Banking financial statements | |||
OKATO territory code | Code of the credit institution (branch) | ||
OKPO | Registration No. (/sequential No.) | ||
45 | 42949474 | 3294 |
(published form) for 2019
Full name or short name of the credit organization | Non-banking Credit Organization Joint Stock Company National Settlement Depository | |
Address (location) of the credit organization: | 12 Spartakovskaya St., Moscow 105066 | |
OKUD code 0409806
Quarterly (annual) |
Line | Item description | Note |
For the reporting
period, RUB'000 |
For the previous
reporting period, RUB'000 |
1 | 2 | 3 | 4 | 5 |
I. ASSETS | ||||
1 | Cash | 3.1, 3.28, 5 | 1 975 | 2 222 |
2 | Balances with the Central Bank of the Russian Federation | 3.2, 3.28, 5 | 2 163 103 | 3 178 121 |
2.1 | Minimum reserve deposits | 0 | 0 | |
3 | Due from credit institutions | 3.3, 3.28, 5 | 156 454 116 | 108 339 250 |
4 | Financial assets at fair value through profit or loss | 3.4, 5 | 25 594 | 12 106 377 |
5 | Net loans receivable at amortized cost | 0 | 0 | |
5а | Net loans receivable | 0 | 0 | |
6 | Net investments in financial assets measured at fair value through other comprehensive income | 3.5, 5 | 20 027 605 | 0 |
6а | Net investments in securities and other financial assets available for sale | 3.6 | 0 | 9 233 |
7 | Net investments in securities and other financial assets at amortized cost (other than net loans receivable) | 0 | 0 | |
7а | Net investments in securities held to maturity | 0 | 0 | |
8 | Investments in subsidiaries and associates | 0 | 0 | |
9 | Current income tax assets | 27 825 | 11 000 | |
10 | Deferred income tax asset | 98 478 | 109 973 | |
11 | Property and equipment, intangible assets and inventories | 3.7 | 4 884 838 | 4 902 521 |
12 | Non-current assets held for sale | 0 | 0 | |
13 | Other assets | 3.8, 5 | 743 904 | 703 593 |
14 | Total assets | 184 427 438 | 129 362 290 | |
II. LIABILITIES | ||||
15 | Loans, deposits and other balances due to the Central Bank of the Russian Federation | 3.9, 5 | 200 | 234 |
16 | Customer accounts at amortized cost | 3.10, 3.11, 5 | 159 301 739 | 92 517 192 |
16.1 | Due to credit institutions | 3.10, 5 | 137 574 123 | 75 507 859 |
16.2 | Customer accounts (other than credit institutions) | 3.11, 5 | 21 727 616 | 17 009 333 |
16.2.1 | Deposits by individuals, including individual entrepreneurs | 0 | 0 | |
17 | Financial liabilities at fair value through profit or loss | 0 | 0 | |
17.1 | Deposits by individuals, including individual entrepreneurs | 0 | 0 | |
18 | Debt securities issued | 0 | 0 | |
18.1 | At fair value through profit or loss | 0 | 0 | |
18.2 | At amortized cost | 0 | 0 | |
19 | Current income tax liabilities | 0 | 40 677 | |
20 | Deferred tax liabilities | 0 | 0 | |
21 | Other liabilities | 3.12, 5 | 12 841 083 | 25 536 241 |
22 | Allowance for losses under loan commitments, other losses and transactions with offshore residents | 20 | 21 | |
23 | Total liabilities | 172 143 042 | 118 094 365 | |
III. EQUITY | ||||
24 | Shareholders' (participants') equity | 3.13 | 1 180 675 | 1 180 675 |
25 | Treasury shares | 0 | 0 | |
26 | Share premium | 0 | 0 | |
27 | Reserve fund | 3.14 | 177 101 | 177 101 |
28 | Fair value revaluation of financial assets at fair value through other comprehensive income decreased by deferred tax liability (increased by deferred tax asset) | 61 254 | 0 | |
29 | Revaluation of property, equipment and intangible assets decreased by deferred tax liability | 0 | 0 | |
30 | Revaluation of liabilities (assets) on payment of long-term benefits | 0 | 0 | |
31 | Revaluation of hedging instruments | 0 | 0 | |
32 | Grant financing (property investments) | 0 | 0 | |
33 | Change in fair value of the financial liability attributable to changes in the credit risk | 0 | 0 | |
34 | Allowances for expected credit losses | 5 405 | 0 | |
35 | Retained earnings (accumulated deficit) | 10 859 961 | 9 910 149 | |
36 | Total equity | 12 284 396 | 11 267 925 | |
IV. OFF-BALANCE SHEET COMMITMENTS | ||||
37 | Irrevocable commitments | 11 086 324 | 17 856 159 | |
38 | Guarantees issued | 0 | 0 | |
39 | Non-credit contingent liabilities | 0 | 0 |
Banking financial statements | |||
OKATO territory code | Code of the credit institution (branch) | ||
