Otkritie Financial Corporation Bank Presentation

Otkritie Financial Corporation Bank Presentation December 2014 There is always a place Life is open for discoveries for discoveries in our life otkritiefc.ru

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Important notice On June 11, 2014, NOMOS-BANK was renamed as Otkritie Financial Corporation Bank and received a new logo. These changes take place as part of the process to rebrand Otkritie Financial Corporation and subsequently create a strong and unique brand for all of the group's entities. 3

Agenda Business Profile Parent Organization and Structure Financial Performance Strategy and Key Highlights Appendix 4

Otkritie Financial Corporation Bank at a glance Key financials (IFRS) One of the largest privately-owned and 6 th largest banking group in Russia by total assets (1). Strong growth track record, both organically and through acquisitions. Extensive distribution platform includes 556 branches and outlets in 58 regions across Russia (2). Broad geographic network with focus on 7 key regions Moscow, Khanty-Mansiysk/Tyumen/Yamalo-Nenets, St. Petersburg, Novosibirsk, Samara/Saratov, Yekaterinburg, and Khabarovsk. Multi-segment business franchise, servicing 3.2mn retail clients, 19.9k corporates, 140k SME customers. Strategic shareholder, Otkritie Holding (61.49% in OFC Bank), committed to balanced development and risk minimization. Otkritie Financial Corporation Bank, PJSC (former NOMOS) (RUB billions) 2012 2013 3Q2014 Total assets 899.9 1,379.1 1,517.0 Gross customer loans 612.5 912.1 1,042.0 Customer accounts (3) 479.9 829.1 919.4 Net loans/customer deposits (%) 123.1 106.0 109.4 Total equity 90.4 139.4 141.3 Net profit 15.0 17.3 6.6 Tier 1 ratio 10.8 10.2 10.0 Total capital ratio 16.3 14.4 14.5 ROAE 18.3 17.5 8.6 NIM (%) 4.9 4.4 5.2 CIR (%) 47.8 41.3 48.6 International credit ratings Corporate, investment & private banking Moody s S&P 54.17% Khanty Mansiysk Otkritie Bank, PJSC (4) Otkritie Financial Corporation Bank Ba3 BB- Khanty-Mansiysk Otkritie Bank Ba3 BB- Retail Micro and small business Private banking (1) IFRS data as of 30 September 2014. (2) All banks in Otkritie Banking Group, including mini-offices of Khanty-Mansiysk Otkritie Bank, data as of 5 November 2014. (3) Including PNs issued to clients. (4) Integration of Otkritie Bank (OB) and the Bank of Khanty-Mansiysk (BKM) in the form of merger by absorption of OB by BKM tооk place on 5 November 2014. 5

Sberbank VTB Bank Gazprombank Alfa-Bank Russian Agricultural Bank OFC Bank UniCredit Bank Rosbank Promsvyazbank Raiffeisenbank Credit Bank of Moscow Rossiya Bank (1) Bank Saint Petersburg Russian Standard Bank AK BARS Bank One of the largest Russian private banking groups (IFRS total assets, RUB in billions) 19 390 9 755 3 811 6 th largest banking group in Russia Systemically important financial institution Breaking away ahead of most private banks in terms of asset size Continuing to target faster than market average asset growth Growing organically as well as through acquisitions 1 676 1 656 1 517 (2) 1 397 942 893 783 749 487 441 440 366 362 Source: IFRS data as of 30 June 2014 Local banks (private) Foreign banks (private) State-owned 6 (1) Data for Bank Rossiya is in accordance with Russian Accounting Standards (RAS) (2) Data as of 30 September 2014

Strong consolidation track record Profitable organic growth and successful acquisitions have driven Otkritie Financial Corporation Bank from the #105 Russian bank in 1997 (1) to the #6 Russian banking group by total assets as of 30 September 2014 (2) Regiobank (2005) 98.4% for RUB 477m (3) Loans: RUB 2.1bn (7) Deposits: RUB 2.8bn (7) Branches and other outlets: 5 (7) High market share in Khabarovsk Moskovsky Capital (2008) Acquisition of assets and deposits only Loans: RUB 11.2bn Deposits: RUB 13.0bn Branches and other outlets: 41 Offices, loan portfolio and deposits acquired VEFK-Sibir (2009) 100% for RUB 803m in capital Loans: RUB 2.1bn Deposits: RUB 3.4bn Branches and other outlets: 13 High market share in Novosibirsk Novosibirsk Municipal Bank (2009) 75.1% for RUB 256m (4) Loans: RUB 2.6bn Deposits: RUB 5.5bn Branches and other outlets: 27 High market share in Novosibirsk Bank of Khanty-Mansiysk (2010) 51.3% for RUB 12.1bn (5) Loans: RUB 102.4bn Deposits: RUB 83.1bn Branches and other outlets: 167 (6) High market share in Khanty- Mansiysk and Tyumen Otkritie Bank (2013-2014) Acquired 55.5% Loans: RUB 92.3bn Deposits: RUB 145.9bn Branches and other outlets: 209 High market share, esp. in St. Petersburg, Samara, Ekaterinburg, and Saratov (RUB in billions) 35 29 26 23 19 17 16 18 13 13 13 8 8 7 6 6 1 517.0 1 379.1 50 899.9 530.2 662.1 105 0.7 2.2 5.8 11.7 17.6 22.0 35.3 47.9 85.5 109.5 199.0 277.8 277.1 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 3Q 2014 Total IFRS assets, RUB bn OFC Bank rank Financial crisis (1) Source: OFC Bank. (2) Source: According to IFRS as of 30 September 2014. (3) Acquired 68.05% in March 2005 and 30.34% by September 2010. (4) BKM acquired 25.4% in April 2009 and 49.8% for a total of RUB 256m by September 2010. (5) Acquired 19.98% for RUB 4.7bn in November 2010 and 31.31% for RUB 7.4bn in December 2010. (6) Includes 27 branches and other outlets of Novosibirsk Municipal Bank. (7) Loans, deposits, branches are at the date of acquisition. 7

