enviromental or
social issues for shares over which the
reporting organization holds the right to
vote shares or advises on voting
76–77
Product portfolio
G4-FS5
Interactions with clients, investees and
business partners regarding enviromental
and social risks and opportunities
62–68, 76–77
Material Topic: Transparency and disclosures
GRI 103-1,-2,
-3 2016
Management approach
4–7, 15–19, 22, 27–28, 59–61
GRI 415 – 2016: Public Policy
415-1
Political contributions
28

159
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
GRI Code
Description
Reference
Explanation
Fair partner – Employees
Material Topic: Employee concerns
GRI 103-1,-2, -3 
2016
Management approach
4–7, 15–19, 22, 87–113
GRI 401 – 2016: Employment
401-1
New employee hires and employee turnover
114–115
GRI 404 – 2016: Training and Education
404-1 
Average hours of training per year per employee
115
404-3 
Percentage of employees receiving regular
performance and career development reviews
115
GRI 405 – 2016: Diversity and Equal Oppotunity
405-1 
Diversity of governance bodies and employees
87, 114–115
AR: 42–43
GRI 407 – 2016: Freedom of Association and Colletive Bargaining
407-1
Operations and suppliers in which the right to
freedom of association and collective
bargaining may be at risk
97
In Austria and the countries where this is required by 
law, the staff councils represent the employees in all 
matters of labor and employment law. All legal 
conditions are strictly complied with in all countries.
Material Topic: Risk management
GRI 103-1,-2, -3 
2016
Management approach
6, 88–89, 98–101, 107–110
GRI 403 – 2018: Occupational Health and Safety
403–1
Occupational health and safety management system
87, 107–110
403–2
Hazard identiﬁcation, risk assessment, and incident
investigation
89, 107–109
403–3
Occupational health services
108–109
403–4
Workerparticipation,consultation, and communication 
on occupational health and safety
96, 109
403–5
Worker training on occupational health and safety
96, 109
403–6
Promotion of worker health
107–110
403–7
Prevention and mitigation of occupational health 
and safety impacts directly linked by business 
relationships 
Not applicable due to the business model of RBI.
403–9
Work-related injuries
107
GRI 406 – 2016: Non-Discrimination
406-1
Incidents of discrimination and corrective actions 
taken
97–98
No incidents of discrimination were reported to the 
whistle blowing hotline in the 2020 ﬁnancial year.
Material Topic: Stakeholder engagement
GRI 103-1,-2, -3 
2016
Management approach
4–7, 29–34, 38–41, 88–89, 95–97
Fair Partner – Inhouse ecology
Material Topic: Inhouse ecology
GRI 103-1,-2,
-3 2016
Management approach
4–7, 15–19, 22, 118–130, 154–155
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
GRI 301 – 2016: Material
301-1
Materials used by weight or volume
122, 129, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
301-2
Recycled input materials used
122, 129, 131 
GRI 302 – 2016: Energy
302-3
Energy intensity
122, 129, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
GRI 303 – 2018: Water
303-1
Water withdrawal by source
130 
www.rbinternational.com/en/who-we-are/sustainability/
inhouse-ecology
RBI uses only drinking water (fresh water through the
municipal pipeline network) provided by the regional 
supply. Water consumption does not lead to any 
signiﬁcant impairment of water sources.
303-2
Management of water discharge-related impacts
130–131
Only wastewater comparable to domestic 
wastewater is generated in the rules. Recovery does 
not take place.
303-5
Water consumption
131
GRI 305 – 2016: Emissions
305-1
Direct (Scope 1) GHG emissions
121, 122, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
305-2
Energy indirect (Scope 2) GHG emissions
121, 122, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
305-3
Other indirect (Scope 3) GHG emissions
121, 122, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
305-4
GHG emissions intensity
131 
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
305-5
Reduction of GHG emissions
120–122, 128, 131
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology

160
Raiffeisen Bank International  I  Sustainability Report 2020
Forewords
Overview
Sustainability 
management
Responsible
banker
Fair partner –
Employees
Fair partner –
Inhouse ecology
Engaged
citizen
Sustainability program, 
GRI and TCFD Index
Key
AR
Annual report
CoC
Code of Conduct
FS
Financial Sector
GRI
Global Reporting Initiative
RBI
RBI Group
RP
Remuneration Policy
RR
Remuneration Report
GRI Code
Description
Reference
Explanation
Fair Partner – Inhouse ecology
GRI 306 – 2016: Efﬂuents and Waste
306-2
Waste by type and disposal method
129–131  
www.rbinternational.com/en/who-we-are/sustainability/inhouse-ecology
Material Topic: Stakeholder engagement
GRI 103-1,-2, 
-3 2016
Management approach
4, 7, 22, 29–34, 38–41, 125–126
Disclosures for the sector
Product portfolio
G4-FS5
Interactions with clients, investees and business
partners regarding enviromental and social risks
and opportunities
125–126
Engaged citizen
Material Topic: Commitment to society and the environment
GRI 103-1,-2, 
-3 2016
Management approach
4, 7, 15 19, 22, 133–151
GRI 201 – 2016: Economic Performance
201-1
Direct economic value generated and distributed
133, 135, 137
Disclosures for the sector
Marketing and Labeling
G4-FS16
Initiatives to enhance ﬁnancial literacy by type of
beneﬁciary
136; 141–143
Material Topic: Stakeholder engagement
GRI 103-1,-2, 
-3 2016
Management approach
7, 29–34, 38–41, 134–135, 148
Disclosures for the sector
Product portfolio
G4-FS5
Interactions with clients, investees and business
partners regarding enviromental and social risks
and opportunities
148–151

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TCFD Disclosure Index
The Financial Stability Board of the G20 created the Task Force on Climate-related Financial Disclosures (TCFD) to 
improve and increase reporting of climate-related ﬁnancial information. The TCFD has developed a framework to help 
public companies and other organizations more effectively disclose climate-related risks and opportunities through their 
existing reporting processes. RBI welcomes these recommendations. 
In the course of reporting climate protection-relevant data to CDP, we report comprehensively on climate-related 
risks and opportunities. To manage our greenhouse gas emissions, we launched a project in 2020 to evaluate long-term 
scenarios that adjust for different levels of global warming. Climate-related risks are identiﬁed, assessed and managed 
as part of the general risk management process.
Recommendations
Topic
Chapter/Further Information
Reference
Governance
Board’s oversight of climate related risks and opportunities
Foreword of the Management Board and Supervisory Board
page 4–7
Management’s role in assessing and managing climate related 
risks and opportunities 
CDP 
C1.1
 
Chapter Sustainable corporate management
page 19–20
Chapter Governance and Compliance
page 22–23
Chapter Responsible banker 
(Business strategy)
page 48–49
Annual report
page 26–41
Remuneration report 
4.2.3
Remuneration policy
2.4.1. 7ff, 2.9 15–16
Strategy
Climate related risks and opportunities the organization has 
identiﬁed over the short, medium, and long term
CDP
C2.1a
Impact of climate-related risks and opportunities on the 
organization’s businesses, strategy, and ﬁnancial planning
CDP
C2.1b, C2.3a, C3.1e
Chapter Responsible banker 
(Impacts, risks and opportunities)
page 46–48
Chapter Responsible banker 
(Business strategy)
page 48–49
Chapter Responsible banker 
(Sustainable ﬁnancing, Sustainable investment products)
page 68–80
Resilience of the organization’s strategy, taking into 
consideration different climate related scenarios, 
including a 2°C or lower scenario
CDP
C-FS14.3
Risik management
Organization’s processes for identifying and assessing 
climate related risks
CDP
C1.2a, C2.2, C3.1
Organization’s processes for managing climate related risks
Chapter Responsible banker 
(Economic sustainability)
page 50–51
Chapter Responsible banker 
(Ecological product responsibility)
page 51–52
How processes for identifying, assessing, and managing 
climate-related risks are integrated into the organization’s 
overall risk management
Chapter Responsible banker 
(Lending policy and lending decision policy)
page 56–61
Chapter Responsible banker 
(Responsibility in the core business for products and services)
page 51–52
Chapter Responsible banker 
(Lending policy and lending decision policy)
page 56–61
Key ﬁgures and goals
Metrics used by the organization to assess climate related 
risks and opportunities in line with its strategy and risk 
management process
Chapter Responsible banker 
(Business strategy)
page 48–49
CDP
C11.3
Scope 1, Scope 2, and, if appropriate, Scope 3 
greenhouse gas (GHG) emissions, and the related risks
Chapter Inhouse ecology
page 118–122, 
128–131
CDP
C7.9, C6, C8, C-FS14.1
Targets used by the organization to manage climate related risks 
and opportunities and performance against targets
Chapter Inhouse ecology
page 120
Foreword of the Supervisory Board
page 4–5
CDP
C4.1, C4.2
Compensation report
4.2.3
Compensation policy
2.4.1. 7ff, 2.9 15–16
Speciﬁc key ﬁgures for the banking sector:
•฀Weighted฀average฀carbon฀intensity
Chapter Responsible banker 
(Business strategy, Sustainable investment products)
page 48–49, 61–62, 
72–81
•฀Total฀carbon฀emissions
Chapter Responsible banker 
(Business strategy, Sustainable investment products)
page 48–49, 72–81
•฀Carbon฀footprint
Chapter Responsible banker 
(Business strategy, Sustainable investment products)
page 48–49, 72–81
•฀Carbon฀intensity
CDP
Chapter Responsible banker 
(Business strategy, Sustainable investment products)
C6.10
page 48–49, 72–81