OKPO | Registration No. (/sequential No.) | ||
45 | 42949474 | 3294 |
(published form) for 2019
Full name or short name of the credit organization | Non-banking Credit Organization Joint Stock Company National Settlement Depository | |
Address (location) of the credit organization: | 12 Spartakovskaya St., Moscow 105066 | |
OKUD code 0409807
Quarterly (annual) |
Section 1. Profit and loss
Line | Item description | Note |
For the reporting period, RUB'000 |
For the corresponding period
of the previous year, RUB'000 |
1 | 2 | 3 | 4 | 5 |
1 | Interest income, total, including: | 3.15, 5 | 1 240 183 | 1 702 313 |
1.1 | due from credit institutions | 3.15, 5 | 78 554 | 263 461 |
1.2 | on loans to customers (other than credit organizations) | 0 | 0 | |
1.3 | from finance lease services | 0 | 0 | |
1.4 | from investments in securities | 3.15, 5 | 1 161 629 | 1 438 852 |
2 | Interest expense, total, including: | 3.16 | 219 708 | 147 906 |
2.1 | deposits by credit organizations | 3.16 | 219 708 | 147 906 |
2.2 | on deposits by customers (other than credit organizations) | 0 | 0 | |
2.3 | securities issued | 0 | 0 | |
3 | Net interest income (negative interest margin) | 1 020 475 | 1 554 407 | |
4 | Change in allowance for losses and allowance for expected credit losses on loans and loan equivalents, balances on correspondent accounts and accrued interest income, total, including: | 3.23, 5 | 864 | 0 |
4.1 | Change in allowance for losses and allowance for expected credit losses on accrued interest income | 3.23, 5 | 281 | 0 |
5 | Net interest income (negative interest margin) after allowance for losses | 1 021 339 | 1 554 407 | |
6 | Net gain on financial assets at fair value through profit or loss | 3.17, 5 | 2 396 410 | -62 024 |
7 | Net income from operations with financial liabilities at fair value through profit or loss | 0 | 0 | |
8 | Net gain on securities at fair value through other comprehensive income | 3.18, 5 | -14 153 | 0 |
8а | Net gain on securities available for sale | 0 | 0 | |
9 | Net gain on securities at amortized cost | 0 | 0 | |
9а | Net gain on securities held to maturity | 0 | 0 | |
10 | Net gain on foreign exchange operations | 3.19, 5 | -18 310 | 1 160 917 |
11 | Net gain on foreign currency revaluation | 3.20 | -1 048 718 | -989 938 |
12 | Net gain from operations with precious metals | 0 | 0 | |
13 | Income from investments in other entities | 0 | 0 | |
14 | Fee and commission income | 3.21, 5 | 6 038 267 | 5 293 011 |
15 | Fee and commission expense | 3.22, 5 | 510 983 | 549 553 |
16 | Change in allowance for losses and allowance for expected credit losses on securities measured at fair value through other comprehensive income | -7 038 | 0 | |
16а | Change in allowance for losses on securities available for sale | 0 | 0 | |
17 | Change in allowance for losses and allowance for expected credit losses on securities at amortized cost | 0 | 0 | |
17а | Change in allowance for losses on securities held to maturity | 0 | 0 | |
18 | Change in allowance for other losses | 3.23, 5 | 72 823 | -13 382 |
19 | Other operating income | 3.24, 5 | 49 266 | 45 589 |
20 | Net income (expense) | 7 978 903 | 6 439 027 | |
21 | Operating expenses | 3.25, 5 | 3 257 733 | 2 920 737 |
22 | Profit (loss) before income tax | 4 721 170 | 3 518 290 | |
23 | Tax benefit (expense)* | 3.26 | 1 014 076 | 761 008 |
24 | Profit (loss) from continuing operations | 3 707 094 | 2 757 282 | |
25 | Profit (loss) from discontinued operations | 0 | 0 | |
26 | Profit (loss) for the reporting period | 3 707 094 | 2 757 282 |
Section 2. Other comprehensive income
Line | Item description | Note |
For the reporting
period, RUB'000 |
For the corresponding period
of the previous year, RUB'000 |
1 | 2 | 3 | 4 | 5 |
1 | Profit (loss) for the reporting period | 3 707 094 | 2 757 282 | |
2 | Other comprehensive income (loss) | Х | Х | |
3 | Items that are not reclassified to profit or loss, total, including: | 0 | 0 | |
3.1 | change in property and equipment and intangible assets revaluation reserve | 0 | 0 | |
3.2 | change in revaluation reserve for liabilities (assets) on defined post-employment benefit plans | 0 | 0 | |
4 | Income tax related to items that cannot be reclassified to profit or loss | 0 | 0 | |