Comprehensive combined network across Russia with 7 main financial hubs 3.2 million retail clients 58 regions 556 branches and outlets 2,410 ATMs St. Petersburg + Leningrad region Branches and outlets 75 Tyumen (including Khanty-Mansiysk and Yamalo-Nenets) Branches and outlets 153 Moscow + Moscow region Branches and outlets 59 Kaluga Tula Belgorod Lipetsk Ryazan Saransk Rostov-on-Don Krasnodar Kaliningrad St-Petersburg Moscow Pskov Ryazan Yaroslavl Veliky Novgorod Novy Urengoy Murmansk Vladimir Khanty-Mansiysk Norilsk Ivanovo Archangelsk Tver Vologda N.Novgorod Yoshkar-Ola Kirov Krasnoyarsk Khabarovsk +Khabarovsk region Branches and outlets 10 Sochi Nalchik Vanino Stavropol Saratov + Samara Branches and outlets 16 Voronezh Volgograd Saratov Penza Orenburg Tyumen Kurgan Perm Novosibirsk Omsk Kemerovo Tomsk Barnaul Bratsk Irkutsk Krasnokamensk Birobidzhan Vladivostok Ulyanovsk Samara Cheboksary Kazan Izhevsk Ufa Chelyabinsk Yekaterinburg Yekaterinburg + Sverdlovsk region Branches and outlets 25 Novosibirsk + Novosibirsk region Branches and outlets 40 Khabarovsk 8 Note: data as of 5 November 2014.

Agenda Business Profile Parent Organization and Structure Financial Performance Strategy and Key Highlights Appendix 9

Current structure of Otkritie Holding and Otkritie Financial Corporation Bank 18.32% (1) Otkritie Holding 61.49% Banking Group 99.5% (2) Otkritie Financial Corporation Bank (former NOMOS-BANK) Corporate banking Capital markets Private Banking Petrocommerce Bank 54.17% Khanty Mansiysk Otkritie Bank (3) Прочие бизнесы Other businesses Retail Micro and small business Private Banking Otkritie Capital Insurance Asset management Broker Otkritie Financial Corporation Bank (OFC Bank) will keep free-float in ordinary shares on the Moscow Exchange. Otkritie Holding intends to finalize the acquisition of Petrocommerce Bank in 2015. (1) Shareholder agreement for the 18.32% stake is to be concluded between Otkritie Holding and OFC Bank (2) Otkritie Hoding s target stake in Petrocommerce, which is currently owned by IFD Kapital. The total amount of the deal is RUB19bn, out of which RUB16bn has been raised through a new share issue by Otkritie Holding and RUB3bn is the cash component. In July 2014 IFD Kapital acquired a 19.9% stake in Otkritie Holding as part of the additional RUB16 bn issue. A shareholders agreement between Otkritie Holding and OFCB is anticipated. The agreement will transfer the control over Petrocommerce to OFCB in order to build a unified banking group. (3) Integration of Otkritie Bank (OB) and the Bank of Khanty-Mansiysk (BKM) in the form of merger by absorption of OB by BKM tооk place on 5 November 2014. 10

Planned restructuring of the Banking Group 2014 Otkritie Bank Integration Bank of Khanty-Mansiysk completed Corporate portfolios 2014-2016 Retail + SME portfolios Not earlier than 2015 Otkritie Financial Corporation Bank (former NOMOS) Integration Petrocommerce Bank Integration of Otkritie Bank (OB) and the Bank of Khanty-Mansiysk (BKM) in the form of merger by absorption of OB by BKM took place on November 5, 2014. No additional capital was required. Transfer of loan portfolios will be done gradually, in the course of two years. Integration of OFC Bank and Petrocommerce Bank is to start in 2015, whereas the exact integration mechanism is to be determined. 11

Target structure of the Banking Group Banking Group Corporate and Investment Bank (consolidating bank) Otkritie Financial Corporation Bank (former NOMOS) + Petrocommerce Bank Corporate banking Financial markets Private Banking Controlling stake Full-service Retail and SME Bank (subsidiary bank) Khanty Mansiysk Otkritie Bank Retail Micro and small business Private Banking The largest private banking group in Russia with assets circa RUB 2 trillion (incl. Bank Petrocommerce). The consolidated Corporate and Investment Bank will be a top-8 Russian bank by net assets. The consolidated Retail and SME Bank is a top-15 Russian bank by net assets. 12

Legal names and brand names For the Retail and SME Bank, Otkritie brand name is used on the federal level. In Western Siberia, the well-recognized brand name of Bank of Khanty-Mansiysk is used with the added descriptor of Otkritie Group. Otkritie Holding, JSC Banking Group Controlling stake Otkritie Financial Corporation Bank, PJSC* (former NOMOS) Controlling stake Khanty Mansiysk Otkritie Bank, PJSC* Risks of losing business and client attrition are mitigated as customers will be dealing with familiar brand names. Minimal costs of changing sign boards. The new brand platforms launched in June 2014. 13 * HQ of both banks are in Moscow