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GRI and TCFD Index
Statement of all legal representatives
We conﬁrm to our best knowledge that the summarized, consolidated, non-ﬁnancial report provided in accordance with the international 
framework ”GRI Standards” (option “core”) contains that information pursuant to sections 267a(2), 243b(2) of the Austrian Commercial 
Code that is necessary for an understanding of the course of business, business results and position of RBI as well as the impacts of its 
activities and at least refers to environmental matters, social matters, employee matters, the respect of human rights and the ﬁght against 
corruption. The information comprises a description of the business model of RBI as well as the concepts followed with regard to the 
concerns of inclusively applied due diligence processes essential risks that will probably have negative impacts on the matters as well as 
the results from the concepts and the most important performance indicators.
Vienna, 2 March 2021
The Management Board
Johann Strobl
Chief Executive Ofﬁcer responsible for Group Marketing, Active Credit Management, Group Sustainability Management, 
Legal Services, Chairman’s Ofﬁce, Group Communications, Group Executive Ofﬁce, Group & Organisational Innovation, 
Group Internal Audit, Group Investor Relations, Group Planning & Finance, Group Subsidiaries & Equity Investments, 
Group Tax Management, Group Treasury and Group Strategy & Innovation
Łukasz Januszewski
Member of the Management Board responsible for Group Capital
Markets Corporates & Retail Sales, Group Capital Markets 
Trading & Institutional Sales, Group Investment Banking, 
Group Investor Services, Group MIB Business Management & 
IC Experience, Institutional Clients and Raiffeisen Research
Andreas Gschwenter
Member of the Management Board responsible 
for Group Core IT, Group Data, Group Efﬁciency Management, 
Group IT Delivery, Group Procurement, 
Outsourcing & Cost Management, Group Security,
Resilience & Portfolio Governance and Head Ofﬁce Operations

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GRI and TCFD Index
Peter Lennkh
Member of the Management Board responsible for Corporate
Customers, Corporate Finance, Group Corporate Business 
Strategy & Steering, International Leasing Steering & Product 
Management and Trade Finance & Transaction Banking
Hannes Mösenbacher
Member of the Management Board responsible for Financial
Institutions, Country & Portfolio Risk Management, 
Group Advanced Analytics, Group Compliance, 
Group Corporate Credit Management, Group Regulatory Affairs & 
Data Governance, Group Risk Controlling, Group Special 
Exposures Management, International Retail Risk Management 
and Sector Risk Controlling Services
Andrii Stepanenko
Member of the Management Board responsible International 
Retail Business Management & Steering, Sales & Distribution, 
International Premium & Private Banking, International Retail CRM, 
International Retail Lending, International Retail Online Banking, 
International Retail Payments and 
International Small Business Banking