5 | Other comprehensive income (loss) that cannot be reclassified to profit or loss, net of income tax | 0 | 0 | |
6 | Items that can be reclassified to profit or loss, total, including: | 83 325 | 0 | |
6.1 | change in revaluation reserve for financial assets at fair value through other comprehensive income | 83 325 | 0 | |
6.1а | change in revaluation reserve for financial assets available for sale | 0 | 0 | |
6.2 | change in revaluation reserve for financial liabilities at fair value through profit or loss | 0 | 0 | |
6.3 | change in cash flow hedge reserve | 0 | 0 | |
7 | Income tax related to items that can be reclassified to profit or loss | 16 666 | 0 | |
8 | Other comprehensive income (loss) that can be reclassified to profit or loss, net of income tax | 66 659 | 0 | |
9 | Other comprehensive income (loss), net of income tax | 66 659 | 0 | |
10 | Financial result for the reporting period | 3 773 753 | 2 757 282 |
№ | Principle | Compliance |
1 | Ensuring governance of National Settlement Depository («NSD» or the «Company»), which meets the Company’s strategic objectives, is consistent with the Company’s corporate values and the scope of its business, and meets the needs and interests of its clients |
While NSD is a non-public company, NSD seeks to apply the best standards and practices in corporate governance. Application of the best standards and practices in corporate governance, as well as of the NSD’s and Moscow Exchange Group’s development strategy, is crucial to NSD’s growth. The key objective of NSD’s corporate governance is to build efficient decision-making mechanisms designed to manage strategic risks and to address growth challenges. NSD’s corporate governance system comprises NSD’s management, controlling, and other bodies. Interaction between NSD’s shareholders is based on the Shareholders Agreement and aimed at maintaining the balance of interests of all NSD’s shareholders. The Company cooperates with its clients effectively and seeks to act in their best interests. NSD’s Customer Committees are the key tool of such cooperation. NSD has 8 Customer Committees members of which are representatives of NSD’s clients. The Customer Committees are NSD’s advisory bodies that discuss and formulate proposals for arrangement and improvement of client services, improvement of settlement technologies, and expansion of the range of products and services. They also discuss initiatives of making amendments to laws and regulations. The detailed information on NSD’s Customer Committees and their activities is available on NSD’s web site at www.nsd.ru. |
2 |
Ensuring that Supervisory Board’s activities are based on:
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NSD’s strategic objectives are defined as part of the NSD’s and Moscow Exchange Group’s Development Strategy. The Company’s strategic objectives are subject to continuous monitoring by the Executive Board, Strategy Committee, and Supervisory Board. In accordance with NSD’s Articles of Association, the Supervisory Board is responsible for strategic governance of the Company by:
On 23 April 2019, the Supervisory Board approved the NSD Development Strategy 2019−2024 (pre-approved by the Strategy Committee of NSD’s Supervisory Board), which sets out NSD’s strategic objectives until 2024. NSD’s Supervisory Board exercises control over the performance of executive bodies by:
In 2019, NSD’s Supervisory Board reviewed and took note of the following reports:
On 12 March 2019, NSD’s Supervisory Board reviewed the performance of executive bodies' members against their Key Performance Indicators and resolved to pay performance bonuses to them for 2018. No shortcomings were identified in the performance of NSD’s executive bodies. An assessment of the state of corporate governance at NSD in accordance with the Bank of Russia’s guidelines (an «Assessment») is an important tool designed to monitor the quality of corporate governance, including the effectiveness of Supervisory Board’s work. An assessment is conducted at least on annual basis under the leadership of the Supervisory Board, and for this purpose officers are designated to collect and summarize information and to issue a report on the state of corporate governance to the Supervisory Board. In 2019, NSD’s Supervisory Board conducted a scheduled Assessment in accordance with the methodology recommended by the Bank of Russia, with a focus, in particular, on the following areas of Supervisory Board’s work:
The assessment involved completing a questionnaire by the Supervisory Board members. The final assessment report was presented and approved at the meeting of the Supervisory Board on 5 March 2019. In accordance with NSD’s Articles of Association, Supervisory Board’s management duties and control functions are segregated. In terms of its control functions, the Supervisory Board controls:
In terms of its management duties, the Supervisory Board is responsible for the overall management of the Company. In particular, the Supervisory Board approves key guiding principles of Company’s operations, its strategy and business priorities, annual budgets, and risk management and internal control principles and approaches. In its work, the Supervisory Board follows the principle of accountability. Supervisory Board members act in the best interests of NSD, in good faith and reasonably, and may be held liable for their fraudulent or unreasonable practices, including where their actions or omissions were contrary to customary business practices or customary business risk. If their actions or omissions have caused damages to NSD or its shareholders, Supervisory Board members are liable to pay such damages. |
3 | Ensuring the functioning of NSD’s internal control, internal audit, and risk management systems |
At NSD, internal controls, internal audit, and risk management meet the Russian statutory requirements to NSD and the international guidelines for internal control, internal audit, and risk management systems. The Internal Control Department (ICD) is responsible for ongoing control over NSD’s regulatory risk management practices as CSD, professional securities market participant, credit institution, clearing house, and trade repository; in particular, the ICD performs the internal control functions for the purposes of anti-money laundering, combating the financing of terrorism and the financing of proliferation of weapons of mass destruction, and combating insider trading and market manipulation. The ICD keep records of regulatory risk events, analyzes them, and assesses their probability and potential impact. The head of ICD reports potential and/or actual regulatory risk events that have resulted (or are capable to result) in significant consequences to the Chairperson of Executive Board. At least on an annual basis, the head of ICD submits an ICD performance report to the Supervisory Board. NSD ensures that the ICD performs its functions without any interference from NSD’s business units or employees. The Internal Audit Department (IAD) is responsible for internal audits, including ongoing independent assessment of reliability, efficiency and effectiveness of internal controls, corporate governance, and business processes at NSD, as well as of the risk management system, and efficiency of the methods applied by NSD to ensure security of its assets. The IAD audits all areas of NSD’s business, and any business unit or employee can be audited. The Company ensures the operational continuity, independence and impartiality of the IAD, as well as professional competence of its head and staff. NSD also ensures that the IAD smoothly and effectively exercises its functions. The IAD and the head of IAD report to, and are directly controlled by, NSD’s Supervisory Board. The Company has in place a risk management system that is adequate to the nature and scope of its operations and encompasses risk reduction and mitigation measures; a risk monitoring system that ensures reporting necessary information to NSD’s management bodies; and a process designed to manage key risks that can potentially have negative impact on NSD’s operations. Risk management duties are allocated between the Supervisory Board, executive bodies, heads of NSD’s key business units, the Risk Management Department, and the Internal Control Department (the latter is responsible for regulatory risk management). Information regarding the risk management system in place at NSD is communicated to shareholders, the Bank of Russia, and other stakeholders on a regular basis, by way of reporting or on the Company’s web site. |