Shareholder structure of Otkritie Financial Corporation Bank Changes in the ownership structure In August 2012, Otkritie Holding announced the intention to purchase and consolidate the total share of ICT Group (1) (the Bank s founding shareholder) by the end of 2014. In September 2013, Otkritie Holding consolidated the controlling stake (51%) in the Bank through partial acquisition of ICT Group s stake and stakes of two other minority shareholders. In October 2013, the Bank placed an additional share issue via a secondary public offering on the Moscow Exchange. A total of 21,800,000 shares were placed at RUB 875 per share. As a result, the Bank raised RUB 19.08 bn of new capital through the SPO. Subsequently, Otkritie Holding acquired the remaining shares from ICT Group, further increasing its stake in the Bank. OFC Bank raised RUB 21.4 bn of equity as part of a new share issue on the Moscow Stock Exchange in November 2014 (2). Currently, Otkritie Holding owns 61.49% of Otkritie Financial Corporation Bank voting stock. Current ownership structure Free float 38.51% (b) (SPO November 2014) 15.88% (a) Including subsidiaries (b) Including non-state pension funds Otkritie Holding (a) 61.49% Going forward, Otkritie Holding will maintain the controlling stake in the Bank (1) ICT Group unites the following individuals: Alexander Nesis, Alexey Gudaitis, Nikolay Dobrinov, Igor Finogenov, Dmitry Sokolov, and Andrey Petropavlovskiy. (2) Alongside with the strategic investor who acquired approximately 7.43% in the Bank's capital, a number of institutional investors, that have not previously held any of the Bank's shares, as well as private investors participated in the SPO in November 2014. 14

Supervisory Board and Senior Management Supervisory Board Composition Ruben Aganbegyan Chairman; General Director and Member of the Board of Directors of Otkritie Holding, Former CEO of Moscow Exchange Vadim Belyaev Founder and major shareholder of Otkritie Holding, Chairman of the Board of Directors, President of Otkritie Holding Dmitry Romaev Member of the Board of Directors of Otkrite Holding, President and Chairman of the Management Board of OFC Bank Alexey Karakhan Deputy CEO for Strategic Communications, Member of the Management Board of Otkritie Holding Dmitry Vasiliev Independent Director Chairman of Audit Committee, Former Chairman of the Russian Federal Commission on the Securities Market Committees Denis Stepanov Independent Director President of «Central Properties»; former Deputy Chairman and CFO of Bank Zenit Alexander Zelenov Independent Director Head of the Financial Institutions Department at VEB Dmitry Mizgulin Chairman of the Management Board and CEO of BKM Audit Committee Nomination and Remuneration Committee Strategy Committee Risk Committee Dmitry Vasiliev, Chairman Ruben Aganbegyan Alexander Zelenov Denis Stepanov Ruben Aganbegyan, Chairman Alexey Karakhan Dmitry Vasiliev Ruben Aganbegyan, Chairman Vadim Belyaev Dmitry Romaev Dmitry Vasiliev, Chairman Ruben Aganbegyan Alexander Zelenov Denis Stepanov Management Board Composition Management team with proven track record as successful bankers and business builders Dmitry Romaev President and Chairman of the Management Board, Member of the Supervisory Board OFC Bank Elena Budnik Deputy Chairman of the Management Board, Head of Retail Banking Irina Gordeeva Deputy President, Head of Corporate Banking Victor Tyutin Chief Financial Officer Anatoly Predtechensky Deputy Chairman of the Management Board, Senior Vice- President, CRO Svetlana Fridman Natalia Matyinina Roman Vlasov Senior Vice- President, Middle- Office Operations Senior Vice- President, Transaction business, Corporate regional lending Senior Vice- President, Corporate Lending, Factoring, M&A 15

Agenda Business Profile Parent Organization and Structure Financial Performance Strategy and Key Highlights Appendix 16

Operating performance of the Group Revenue composition (RUB in billions, breakdown in %) Other Net trading income net fees and commissions Net interest income Revenue/ Avg. assets 44.7 17.8% 70.2% 53.2 17.0% 76.5% 71.1 18.7% 91.2% 53.3-12.2% (2) 2012 2013 9M 2014a 9M 2014 6.0% 5.1% 5.0% Operating expenses (RUB in billions, breakdown in %) Other Depreciation Staff expenses CIR Costs/ Avg. assets 21.4 22.0 26.7% 27.0% 8.0% 7.1% 65.3% 65.9% 34.6 32.2% 7.7% 60.1% 26.0 2012 2013 9M 2014a 9M 2014 47.8% 41.3% 2.9% 2.1% 48.6% 2.4% (2) Cost of risk (RUB in billions, breakdown in %) Loan loss provision expense Cost of risk (%) 0.9% 5.0 1.2% 9.0 2.5% 24.2 18.2 2012 2013 9M 2014a 9M 2014 (2) Profitability (RUB in billions, breakdown in %) 18.3% 17.5% Net profit 8.6% 15.0 17.3 RoAE (%) 8.8 6.6 2012 2013 9M 2014a 9M 2014 (1) (2) CoR/ Avg. assets 0.7% 0.9% 1.7% RoAA 2.0% 1.7% 0.6% 17 (1) ROE is to reach 14.9% (net of losses from negative revaluation of securities during 9M 2014) (2) Annualized hereinafter through the presentation

Corporate business Loan portfolio dynamics (1) Deposit portfolio dynamics (2) (RUB in billions) (RUB in billions) +21.4% 668.9 576.9 551.2 +21.5% 66.5 +30.6% 474.7 422.0 78.4 +72.6% 275.1 44.0 231.1 396.3 510.4 31-Dec-12 31-Dec-13 30-Sept-14 31-Dec-12 31-Dec-13 30-Sept-14 Term deposits Current accounts Profitability results Net F&C income (RUB in billions, %) 21.7 18.0% 11.2 30.7 25.0 19.8% 18.0% 15.1 13.2 23.1 11.4 (RUB in billions) 3.3 0.3 0.4 0.6 2.1 4.3 0.3 3.7 0.4 0.2 0.3 0.9 0.7 2.6 2.8 3.2 0.2 0.3 0.7 2.1 2012 2013 9M 2014a 9M2014 (4) Revenue Profit before tax RORAC 2012 2013 9M 2014a 9M 2014 Documentary operations Settlements (3) (3) Cash operations Other FX operations and operations with PM (1) Net loan portfolio (2) Including PNs to clients (3) Annualized (4) Return on risk adjusted capital 18

