Annual Report: Customer Centric

professional innovative
we will
always be:
customer
centric
transparent agile
annual report
2021
trustworthy team-spirited
management
consolidated report
contents
2 maib at a glance 66 near term outlook

67 outlook for 2022
6 2021 highlights 67 strategic plans 2022
9 our history
12 2021 financial performance 70 corporate governance
14 financial position at the end of 2021 71 corporate governance overview
16 key performance indicators (maib) 72 Supervisory Board
18 2021 operating highlights 75 Management Board
21 2021 social and environmental 77 Audit Committee report
activities 78 Risk Committee report
22 2021 risk management summary 80 risk management
24 message by the Chairman 83 principal risks and uncertainties
25 statement from the CEO 88 environmental and social responsibility
28 economic overview 90 shareholder engagement
29 evolution of the banking sector 91 statement of directors’ responsibilities
30 maib business strategy 92 directors’ report
32 targets for the medium term 94 non-financial statement
96 going concern and viability statements
34 business units overview
35 retail banking unit
46 SME (small and medium size
enterprise) business unit
51 corporate business unit
54 ecosystems and IT
56 human resources
59 agile transformation
63 investments and brokerage services
annual report | 2021 1

maib at
a glance
The maib group consists of BC "MAIB" S.A. ("maib" or "the Maib is the largest bank in Moldova and the leader of
Bank") as a parent company and its subsidiary companies: Moldovan banking sector. In 2021 maib celebrated 30 year
OCN "MAIB-Leasing" SA (maib leasing) and "Moldmediacard" anniversary. It is a commercial bank that lends to businesses
SRL ("Moldmediacard"). and individuals, takes deposits, maintains current accounts,
provides payment solutions for businesses and individuals.
In the pages of this report we refer to: Maib invests own funds and provides brokerage service. It has
2 subsidiaries – a leasing company and a card processing
• The maib group, talking about the bank operation. Its sole geographic focus is Moldova.
and its daughter companies;
• maib, referring to the Bank.

leadership
Maib holds clear leadership in nearly all segments of the
Moldovan banking market.
market share
total assets 31% #1
total ioans 35% #1
total deposits 32% #1
loans to inviduals 30% #1
loans to bussiness 38% #1
deposits of inviduals 34% #1
deposits of bussiness 28% #1
Moldovan banking market
customer base
Maib has a wide customer base of over 900,000 individuals, businesses and other organizations.
RETAIL SME CORPORATE
873 Thousand
clients 28 Thousand
clients 416 clients
• Market leader in the • Emerging leader in the • Established business

segment by deposits SME segment relationships with
many of the key
• Leading bang among • Strong focus on
corporate clients in
affluent customers winning market share
Moldova
in the segment
• Strong position among
• Diversified product
mass retail customers • Highest growing
offering
segment in bank’s
• Consistent business
portfolio • Estimated market
volumes expansion
share - nearly 50% of
corporate clients in
Moldova
employees
There are nearly 2,718 people working at maib,
including 2,339 full time employees. It is one of
the largest private employers in the country.
4
distribution
network
292 9.8k 144 Maib’s distribution network has both
physical and digital presence.
competitor 1 256 7.1k 164 It has over 140 branches and
agencies, nearly 300 ATMs and
nearly 10,000 POS terminals installed
competitor 2 189 7k 85 all around Moldova.
competitor 3 149 1.6k 75
key business segments

35% 19% 67%
customer customer
loans deposit Maib funds itself primarily via
composilion composilion deposits it takes from customers
and own funds. In 2021 it has taken
31. 12. 2021 31. 12. 2021 out a subordinated loan, first deal
of its kind in Moldovan banking.
46% 13% 20%
Retail SME Corporate
27.31% 41.09%
maib HEIM Partners

Limited
shareholder HEIM Partners Limited

is a holding company
Shareholders
Association
structure for EBRD, Horizon

Capital and Invalda Shareholders with
over 1% each
Maib has a wide shareholder base of
Other shareholders
over 3,500 shareholders, comprising
professional investors, businesses
and individuals. It pays a regular
dividend (when permitted by 21.81%
National Bank of Moldova).
9.69%

2021
highlights
financial highlights*
NET INCOME COST TO
(million MDL) INCOME RATIO
721.1 55.0
523,8
54,9
55,0
703,7
54,9
721,1
+37.7% y-o-y +0.1 p.p. y-o-y
2019 2020 2021 2019 2020 2021
PRE-PROVISION RETURN
OPERATING PROFIT ON EQUITY
(million MDL)
921.9 13.8%
664,3
921,9
13,8
718,8
17,0
11,2
+38.8% y-o-y +2.6 p.p. y-o-y
TOTAL DEPOSITS TOTAL LOANS