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GRI and TCFD Index
Assurance report
Raiffeisen Bank International AAG, VVienna, AAustria 
Independent Assurance Report on the Non-financial Report according to 
§§ 243b and 267a UGB as to 31 December 2020 
2 March 2021 
This report is a translation of the original report in German, which is solely valid. 
To the Board of Directors of  
Raiffeisen Bank International AG, 
Vienna, Austria 
This English language independent assurance report is a translation provided for information purposes only. 
The original German text shall prevail in the event of any discrepancies between the English translation and 
the German original. We do not accept any liability for the use of, or reliance on, the English translation nor 
for any errors or misunderstandings that may derive from the translation. 
Independent Assurance Report on the Non-financial 
Reporting according to §§ 243b and 267a UGB 
We have performed an independent limited assurance engagement on the combined 
consolidated non-financial report according to §§ 243b and 267a UGB ("NFI report") for the 
financial year 2020, which has been published as Sustainability Report 2020 of 
Raiffeisen Bank International AG, 
Vienna, Austria 
(referred to as "RBI" or "the Company"). 
Management's Responsibility 
The Company's management is responsible for the proper preparation of the NFI report in 
accordance with the reporting criteria. The Company applies the legal requirements of the 
Austrian Sustainability and Diversity Improvement Act (§§ 243b and 267a UGB) and the 
sustainability reporting guidelines of the Global Reporting Initiative (GRI Standards) Option "Core" 
as reporting criteria.  
The Company’s management is responsible for the selection and application of appropriate 
methods for non-financial reporting (especially the selection of significant matters) as well as the 
use of appropriate assumptions and estimates for individual non-financial disclosures, given the 
circumstances. Furthermore, their responsibilities include the design, implementation and 
maintenance of systems, processes and internal controls that are relevant for the preparation of 
the sustainability report in a way that is free of material misstatements – whether due to fraud 
or error. 
Auditors' Responsibility 
Our responsibility is to state whether, based on our procedures performed and the evidence we 
have obtained, anything has come to our attention that causes us to believe that the Company’s 
NFI report is not in accordance with the legal requirements of the Austrian Sustainability and 
Diversity Improvement Act (§§ 243b and 267a UGB) and the sustainability reporting guidelines 
of the Global Reporting Initiative (GRI Standards) Option "Core" in all material respects.

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GRI and TCFD Index
Raiffeisen Bank International AG, Vienna, Austria 
Independent Assurance Report on the Non-financial Report according to 
§§ 243b and 267a UGB as to 31 December 2020 
2 March 2021 
This report is a translation of the original report in German, which is solely valid. 
Our engagement was conducted in conformity with the International Standard on Assurance 
Engagements (ISAE 3000) applicable to such engagements. These standards require us to 
comply with our professional requirements including independence requirements, and to plan 
and perform the engagement to enable us to express a conclusion with limited assurance, taking 
into account materiality.  
An independent assurance engagement with the purpose of expressing a conclusion with limited 
assurance ("limited assurance engagement")  is substantially less in scope than an independent 
assurance engagement with the purpose of expressing a conclusion with reasonable assurance 
("reasonable assurance enagement"), thus providing reduced assurance. Despite diligent 
engagement planning and execution, it cannot be ruled out that material misstatements, illegal 
acts or irregularities within the non-financial report will remain undetected. 
The procedures selected depend on the auditor's judgment and included the following 
procedures in particular: 
— Inquiries of personnel at the group level, who are responsible for the materiality analysis, in 
order to gain an understanding of the processes for determining material sustainability topics 
and respective reporting thresholds of the Company; 
— A risk assessment, including a media analysis, on relevant information on the Company’s 
sustainability performance in the reporting period;  
— Evaluation of the design and implementation of the systems and processes for the collection, 
processing and monitoring of disclosures on environmental, social and employees matters, 
respect for human rights, anti-corruption as well as bribery, including the consolidation of data;
— Inquiries of personnel at the group level, who are responsible for providing, consolidating and 
implementing internal control procedures relating to the disclosure of concepts, risks, due 
diligence processes, results and performance indicators; 
— Inspection of selected internal and external documents, in order to determine whether 
qualitative and quantitative information is supported by sufficient evidence and presented in 
an accurate and balanced manner; 
— Assessment of the local data collection, validation and reporting processes as well as the 
reliability of the reported data through a sample survey of the network banks Raiffeisen Bank 
Zrt. (Hungary), Tatra banka, a.s. (Slovakia) und Raiffeisen Bank Aval (Ukraine); 
— Analytical evaluation of the data and trend of quantitative disclosures regarding the GRI 
Standards listed in the GRI-Index, submitted by all locations for consolidation at the group 
level; 
— Evaluation of the consistency of the Austrian Sustainability and Diversity Improvement Act 
(§§ 243b and 267a UGB) and the GRI Standards, Option "Core" to disclosures and indicators  
of the NFI report, which apply to the Company;  
— Evaluation of the overall presentation of the disclosures by critically reading the NFI report.