Retail business Loan portfolio dynamics (1) Deposit portfolio dynamics (2) (RUB in billions) (RUB in billions) +1.7% 274.6 279.4 90.1 +92.1% 173.1 +8.7% 188.1 157.3 38.6 +74.6% 66.5 53.3 208.1 226.1 118.7 31-Dec-12 31-Dec-13 30-Sept-14 31-Dec-12 31-Dec-13 30-Sept-14 Term deposits Current accounts Profitability results (RUB in billions, %) 30.4 25.5% 20.3% 22.8 14.4 11.3 2.8 3.0 2.8% 0.7 0.5 2012 2013 9M 2014a(3) 9M 2014 Revenue Profit before tax RORAC (4) Net F&C income (RUB in billions) 6.5 2.8 4.9 0.2 3.8 3.2 2.1 1.2 0.4 3.5 0.3 0.2 2.1 2.3 2.6 2012 2013 9M 2014a 9M 2014 Settlements Cash operations Insurance broker commission other (3) (1) Net loan portfolio (2) Including PNs to clients (3) Annualized (4) Return on risk adjusted capital 19

Small business Loan portfolio dynamics (1) Deposit portfolio dynamics (2) (RUB in billions) (RUB in billions) 38.9 +24.0% 48.3-11.4% 42.8 28.7 +76.8% 50.6 13.4-20.9% 40.1 9.5 6.8 21.9 37.2 30.5 31-Dec-12 31-Dec-13 30-Sept-14 31-Dec-12 31-Dec-13 30-Sept-14 Term deposits Current accounts Profitability results (RUB in billions, %) 48.0% Net F&C income (RUB in billions) 2.2 4.9 2.3 5.6 32.2% 1.8 7.2 5.4 16.5% 1.0 0.7 1.3 1.3 0.5 0.4 0.7 0.8 0.4 1.7 1.7 0.3 1.2 2012 2013 9M 2014a 9M 2014 Revenue Profit before tax RORAC (4) (3) (3) 2012 2013 9M 2014a 9M 2014 Documentary operations Settlements Cash operations FX operations and operations with PM Other (1) Net loan portfolio (2) Including PNs to clients (3) Annualized (4) Return on risk adjusted capital 20

Net interest income growth Net interest income Net interest margin (RUB in billions) 64.8 (%) 10.5 11.0 11.8 10.2 10.6 11.2 11.6 12.0 31.4 +29.6% 40.7 +59.2% 48.6 7.1 7.6 7.9 6.7 7.2 7.4 7.1 7.7 2012 2013 9M 2014a 9M 2014 (1) 4.4 4.4 4.9 4.4 4.4 5.1 5.4 5.1 1Q13 2Q13 3Q13 4Q13 2013 1Q14 2Q14 3Q14 Average rate on interest-bearing liabilities Average interest rate on interest-earning assets Net interest margin Average rate on loans to customers (%) Average rate on customer accounts (%) 11.6 10.6 11.3 15.1 14.2 14.1 15.0 13.4 16.6 11.4 12.3 12.6 5.8 7.6 7.0 7.0 6.5 6.1 6.4 5.6 5.5 2.2 2.8 2.2 Corporate Small Retail Total Corporate Small Retail Total 2012 2013 9M 2014 2012 2013 9M 2014 21 (1) Annualized

Strong and diversified funding Liabilities composition (RUB in billions, breakdown in %) Customer accounts composition (1) (RUB in billions, breakdown in %) 123.1% 106.0% 109.4% 809.5 1 239.7 1 375.7 6.3% 5.1% 6.9% 6.3% 5.3% 4.8% +72.8% 829.1 22.6% +10.9% 919.4 17.6% 59.3% 66.9% 66.8% 479.9 22.0% 78.0% 77.4% 82.4% 26.4% 20.7% 20.4% 31-Dec-2012 31-Dec-2013 30-Sept-2014 Due to banks and CBR Customer accounts and PN issued to clients Debt securities issued Subordinated debt L/D (1) Other Bonds and subordinated debt repayments schedule (RUB in billions as of 30 September 2014) 32.5 14.3 16.4 15.3 (2) 9.5 8.1 8.5 1.0 3.9 6.6-4.0 6.5 - - 1.4-2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2045 Russian bonds Eurobonds Other subordinated debt Subordinated eurobonds 291.7 262.9 37.3% 31-Dec-2012 31-Dec-2013 30-Sept-2014 30.6% Current accounts (RUB in billions, breakdown in %) 230.0 334.7 29.4% 95.0 104.3 39.0% 12.2% 12.2% Term deposits Contractual maturity of customer accounts 164.5 156.5 Up to 1 month 1-3 months 3 months to 1 year 1 year to 5 years Over 5 years 31-Dec-2013 30-Sept-2014 21.0% 18.2% 0.4 0.1 22 (1) Including PNs to clients (2) NOMOS, BO-02 bonds were repaid 18 October 2014 in accordance with the schedule

250.0 200.0 150.0 100.0 50. 0 0.0-50.0-100.0-150.0 Assets quality NPL dynamics (RUB in billions) (RUB in millions) 36.4 Cost of risk (RUB in billions) 26.3 24.2 12.0 2.0% 2.9% 3.5% Loan loss provision expense 5.0 9.0 31-Dec-2012 31-Dec-2013 30-Sept-2014 (1) Total NPL NPL ratio (in %) Cost of risk 2012 2013 9M 2014a 0.9% 1.2% 2.5% LLP ratio and NPL coverage (%) (%) 183.0 124.7 100.2 3.6 3.6 2.9 3.5 3.5 2.0 0.9 0.6 0.7 NPLs by segment (%) 6.4 5.5 4.1 1.8 1.8 1.9 1.8 9.6 8.7 31-Dec-2012 31-Dec-2013 30-Sept-2014 31-Dec-2012 31-Dec-2013 30-Sent-2014 LLP ratio Share of renegotiated loans NPL ratio NPL coverage ratio Corporate Small Retail 23 (1) Loans overdue more than 90 days