(million MDL) (million MDL)
28,596 19,504
28.596
19.504
23.874
20.321
15.514
14.184
+19.8% y-o-y +25.7% y-o-y
BASIC EARNINGS TOTAL

PER SHARE CAPITAL RATIO
(MDL)
694.8 21.1
694,8
504,8
678,2
+37.6% y-o-y +1.6 p.p. y-o-y

19,5
19,2
21,1
* Maib (standalone) represents about 99% of the net profit of the group, for indicators on subsidiaries see the audited financial report.

5
operating highlights
NUMBER BANKING
OF CLIENTS BRANCHES
901k 826 58
858
901
+5% y-o-y 2 y-o-y
60
66
58
NUMBER AGENCIES
OF CARDS
745k 86
620
567
745
+20% y-o-y +15 y-o-y
86
93
71
POS ATMS
TERMINALS
9 845 292
309
292
287
9 845
7 823
+2022 y-o-y +5 y-o-y

6 601
TOTAL MAIBANK
MAIBANK USERS NUMBER OF OPERATIONS
297k 5 638k
+75% y-o-y X2.1 y-o-y
8
our history
we will always be
customer centric
2021
• A new chairman is elected –

Giorgi Shagidze;
• An updated development strategy for

2021-2024 with a new mission, vision and
values is adopted;
2019 • A pilot project of cashless payments in public

transport in Chisinau is launched in
2020 partnership with Mastercard;
• The opening of maib’s first Mortgage Centre;
• A donation in the amount of MDL 1 million is

The 1313 Contact Centre short number is • given to the Emergency Medicine Institute.
launched;
The gama cards are launched in

partnership with Mastercard;
LiberCard – the first instalment – and

2017
interest-free shopping card – is 2018
launched;
The Instant card is introduced;
The first self-service area is installed

with POS terminals in a supermarket; • HEIM Partners Limited acquired 41.09% of
maib shares;
The threshold of 1,000,000 VISA
cards issued by maib is exceeded; • Lunch Card e-tickets are launched on the
Moldovan market;
The Bank is recertified to the
Information Security Management • The EASI Banking facility is implemented for
Standard ISO 27001: 2017. the maib Internet Banking users;
• The P2P option is introduced for individuals;
• Batch payments become available to Bank

clients;
• Effective AML/CFT solutions are implement-

ed;
• The Back Office is automatised;
• Operations are becoming more centralised

and are being excluded from branches;
• Customer service work is being optimised;
• The first Youth Centre "Maib Studio Avanti"

is inaugurated.

2012
2016
An extensive transformation process is •

launched across several business lines to
increase service efficiency and quality;
The Bank changes its logo and goes

through a rebranding process;
`Maib obtains the right to service territorial

treasuries and customs institutions;
Beneficiaries of social security payments

start to take advantage of the Bank’s
services; 2007
The physical network is expanded up to 2011
104 branches and agencies, 214 ATMs,
3025 POS terminals, 5 non-stop self-ser-
vice banking centres and 37 self-service
areas;
• Maib becomes the first bank in the country
The Bank strengthens its positions, holding to hold the international registration
26.3% share in assets, 28.7% - in loans, certificate of its trademark;
27.8% - in deposits;
The partnership agreement with American

• Maib becomes the first banking institution
in Moldova to be certified according to the
Express is signed, maib has the right to
information security management standard
accept and issue American Express bank
- ISO 27001:2005;
cards;
The Bancassurance product is launched; • VISA and Mastercard chip cards are
launched;
A new chairman is elected – Serghei
Cebotari; • The Cash-In service solution is applied;
Maib becomes one of the largest employers • The telephone customer service system is
in the country with over 1500 employees; developed and InfoCentru and InfoTel
Maib obtains membership of the European services are created;
Business Association.
• Several financing agreements with interna-
tional organisations were concluded;
2000 • The right to manage "Millennium Challenge"

Fund accounts under the Compact program
2006 was achieved;
• A pilot project for the Internet-Banking

service for individuals is launched.
EBRD and Western NIS exit the Bank by •

selling their shares;
The Bank is focusing its efforts on develop-

ing electronic networks for selling banking
products;
Maib extended its network up to 92 direct