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GRI and TCFD Index
Raiffeisen Bank International AAG, VVienna, AAustria 
Independent Assurance Report on the Non-financial Report according to 
§§ 243b and 267a UGB as to 31 December 2020 
2 March 2021 
The procedures that we performed do not constitute an audit or a review. Our engagement did 
not focus on revealing and clarifying of illegal acts (such as fraud), nor did it focus on assessing 
the efficiency of management. Furthermore, it is not part of our engagement to audit future-
related disclosures, prior year figures, statements from external sources of information, expert 
opinions or references to more extensive external reporting formats of the Company. Disclosures 
audited within the scope of the annual financial statement were assessed for correct 
presentation (no content examination). Third party data used for the disclosure of financed CO2 
emissions of corporate loans and for CO2 reduction of the Green Bond portfolio was also not part 
of our engagement. 
Conclusion 
Based on the procedures performed and the evidence we have obtained, nothing has come to 
our attention that causes us to believe that the NFI report of the Company is not in accordance 
with the legal requirements of the Austrian Sustainability and Diversity Improvement Act 
(§§ 243b and 267a UGB) and the sustainability reporting guidelines of the Global Reporting 
Initiative (GRI Standards) Option "Core" in all material respects. 
Restriction on use 
Because our report will be prepared solely on behalf of and for the benefit of the principal, its 
contents may not be relied upon by any third party, and consequently, we shall not be liable for 
any third party claims. We agree to the publication of our audit certificate together with the NFI 
report. 
This report is a translation of the original report in German, which is solely valid. 
This document was signed with a qualified electronic signature and only this electronic version is valid. 
General Conditions of Contract 
Our responsibility and liability towards the Company and any third party is subject to paragraph 7 
of the General Conditions of Contract for the Public Accounting Professions. 
Vienna, 2 March 2021 
 
KPMG Austria GmbH
 
 
Wirtschaftsprüfungs- und Steuerberatungsgesellschaft
 
 
Peter Ertl
 
 
 
Austrian Chartered Accountant
Senior Manager Sustainability Services
 
p.p. Michaela Schmiedchen, MSc

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Abbreviations
ABC
Anti-Bribery and Corruption
AIDS
Acquired Immune Deﬁciency Syndrome
AktG
Aktiengesetz (Stock Corporation Act)
AML 
Anti Money Laundering
API
Application Programming Interfaces 
AR
Annual Report
ASVG
Allgemeines Sozialversicherungsgesetz (General Social Security Act)
AT
Austria
ATM
Automatic Teller Machine
AVAL
Raiffeisen Bank Aval JSC, Ukraine
AWS
Austria Wirtschaftsservice Gesellschaft mbH
B
Board
B-1
“Board minus 1“ – direct management level (or ﬁrst management level) under the Management Board
B-2 
“Board minus 2“ – second management level under the Management Board
BIC
Bildungscenter (Education Center)
BMSVG
Betriebliches฀Mitarbeiter-฀und฀Selbstständigenvorsorgegesetz฀(Corporate฀Staff฀and฀Self-Employment฀Provison฀Act)
BREEAM
Building Research Establishment Environmental Assessment Methodology
CC
Corporate Citizenship
CDP
Carbon Disclosure Project
CE
Central Europe 
CEE
Central and Eastern Europe
CEO
Chief Executive Ofﬁcer
CEF
Customer Experience Framework
CG
Corporate Governance
CIS
Commonwealth of Independent States 
CMC
Certiﬁed Management Consultant
CO2e
CO2-equivalent
CoC
Code of Conduct
COFAG
COVID-19-Finanzierungsagentur des Bundes GmbH (COVID-19 Federal Financing Agency GmbH)
COP 21
21st Conference of the Parties (21. Climate Conference 2015 in Paris)
CRO
Chief Risk Ofﬁcer
CRM
Customer-Relationship-Management
CSSP
Center for Social and Sustainable Products AG
CSR
Corporate Social Responsibility
CTF
Counter-Terrorism Financing
DACH
Deutschland, Österreich und Schweiz (Germany, Austria and Switzerland)
DAX
Deutscher Aktienindex (German Stock Index)
DGNB
Deutsche Gesellschaft für Nachhaltiges Bauen (German Sustainable Building Council)
EACB
European Association of Co-Operative Banks
EBA
European Banking Authority
EBRD
European Bank for Reconstruction and Development 
ECB
European Central Bank
EE
Eastern Europe 
EEA
European Economic Area
EIB
European Investment Bank
EM
Emerging Markets
EMAS
Eco Management and Audit Scheme
EMEA
Europe, Middle East, Africa
EMI
European Movement International
ESG
Environment Social Governance
E&S
Environmental & Social
ESMA
European Securities and Markets Authority
ESMS
Environmental and Social Management System
ESC
European Staff Council 
EStG
Einkommensteuergesetz (Income Tax Act)
EU
Europäische฀Union฀(European฀Union)
EUROFI
The European think tank dedicated to ﬁnancial services
EUROSIF
European Sustainable Investment Forum
EZB
Europäische฀Zentralbank฀(European฀Central฀Bank)
FATF
Financial Action Task Force
FAQ
Frequently Asked Questions 
FFP
Filtering Face Piece
FH
Fachhochschule (University of Applied Sciences)