A well-diversified portfolio Corporate business Small business Retail Industry breakdown Transport and communication 3% Other 13% Manufacturing 11% Wholesale and retail trade 12% Industry breakdown Services 18% Other 9% Operations with real estate 8% Wholesale trade 17% Product breakdown Car 3% Mortgage 30% Services 15% Operations with real estate 10% Non-residential construction 11% Leasing 7% Residential construction 7% Total gross loans: RUB 687.0 bn Mining 11% Non-residential construction 5% Residential construction 1% Manufacturing 9% Retail trade 24% Total gross loans: RUB 46.3 bn Transport and communication 9% Consumer 67% Total gross loans: RUB 203.0 bn Exposure to related party loans as at Sept. 30, 2014 Loan and deposit concentrations as at Sept. 30, 2014 (%) (%) 16.8% 34.7% Related parties 3.3% Other 96.7% 6.7% Тоp 10 Тоp 11-20 5.7% Тоp 10 Тоp 11-20 Total gross loans to customers: RUB 1 042.0 bn Loans to customers (excl. REPO) Customer accounts (excl. REPO) 24

CT1 CAR: 10.0%, total CAR: 14.5% Capital adequacy (RUB (RUB in in billions) Total risk weighted assets (RWA) (RUB in billions) 16.3% 14.4% 14.5% 10.8% 10.2% 10.0% +2.8% 45.3 +43.7% 56.4 61.3 +3.7% +62.9% 1 337.4 1 375.0 88.5 135.8 138.0 821.0 31-Dec-2012 31-Dec-2013 30-Sept-2014 31-Dec-2012 31-Dec-2013 30-Sent-2014 Tier 1 capital Tier 2 capital Tier 1 ratio (%) Total CAR (%) 25

Conservative risk management approach Credit risk Market risk Liquidity risk Operational risk Comprehensive and conservative risk management approach Multi level system of credit risk control Systematic analysis and monitoring by independent credit risk department Clear segregation of duties is reflected in the hierarchy and system of delegation for lending decisions Adequate portfolio collateralization, use of guarantees Conservative credit risk management has allowed NPL ratios to remain at relatively low levels Set of limits on the portfolio structure Limits on the share of project finance loans, unsecured loans, single borrowers/counterparties or groups of affiliated entities and industry exposure (incl. for specific industries) Prudent market risk management policies Comprehensive systems of limits (on types of instruments, issuers, counterparties, etc.), set by ALCO Proprietary trading targeting high quality issuers; zero equity exposure policy Fixed income instruments from domestic issuers accounting for the vast majority of the securities portfolio Open currency position minimized through hedging Strong liquidity position supported by a diversified funding base, successful track record in attracting corporate and retail deposits and wholesale funding in capital markets Healthy loans to deposits ratio High share of deposits in the funding structure Nine Eurobond issues, four of which are outstanding Substantial Treasury portfolio for liquidity management purposes, reflecting liquidity stress testing results Strong track record in attracting government support in crisis time, authorised credit limit from Central Bank Significant volume of securities from Lombard List of Central Bank in the proprietary portfolio Prudent operational risk management policies Continuous update and analysis of the database on the occurred cases of operational risks Insurance policy against operational risks Prompt re adjustment of operational procedures to eliminate identified sources of risk 26

Agenda Business Profile Parent Organization and Structure Financial Performance Strategy and Key Highlights Appendix 27

Key pillars of the Banking Group s strategy Enhance corporate banking relationships and continue to focus on profitable segments Expand the retail banking business Further develop investment banking business by cross selling to the existing client base Continue to focus on mid-sized corporates with annual revenues of up to RUB 10bn Increase corporate banking activity in the regions Focus on enhancing sales through increasing the number of regional corporate banking managers Leverage the full mix of distribution channels Base expansion on low-cost channels with controlled risk Leverage the bank s cross-selling potential Continue developing a comprehensive platform for a full private banking Maintain a strong focus on its current lines of business Further develop fee generating businesses Cross-sell foreign exchange products by integrating IB operations with the corporate banking business Leverage the potential of small business banking in Russia Maintain a leading position in small business in Russia Maintain a high level of diversification across sectors and industries Enhance the group s coverage of the small business segment and margins Capitalizing on core competencies for each bank of the Group 28

Benefits from the consolidation of retail business Integration of Otkritie Bank (OB) and the Bank of Khanty-Mansiysk (BKM) in the form of merger by absorption of OB by BKM tооk place on November 5, 2014. Bank of federal importance. The consolidated bank became a top- 15 bank by assets, ahead of Credit Bank of Moscow and Bank St. Petersburg (1), it holds approximately 1% of retail deposits in Russia. The consolidated bank can count on systemic support on its own, not just as part of the Otkritie FC banking group. More diversified loan portfolio. Better diversified and more stable loan portfolio. By the end of 2015, the consolidated bank plans to have a loan book in which 64% of clients are retail clients and 26% of retail lending is mortgage lending. Expanded client base, improved customer loyalty. Increased and better diversified customer base. Total number of retail customers of both banks amounts to 2.6 mln, and SMEs to 99,8 thous. (2) Experience in servicing recipients of social benefits, such as retired people (OB), and public sector employees (BKM). Complementary office network. Office networks of both banks are complementary to each other. The merged office network comprises 476 outlets, including 71 mini-offices (3), in 57 Russian regions. Centralized risk management. Centralized risk management and problem loans management incorporates relevant best practices of both banks, resulting in minimized risks of loss. Current ownership structure of Khanty-Mansiysk Otkritie Bank Ferrosplav Invest 27.15% (*) Including subsidiaries Minority 0.36% Otkritie Holding 18.32% OFCB 54.17% (*) (1) Source: Interfax-CEA as at 01.10.2014, Bank s calculations. (2) As of 01.10.2014 (3) As of 05.11.2014 29