POS for banking products and 383
electronic POS;
The total number of clients reaches 200

thousand individuals and legal entities;
10
2000
2006
The volume of deposits increased by 47% •

for retail segment and by 60% for legal
entities;
The first leasing company in Moldova is

launched by maib;
Maib Business Centre is created;
The Bank becomes a member of the VISA

International system and expands its
product range based on bank cards;
1996
The subsidiary company Moldmediacard is
founded; 1999
EBRD and Western NIS Enterprise Fund
invest in maib’s share capital.
• The domain and the official website

www.maib.md are registered;
• The loan and customer portfolio are in

constant increase;
• The Bank records an increase in financial

ratios;
1991 • The foundations were laid for the
1995 structuring of the corporate client segment;
• Maib begins to collaborate with the

Sudzucker concern (Germany);
• Maib becomes an active participant in the

The daily balance sheet, the single corporate investment market;
correspondent account and electronic post
are implemented; • The first logo is registered with the State
Agency for Intellectual Property;
The Bank is connected to the REUTER and
SWIFT information systems;
• Maib is declared the leader in the banking
The first agreement with EBRD is signed; system of the Republic of Moldova
according to various indicators;
The first assessment of the loan portfolio in
accordance with international banking • The "Asset and Liability Management
standards is performed; Committee" is established within the Bank.
Maib becomes the founder of Moldova

Stock Exchange;
The Bank widens its range of services;
Maib becomes a founding member of the

privatisation funds "Agrofond", "Dividend"
and the corporation "Vininvest";
The Bank obtains a licence to carry out

banking operations;
The Commercial Bank "Moldova

Agroindbank" S.A. is founded.

2021 financial performance
The Group's net profit increased by 35.2% compared to 2020, based on a robust improvement of business across several key
segments, supported by a favorable economic environment.
We focused on sustainable development and the implementation of strategic initiatives that create long-term value for
shareholders, as well as on offering quality products that meet the ever-changing needs of our clients.
Consolidated and Standalone statement of profit or loss and other comprehensive income
Income statement maib consolidated maib

2021 2020 Change y-o-y 2021 2020 Change y-o-y
Net interest income 1,327,615 1,014,851 30.82% 1,312,718 1,004,291 30.71%

Net fee and commission income 373,794 325,704 14.76% 347,568 299,378 16.10%
Net foreign currency gain 324,684 342,831 -5.29% 328,990 340,787 -3.46%
Other income 84,990 106,678 -20.33% 74,794 100,716 -25.74%
Operating income 2,111,083 1,790,064 17.93% 2,064,070 1,745,172 18.27%

Operating expenses (1,172,291) (1,105,308) 6.06% (1,142,146) (1,080,910) 5.67%
Operating income before cost of risk 938,792 684,756 37.10% 921,924 664,262 38.79%
Cost of risk (106,641) (82,774) 28.83% (100,601) (80,247) 25.36%
Profit before income tax 832,151 601,982 38.24% 821,323 584,015 40.63%
Income tax expense (102,945) (62,763) 64.02% (100,245) (60,204) 66.51%
Profit 729,206 539,219 35.23% 721,078 523,811 37.66%
net profit [mln MDL]
Net profit. In 2021, maib ended the year

with a net profit of 721 million lei, which +38%
represents an increase of 37.7%
compared to 2020. The solid
improvement of Bank's performance is
due to organic and balanced growth in all
segments and across all products in the
Bank portfolio.
524 721
12M - 2020 12M - 2021
+31% 1 313
Net interest income. Net interest income increased
by 30.7% thanks to the increase of the loan portfolio mln
by 26% combined with a strong net interest margin MDL
of 4.2%.
y-o-y to 2020 net interest income
+61% 212.7
Income from treasury operations. Most of this income
mln comes from interest on the state securities and
MDL certificates of NBM held by maib (85% of the total). On
average the portfolio of these investments went up by
y-o-y to 2020 income from treasury 61% compared to prior year. The corresponding income
operations increased by 61%, reaching MDL 212.7 million.
12
-3.5% 329 mln
Gains on foreign currency transactions. The stability of
the national currency in 2021 led to smaller gains on
foreign currency transactions. Despite increasing MDL
volumes of transfers through accounts by 39% and
exchange points by 29%, the decreasing margin on such
transactions led to 3.5% overall decrease compared to
y-o-y to 2020 gains on foreign
2020 and amounted to about 329 million MDL. currency transactions
-0.36 p.p. 1.32%