4 | Ensuring prevention, identification, and management of conflicts of interest arising in NSD’s operations, and corruption control |
The measures taken by the Company to prevent conflicts of interest are set out in NSD’s internal regulations, including in the Conflict of Interest Prevention Policy and the Code of Professional Ethics. The purpose of such measures is to prevent a situation in which employees' personal interests may hinder or prevent them from performing their duties in good faith and efficiently. In managing corruption risk, NSD acts in accordance with the key principles set out in NSD’s Anti-Bribery and Corruption Policy: prevention of any corrupt practices; investigation of any situations that show signs, or give reason to suggest existence, of corruption risk; analysis of risks in business relations with counterparties; and employee awareness-raising and training. The key measures taken to control corruption risk are:
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5 | Ensuring the equitable and fair treatment of all shareholders exercising their right to participate in Company’s management, and striking a balance between the rights and interests of NSD’s clients and those of its counterparties or other stakeholders |
NSD ensures equitable and fair treatment of all shareholders exercising their right to participate in Company’s management. Each shareholder may participate in a physical (in-person) General Meeting of Shareholders and cast a vote by any of the following methods: by mailing the voting ballot, or by attending the meeting personally, or by e-voting. Shareholders can use the e-voting option by completing an e-voting ballot on the dedicated web site. To ensure equitable treatment of all shareholders, NSD provides information regarding the convocation of a meeting and meeting materials both in Russian and in English, and also translates voting ballots into English to remove voting barriers for non-Russian shareholders in accordance with the OECD guidelines. Moreover, NSD seeks to establish long-term, stable, and mutually beneficial relations with its counterparties. NSD chooses its counterparties through a tender process that makes the contracting process transparent and allows the Company to choose best counterparties. |
6 | Ensuring the transparency of NSD’s operations and efficient communications between NSD and its shareholders and other stakeholders |
Ensuring the transparency of NSD’s operations and efficient communications between NSD and its shareholders and other stakeholders is one of the key corporate governance principles followed by NSD. To enable its shareholders to make reasonable and informed decisions and to ensure the transparency of its operations, NSD discloses, in a timely fashion, full and accurate information on its activities, as required by Russian law and NSD’s internal regulations. NSD’s shareholders enjoy equal rights to gain access to all corporate information. NSD’s shareholders and other stakeholders may receive full and accurate information, including information on NSD’s financial standing, performance, governance, shareholders, and any material facts that affect NSD’s financial and business activities. Information is disclosed in accordance with NSD’s Information Disclosure Rules (the «Rules») approved by the Supervisory Board. The Rules set out the procedure for information disclosure, i.e., the procedure for ensuring that information on NSD is accessible by any interested party in the manner that enables such party to find and receive necessary information, including:
The principal channel used by NSD for information disclosure is NSD’s web site at www.nsd.ru that is used to post information sufficient to understand any material aspects of the Company’s business. Non-Russian shareholders and clients have access to the English-language version of NSD’s web site, including Company’s news, constitutional documents, key financials and operational performance figures, information on corporate governance, and contact details. |