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FH Bﬁ
Fachhochschule des Bundesförderinstitutes (University of Applied Sciences of the Federal Development Institute)
FH OÖ
Fachhochschule Oberösterreich (University of Applied Sciences Upper Austria)
FNG
Forum Nachhaltige Geldanlagen (Sustainable Investment Forum)
FTSE
Financial Times Stock Exchange
GDPR
General Data Protection Regulation
GFK
Growth from Knowledge
GHG
Greenhouse gas
GICS
Global Industry Classiﬁcation Standard
GRI
Global Reporting Initiative
GWh
Gigawatt hour 
HIV
Human Immunodeﬁciency Virus
HR
Human Resources
HTL
Höhere Technische Bundeslehranstalt (Higher Federal Technical College)
IC
Institutional Clients
ICC
International Chamber of Commerce
ICEUR
International Center for Advanced and Comparative EU-Russia-NIS Research
ICPC
International Collegiate Programming Contest
ICMA
International Capital Market Association
IFC
International Finance Corporation
IMAS
Institut für Markt-Sozialanalysen Ges.m.b.H. (Institute for Market and Social Analysis Ges.m.b.H.)
ISIN
International Securities Identiﬁcation Number 
ISO
International Organization for Standardization 
ISS
Institutional Shareholder Services
Kathrein
Kathrein Privatbank AG
KCM
Kathrein Capital Management GmbH
Km
Kilometer
KfW
Kreditanstalt für Wiederaufbau (Reconstruction Credit Institute)
KPI
Key Performance Indicator
KRR
Rahmenkredit für Großunternehmen (Credit Line for Large Companies) 
KYC
Know Your Customer
KWh
Kilowatt hour
LC
Large Corporates
LEED
Leadership in Energy and Environmental Design
LED
Light-emitting diode
LGBTI
Lesbian, gay, bisexual, transsexual, intersexual
LGBTIQ
Lesbian, gay, bisexual, transsexual, intersexual and queer
LobbyG
Lobbying- und Interessenvertretungs-Transparenz-Gesetz (Lobbying and Advocacy Transparency Law)
M&A
Mergers and Acquisitions
MIB
Management Information Base
MidCaps
Companies with less than 3,000 employees
MiFID
Markets in Financial Instruments Directive 
MIGA
Multilateral Investment Guarantee Agency 
mona
Sustainability Monitoring Tool
MS
Microsoft
MSCI
Morgan Stanley Capital International
MWh
Megawatt hour
NaDiVeG
Nachhaltigkeits฀und฀Diversitätsverbesserungsgesetz฀(Austrian฀Sustainability฀and฀Diversity฀Improvement฀Act)
NFI
Non-ﬁnancial information
NGO
Non Governmental Organization
NIS
Newly Independent States and Russia
NPO
Non-Financial Information
NPS
Net Promoter Score
NWB
Netzwerkbanken (Network banks)
NWOW
New World of Work
OeKB
Oesterreichische Kontrollbank AG 
ÖGNI
Österreichische Gesellschaft für nachhaltige Immobilien (Austrian Society for Sustainable Real Estate)
ÖGUT
Österreichische Gesellschaft für Umwelt und Technik (Austrian Society for Environment and Technology)
ÖHT
Österreichische Hotel- und Tourismusbank GmbH (Austrian Tourism Bank)
OpRisk
Operational Risk
ÖRV
Österreichischer Raiffeisenverband (Austrian Raiffeisen Association)
PACTA
Paris Agreement Capital Transition Assessment
PCAF
Partnership for Carbon Accounting Financials
PDF/UA
PDF/Universal Accessibility