The cost of funding. The cost of funding was 1.32%,
decreasing by 0.36p.p compared to 2020, mainly
thanks to the decrease of 0.74 p.p. of the average rate
on deposits of businesses and by 0.55 percentage
y-o-y to 2020 cost of funding points on deposits of retail clients.
Net income from fees and commissions. Increased
+16.1% 348
competition put pressure on commission income. Net
fee income increased by 16.1%. Revenue from fees and
mln
commissions increased by 32.1% with volumes of card MDL
transaction up by 54% (merchant operations and the
Bank flex system). Fee and commission expenses y-o-y to 2020 net income from
increased by 53.2% as the fees applied by the payment
systems increased as well as the expenses of the fees and commissions
acquiring network.
Operational expenses. The growth of operating income

(+18.3%) exceeded the increase in operating expenses
(+5,7%). Remuneration and compensation expenses
increased by 21.1%. Partly this increase is due to low
base effect as 2020 was deeply impacted by COVID
+5.7% 1 142 mln pandemic, which led to vacancies in front office

remaining unfilled. At the same time, the bonus system
MDL was put in place for the front office based on the KPIs,
which led to some increase on the remuneration
y-o-y to 2020 operational expenses. Other operating expenses experienced a
expenses large increase (+38.9%) due to the increase in costs for
consulting, marketing, repairs, maintenance, purchases
of POS terminals. Impairment expenses for property,
plant and equipment and intangible assets decreased
as a result of the implementation of new impairment
rates in the new accounting policy.
-0.19 101 mln

The cost of risk. The cost of risk decreased by 0.19p.p.
amid the robust economic recovery in the country. The
quality of the loan portfolio reflects this improved p.p. MDL
environment, with the NPL ratio decreasing
substantially. y-o-y to 2020 cost of risk

financial position at the end of 2021
Consolidated and Standalone statement of financial position
maib consolidated maib

2021 2020 Change y-o-y 2021 2020 Change y-o-y
Liquid assets 16,561,137 13,915,146 19.02% 16,542,304 13,896,249 19.04%

Cash 1,170,658 971,828 20.46% 1,170,643 971,777 20.46%
Amounts due from credit institutions 11,315,660 8,744,109 29.41% 11,315,420 8,743,891 29.41%
Investment securities 4,074,819 4,199,209 -2.96% 4,056,241 4,180,581 -2.97%
Loans to customers and finance
lease receivables 18,843,957 14,810,544 27.23% 18,664,513 14,669,321 27.24%
Property and equipment, intangibles 1,677,496 1,411,506 18.84% 1,659,389 1,395,645 18.90%
Other assests 241,382 301,587 -19.96% 330,466 330,974 -0.15%
Total assets 37,323,972 30,438,783 22.62% 37,196,672 30,292,190 22.79%
Client deposits 28,570,646 23,851,101 19.79% 28,596,152 23,874,382 19.78%

Amounts due to credit institutions 2,268,073 1,088,328 108.40% 2,178,860 980,877 122.13%
Borrowings 2,249,615 1,072,086 109.84% 2,160,402 964,635 123.96%
Loans and deposits from banks 18,458 16,242 13.64% 18,458 16,242 13.65%
Other liabilities 985,389 486,909 102.38% 975,128 469,334 107.77%
Total liabilities 31,824,108 25,426,338 25.16% 31,750,140 25,324,593 25.37%
Total equity 5,499,864 5,012,445 9.72% 5,446,532 4,967,597 9.64%

Total equity and liabilities 37,323,972 30,438,783 22.62% 37,196,672 30,292,190 22.79%
Maib’s balance sheet has grown substantially during the year, financed mainly through deposits from customers, own
profitability and a large subordinated loan.
Assets. Maib’s share of total assets of the banking industry has increased by 2.2 percentage points to 31.4%, maintaining our
leading position, despite the effects of the pandemic and signs of increasing competition. Bank’s total assets totalled over
MDL 37.2 billion, up by 23% compared to 2020, largest proportion of which being loans (53%), up by 1p.p. compared to the
previous year.
Current Liquidity[%]
Liquidity. Throughout 2021 we maintained a robust level of