Key highlights Experienced management team, strong corporate governance and shareholders committed to balanced development and risk minimization Solid financial standing and conservative risk management demonstrated across the economic cycle Strong platform for small business and retail banking growth Resilient corporate banking business model and solid platform for future expansion 30

Agenda Business Profile Parent organization and structure Financial Performance Strategy and Key Highlights Appendix 31

Key financial ratios (RUB in billions) 2012 9М 2013 2013 9М 2014 Balance sheet items Total assets 899.9 1,034.0 1,379.1 1,517.0 Gross customer loans 612.5 743.9 912.1 1,042.0 Customer accounts (1) 479.9 620.4 829.1 919.4 Shareholders' equity 74.7 86.0 106.3 112.5 Total equity 90.4 104.0 139.4 141.3 Income statement items Net interest income 31.4 29.1 40.7 48.6 Net fee and commission income 7.9 6.5 9.0 10.0 Total revenue 44.7 38.5 53.2 53.3 Net profit 15.0 13.2 17.3 6.6 Profitability & efficiency metrics (%) RoAE 18.3 18.4 17.5 8.6 RoAA 2.0 1.8 1.7 0.6 Net interest margin 4.9 4.6 4.4 5.2 Cost/income ratio 47.8 41.4 41.3 48.6 Net fees and commissions/total revenue 17.8 17.0 16.9 18.7 Liquidity ratios (%) Net loans/customer deposits (1) 123.1 116.2 106.0 109.4 Net loans/total assets 65.6 69.7 63.8 66.3 Asset quality ratios (%) Coverage ratio 183.0 139.0 124.7 100.2 NPL/Gross loans 2.0 2.2 2.9 3.5 Cost of risk 0.9 1.1 1.2 2.5 Provisions/Gross loans 3.6 3.1 3.6 3.5 Capitalisation ratios (%) Tier 1 ratio 10.8 10.4 10.2 10.0 Total capital ratio 16.3 15.8 14.4 14.5 32 (1) Including PNs issued to clients

Balance sheet Otkritie FC Banking Group Growth, % (RUB in billions) 2012 2013 30-Sept-14 2012-2013 2013-3Q2014 Assets Cash and balances with the Central Bank 58.1 96.7 63.4 66.4 (34.4) Due from banks 111.6 133.7 86.5 19.8 (35.3) Securities and other financial assets 109.4 221.5 307.3 102.5 38.7 Loans and receivables (gross) 612.5 912.1 1 042.0 48.9 14.2 Impairments (21.9) (32.8) (36.4) 49.9 11.0 Net customer loans 590.6 879.3 1 005.6 48.9 14.4 Property and equipment 11.1 16.2 14.9 45.8 (8.0) Other assets 19.2 31.7 39.3 65.2 24.0 Total assets 899.9 1 379.1 1 517.0 53.2 10.0 Liabilities Due to banks 213.5 257.2 280.0 20.5 8.9 Customer accounts (1) 479.9 829.1 919.4 72.8 10.9 Bonds and Eurobonds 42.6 64.0 55.1 50.2 (13.9) Other liabilities (2) 22.6 25.9 47.8 14.6 84.5 Subordinated debt 50.9 63.5 73.4 24.8 15.6 Total liabilities 809.5 1 239.7 1 375.7 53.1 11.0 Total equity 90.4 139.4 141.3 54.3 1.4 33 (1) Including PNs issued to clients (2) Including other PNs issued

Income statement Otkritie FC Banking Group Growth, % (RUB in billions) 9М 2013 2013 1Q2014 2Q2014 3Q2014 9М 2014 Y-o-Y 9М14-9М13 Q-o-Q 3Q14-2Q14 Interest income 70.7 97.8 34.3 35.7 37.0 107.0 51.4 3.5 Interest expenses (41.6) (57.1) (18.7) (19.1) (20.6) (58.4) 40.2 8.3 Net interest income 29.1 40.7 15.6 16.7 16.3 48.6 67.3 (2.0) Net fee and commission income 6.5 9.0 3.6 3.2 3.1 10.0 52.6 (1.5) Net trading income 0.8 0.8 (3.4) (0.3) (2.8) (6.5) (945.3) 882.6 Net gains from securities (0.9) (1.0) (3.2) 0.4 (2.3) (5.1) 435.2 (708.0) Net gain on FX operations, operations with PM and other derivatives 1.7 1.7 (0.2) (0.3) (0.3) (0.8) (148.8) (0.6) Net gain on AFS investments 0.0 0.0 (0.1) (0.3) (0.2) (0.6) н.д. (35.5) Net gain/(loss) on disposal of loans 1.4 1.5 (0.2) 0.3 (0.4) (0.3) (120.6) (223.2) Other non-interest income 0.7 1.2 0.5 0.8 0.3 1.6 133.2 (57.8) Net non-interest income 9.4 12.5 0.5 4.0 0.3 4.7 (49.8) (92.6) Revenue 38.5 53.2 16.1 20.6 16.6 53.3 38.7 (19.4) Operating expenses (15.9) (22.0) (8.5) (8.9) (8.5) (25.9) 62.9 (4.4) Pre provision profit 22.5 31.2 7.6 11.7 8.1 27.4 21.6 (30.8) Provision for impairment losses (5.9) (9.0) (4.8) (6.9) (7.4) (19.1) 221.3 7.2 Profit before tax 16.6 22.2 2.8 4.8 0.7 8.3 (49.8) (85.6) Income tax expense (3.4) (4.9) (0.7) (1.0) (0.3) (2.0) (41.0) (70.8) Realised net gain on discontinued operations - - 0.3 - - 0.3 100.0 - Net profit 13.2 17.3 2.4 3.8 0.4 6.6 (50.0) (89.6) attributable to shareholders 11.0 14.9 2.1 3.8 1.2 7.0 (35.9) (69.3) 34