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Sustainability program, 
GRI and TCFD Index
PKG
Pensionskassengesetz (Pension Fund Act)
Pkm
Passengerkilometers
P&OI
Group People & Organisational Innovation
PP
Percentage Points
PRI
Principles of Responsible Investment 
PV
Photovoltaics
RBAL
Raiffeisen Bank Sh.A., Albanien
RBBG
Raiffeisenbank (Bulgaria) EAD
RBBH
Raiffeisen BANK d.d. Bosna i Hercegovina
RBBY
Priorbank JSC, Belarus
RBCZ
Raiffeisenbank a.s., Czech Republic
RBG
Raiffeisen Banking Group in Austria
RBHR
Raiffeisenbank Austria d.d., Croatia
RBHU
Raiffeisen฀Bank฀Zrt.,฀Hungary
RBI
Raiffeisen Bank International Group
RBI AG
Raiffeisen Bank International AG
RBKO
Raiffeisen Bank Kosovo J.S.C.
RBRO
Raiffeisen Bank S.A., Romania
RBRS
Raiffeisen banka a.d., Serbia
RBRU
AO Raiffeisenbank, Russia
RBSK
Raiffeisen Bausparkasse Gesellschaft m.b.H.
RCB
Raiffeisen Centrobank AG
RCM
Raiffeisen Capital Management
respACT
Austrian Business Council for Sustainable Development
RKAG
Raiffeisen Kapitalanlage-Gesellschaft m.b.H.
RL
Raiffeisen-Leasing GmbH
RNI
Raiffeisen Nachhaltigkeits-Initiative (Raiffeisen Sustainability Initiative)
SASB
Sustainability Accounting Standards Board
SDGs
Sustainable Development Goals  
SEE
South Eastern Europe 
SFDR
Sustainable Finance Disclosure Regulation
SME
Small and medium Enterprises 
SMURD
Serviciul Mobil de Urgent,   a˘   Reanimare s,  i Descarcerare (Mobile Emergency Service for Resuscitation and Extrication)
SRI
Socially Responsible Investment
STEM
Science Technology Engineering Mathematics
SWIFT
Society for Worldwide Interbank Financial Telecommunication 
t
Ton
TBSK
Tatra banka, a.s., Slovakia
TCFD
Task Force on Climate-Related Financial Disclosures 
TCO
Total Cost of Ownership
tkm
Ton kilometers
TOM
Target Operating Model
TU
Technische฀Universität฀Wien฀(Vienna฀University฀of฀Technology)
UGB
Unternehmensgesetzbuch (Austrian Commercial Code)
UK
United Kingdom
UN
United Nations
UNEP
UN Environment Programme
UNEP FI
UN Environment Programme Finance Initiative
UNGC
United Nations Global Compact
UNIQA
UNIQA Österreich Versicherungen AG (UNIQA Austria Insurance Ltd.)
UN PRI
UN Principles for Responsible Investment
US
United States (of America)
USD
United States Dollar
USP
Unique Selling Proposition 
Valida
Valida Holding AG
VBV
VBV-Vorsorgekasse (Provident Fund)
VfU
Verein für Umweltmanagement und Nachhaltigkeit in Finanzinstituten e.V. (Association for Environmental Management and Sustainability)
VÖIG
Vereinigung Österreichischer Investmentgesellschaften
VR
Virtual Reality 
WKO
Wirtschaftskammer Österreich (Austrian Economic Chamber)
WU
Wirtschaftsuniversität฀Wien฀(Vienna฀University฀of฀Economics฀and฀Business)
ZHS
ZHS฀Office-฀&฀Facilitymanagement฀GmbH

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Sustainability Report 2020 
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Raiffeisen Bank 
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Sustainability Report 2020 
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© AdobeStock
Sustainability Report 2020 
(Consolidated Non-Financial Report)
T: +43-1-71707-0
www.rbinternational.com
Am Stadtpark 9 
1030 Vienna
Raiffeisen Bank 
International AG
© AdobeStock
Sustainability Report 2020 
(Consolidated Non-Financial Report)
T: +43-1-71707-0
www.rbinternational.com
Am Stadtpark 9 
1030 Vienna
Raiffeisen Bank 
International AG