Results on business segments (RUB in billions) Corporate banking Small business banking Retail banking Investment banking Net loans to customers (30 Sept 2014) 668.9 42.8 188.1 105.6 Customer accounts (30 Sept 2014) 516.9 39.2 279.3 22.7 Revenue (9M 2014) 23.1 5.4 22.8 0.15 # of clients ~19,874 ~139,989 ~ 3,2 mln >700 2013 9М2014 2013 9М2014 2013 9М2014 2013 9М2014 % of loans 62.9 66.5 5.5 4.3 19.7 18.7 11.9 10.5 % of deposits 55.1 60.2 6.3 4.6 35.2 32.6 3.4 2.6 % of revenue 48.2 44.8 10.8 10.6 27.8 44.3 13.2 0.3 RORAC (%) (1) 19.8 18.0 32.2 16.5 20.3 2.8 23.7 n/a 35 (1) Return on risk-allocated capital

Interbank funding structure Due to banks portfolio structure and duration (1) (RUB in billions) 30-Sept-14 Duration, days Effective rate, % REPO with CBR 116.7 1.0 8.5 CBR funding 41.7 77.8 9.1 Interbank loans 37.5 16.3 7.8 REPO with other banks 28.3 39.9 4.8 International and trade financing 22.4 290.7 4.0 Deposits in PM 12.8 116.1 0.7 Syndicated loans 9.5 41.0 2.0 Loro 6.5 0.7 0.9 Long-term financing 3.8 947.6 7.3 Settlement and brokerage accounts 0.8 0 0 Total 279.9 61.1 7.0 Min Fin deposits structure and duration (RUB in billions) 30-Sept-14 Duration, days Effective rate, % Min Fin Deposits (2) 8.9 24 9.9 36 (1) Including funds from CBR (2) Excluding accrued interest

2 49 38 150 136 173 249 328 432 405 433 498 Risk management as of September 30, 2014 Currency risk Open currency position Loans to customers (%) USD 13% EUR and other 1% Customer accounts EUR 3% Gold and other 1% (RUB in billions) 131.8 6.3-0.2 0.2 3.2 Net open position USD 23% 221.9 71.3 BS position Net position for derivatives RUB 86% Net loans to customers: RUB 1 005.6 bn Term structure of assets and liabilities (RUB in billions) Total customer accounts: RUB 858.5 bn Рубль 73% 8.7 6.5 3.5-65.0-9.0-6.2-0.3-90.0 RUB USD EUR Gold Other < 1 month 1-3 months 3-12 months 1-5 years > 5 years Maturity undefined Assets Liabilities Liquidity gap Adjusted liquidity gap (1) 37 (1) Adjusted liquidity gap including stable sources of funding

Compliance and controls: main principles and organizational structure Main governing documents Organizational structure Implemented programs / policies Federal Law of RF # 115-FZ On Counteraction of Legitimization (Laundering) of Proceeds of Crime and Financing of Terrorism ; regulatory documents of the Bank of Russia and the Federal Financial Monitoring Service; the FATF Recommendations; Basel Committee guidelines on compliance for banks; and the Wolfsberg Principles. Financial Monitoring and Compliance Department at OFC Bank coordinates activities of other divisions of the Bank; Every subsidiary has a dedicated unit responsible for implementing AML/AFT* policies; All Bank employees participate in implementing AML/AFT policies according to job responsibilities and competences; A chief Compliance officer is appointed by the President of OFC Bank and reports to the Chairman of the Management Board. Identification of all clients, beneficial owners, and beneficiaries as part of the KYC** procedure; Monitoring of all transactions and deals subject to mandatory controls, investigation of and termination of suspicious transactions; Checking information on clients, beneficial owners and beneficiaries against data available from public sources and from the Federal Migration Service and Federal Tax Service; additional checks in case of any doubt; Education and training of employees, including introductory training for new hires, planned training programs during the year, and additional instruction in case of changes in the legislation; Storage of information on clients / transactions for 5 years after the obligations between the Bank and a customer have terminated; Suspension / rejection of suspicious transactions; Identification, analysis and monitoring of specific risk categories (customers, products, services, transactions); Blocking transactions of customers on terrorist lists. Key principles * AML/AFT Anti Money Laundering / Anti Terrorism Financing ** KYC Know Your Client The Bank concludes agreements only with financial organizations, which implement AML/AFT policies; The Bank does not open anonymous bank accounts (deposits); does not open accounts (deposits) without the physical presence of the customer of his/her representative; or if the customer fails to submit documents necessary for customer identification; The Bank does not establish or maintain relations with non-resident financial institutions, which do not have permanent governing bodies in countries, where they are registered; or with financial institutions, whose accounts are used by banks, which do not have permanent governing bodies in countries, where they are registered. 38

FATCA Information In the end of April 2014 all companies of OTKRITIE group successfully completed the registration process on IRS web-site with FATCA statuses PFFI* /RDC FFI**. Company GIIN Company GIIN Otkritie Financial Corporation Bank, PJSC 8LEI23.00005.ME.643 OTKRITIE CAPITAL CYPRUS LIMITED 8LEI23.00007.ME.196 Otkritie Disciplined Equity Fund SPC 8LEI23.00001.ME.136 PETROCOMMERCE-UKRAINE BANK, PJSC 8LEI23.00015.ME.804 Petrocommerce Commercial Bank, OJSC 8LEI23.00014.ME.643 Khanty Mansiysk Otkritie Bank, PJSC WAIGTZ.99999.SL.643 Otkritie Advisory Services Limited 8LEI23.00002.ME.060 OTKRITIE Asset Management Ltd. PEF9DH.00000.SP.643 OTKRITIE Asset Management Ltd. 8LEI23.00006.ME.643 AT PRESENT: the employees responsible for communications with IRS and overall compliance with FATCA were designated; the relevant changes are being implemented into: clients identification/ tax withholding/ reporting procedures and IT systems in order to comply with FATCA requirements. 01.07.2014 new clients/accounts due diligence/identification begins. * - PFFI FFI that enters into an agreement with the IRS to undertake certain due diligence, withholding and reporting requirements for U.S. account holders. ** - RDC FFI an FFI that registers with the IRS to declare its status only as such an FFI complies with FATCA requirements under an agreement between the U.S. and a foreign government. 39

Strong competitive performance relative to peers (1) Return on average equity (%) NPL / Gross loans (2) (%) 7.1 8.6 9.3 2.8 Promsvyazbank Vozrozhdenie Otkritie FC Bank SPB 7.8 2.9 3.5 4.7 Promsvyazbank Otkritie FC Bank SPB Vozrozhdenie Net interest margin (%) Cost to Income Ratio (%) 4.4 4.5 4.6 5.2 43.0 48.6 51.0 60.8 Bank SPB Promsvyazbank Vozrozhdenie Otkritie FC Bank SPB Otkritie FC Promsvyazbank Vozrozhdenie Total Capital Adequacy Ratio (%) 11.0 12.2 14.0 14.5 (3) Promsvyazbank Vozrozhdenie Bank SPB Otkritie FC (1) Source: Investor presentations for 3q2014 published by the banks. (2) Loans overdue more than 90 days. (3) Starting from 9M2014 Promsvyazbank calculates CAR in accordance with RAS Basel III Capital. 40

Otkritie Holding Founded in 1995, Otkritie Holding is one of Russia s largest financial groups. Through five core businesses investment banking, brokerage, commercial banking, asset management, and insurance business Otkritie offers more than eighty financial products and services to its clients. Main shareholders of Otkritie Holding are Vadim Belyaev (the company s founder, Chairman of its Board of Directors), IFD Kapital Group, Alexander Nesis (Chairman of ICT Group), Alexander Mamut and Sergey Gordeev. The consolidated banking assets of the Group amount to RUB 1,517 bn (1), the total customer base is circa 3.2 million individuals and 160 thousand corporates (2). The mission of Otkritie is to build a client-oriented, technologically advanced, and highly-efficient financial group. Otkritie Holding Otkritie Financial Corporation Bank (former NOMOS) OTKRITIE Brokerage House OTKRITIE Asset Management OTKRITIE Insurance OTKRITIE Capital LLC (Russia) Khanty Mansiysk Otkritie Bank Banking Group OTKRITIE CAPITAL INTERNATIONAL LIMITED (UK) OTKRITIE CAPITAL Inc. (US) OTKRITIE CAPITAL CYPRUS LIMITED (Cyprus) Otkritie Capital 41 (1) IFRS data as of 30.09.2014 (2) Data as of 1.10.2014

Otkritie Financial Corporation Bank acquired a 19.85% stake in RCB BANK LTD On September 25, 2014 VTB Bank s Supervisory Board approved an increase in the share capital of Cyprus-registered RCB BANK LTD through an additional issuance of common shares. On September 25, 2014 Otkritie Financial Corporation Bank announced the intention to acquire a 19.85% stake in RCB BANK LTD in the course of the additional share issue. The deal took place in November 2014. OFC Bank became shareholder of RCB BANK LTD, one of the largest financial institutions in Cyprus*. RCB BANK LTD is a prospective financial investment for Otkritie and expands opportunities for OFCB group s development on the international level. A stake in RCB BANK LTD (being a bank in the EU) gives Otkritie opportunities to broaden the existing range of products and services offered to its customers (banking and investment products for both corporate clients and individuals)**. The pressure on the capital of OFC Bank as a result of the deal is minimal. No plans to further increase the stake. Shareholder structure of RCB BANK LTD after additional share issue Minority shareholders 33.86% OFCB 19.85% VTB 46.29% * RCB BANK LTD was founded on August 1, 1995. As of 30.06.2014 the Bank s assets total more than USD 9 bn, equity amounts to USD 416 mln, net profit for the 1H2014 is USD 36 mln. ** RCB BANK LTD is a member of the government guarantees system on bank deposits of the Republic of Cyprus and provides a full range of banking services to corporate clients and individuals. Bank branches are operating in Nicosia, Limassol and Luxembourg. 42

Otkritie Holding shareholder structure Shareholders Distribution Vadim Belyaev 26.71% IFD Kapital Group (1) 19.90% ICT Group (2) 14.01% Ruben Aganbegyan (3) 7.96% LUKOIL-Garant non-state pension fund 7.06% Alexander Mamut 6.67% Sergey Gordeev (4) 6.38% Other minority shareholders (5) 11.31% Total 100.00% (1) On 26 June 2014 IFD Кapital Group acquired a 19.9% stake in Otkritie Holding as part of the additional RUB16 billion issue. (2) ICT Group are the founding shareholders of OFC Bank. Includes the following individuals: Alexander Nesis, Alexey Gudaitis, Igor Finogenov, Dmitry Sokolov, and Andrey Petropavlovskiy. (3) Ruben Aganbegyan purchased part of the stake previously owned by Boris Mints in July 2013. (4) Sergey Gordeev purchased the stake from VTB in April 2013. (5) Individual stakes of minority shareholders are below 5%. 43