liquidity. The liquidity coverage requirement by the NBM (the
objective is to ensure a sufficient volume of liquid assets to cover
the liquidity needs during a period of 30 days) constituted
43.6% 44.3%
281.2%, significantly higher than the required level.
31.12.2020 31.12.2021
Regulatory capital [mln MDL]
Capital. For 2021 maib report a Tier 1 Capital ratio of 19.7% and
Total Capital ratio of 21.1%, higher than the regulatory
requirement of 18.5%, and higher than the level recorded in 2020 3,511 4,474
of 19.5%. This increase was supported by the growing profitability
of the business, the sale of the stake in Visa (119 million MDL) and
the subordinated loan attracted in December 2021 (299.8 million 19.5% 21.1%
MDL). Risk-weighted assets rose to their highest, driven by
increased exposures for credit risk by 19%. 31.12.2020 31.12.2021
14
Loan portfolio. Through its customer-oriented approach, improvement which helped grow the retail loan portfolio was
maib has adapted its lending products to the demands of the availability of pre-approved loans for maib existing
the market and to the needs of our customers. We have customers based on their financial data. We have stepped
focused on increasing the number and volumes of loans as up our efforts to grow the mortgage portfolio, strengthening
well as improving the response time and approval of our collaborative relationships with real estate agencies by
customer requests. Consumer loans have seen a forming fruitful partnerships. Our competitive interest rate
remarkable evolution in 2021. The consumer loan portfolio offer of about 8 percent, increased the real estate loan
increased by 57% or MDL 2.2 billion. Although branches portfolio by 42 percent. Financing solutions for Corporate
remain the main sales channel, we have developed the and SME clients further strengthened the upward trajectory
maibank application to offer the possibility of taking out a of the national economy through a portfolio increase of
100% online consumer loan in just a few minutes. By the end about 1.8 billion MDL. SME loan portfolio in particular was up
of 2021, about 35% of the new consumer loans were already 35% with robust gains in market share. Overall, the bank's
granted via the application. Another important loan portfolio increased by 26% or MDL 4 billion.
Loan Portfolio[mln MDL]
34.2% 34.9%
15,514 19,504
19.1%
17.8% ● Retail
46.1% ● Corporate
52.9% ● SME
Market share
34.7%
29.3%
31.12.2020 31.12.2021
Deposits. Customer deposits showed a sustained growth deposit taking. This is still a comfortable level and one of the
rate of 20% or MDL 4.7 billion, mainly due to the increase of lowest among international peers. Ample room for further
the current accounts by 34%. Current accounts made up growth in lending out of deposits while maintaining strong
54% of the total portfolio. Maib’s loan-to-deposit ratio went level of liquidity remains.
up by 4 p.p., reaching 69% as a result of lending outpacing
Deposit portfolio breakdown[mln MDL]
23,863 28,581
30.0% 31.7%
20.4%
20.0% 12.9%
9.5%
● Retail
● Corporate
70.5% 66.7% ● SME
Market share
31.12.2020 31.12.2021

key performance indicators*
profitability Strong growth in net profit and increase in return on

equity were driven by an explosive growth of consumer
net profit MDL 721m lending in the second half of 2021. This growth came from
(2020: MDL 524m) deferred consumption during COVID - hit 2020 as well as
strong economic recovery in 2021.
ROE 13.8% The NBM lowered interest rate and the required reserves
(2020: 11.2%) in MDL in April and May setting off a release of funds in
the form of loans, most of which were in Retail and SME
segments.
net interest margin 4.2%
(4.0%) Cost to income remained flat due to the cost of a raft of
new initiatives as well as inflationary pressures.
сost to income 55%

(2020: 54.9%)
loan book/balance
sheet
Despite strong growth in lending, maib managed to do so
in a measured and conservative way. Due to the change in
loan book growth 26% the mix of loans across segments towards less risky Retail
(2020: 9%) and SME loans there was a dropoff in NPL ratio. NPL
coverage improved reflecting our prudent approach.
NPL 3.9% We gained market share thanks to particularly strong

(2020: 4.7%) gains in SME segment and also in Retail segment. Loans to
deposits ratio increased, but is still far below the average
NPL coverage 1.6 in peer group countries. This leaves us ample room for
growth in lending.
(2020: 1.4)
loan book market share 34.9%

(2020: 34.2%)
loans to deposits ratio 68.2%

(2020: 65.0%)
* Key Performance Indicators relate to maib standalone results
16
non-financial KPIs Our Net Promoter Score (NPS) improved slightly as the
clients processed our re-branding at the end of 2021.
NPS 52
(6/2021: 51) Digital app maibank recorded very strong growth during
the year reflecting not just growing digital adoption but
also improved features. We also saw users being more
employee engagement 86% active on the app more often, sending more money,
(2020: 88%) transacting more, taking out more loans and making more
deposits.
digital app users 297,000 Our Employee Engagement dropped off slightly but
(2020: 178,000) remains very high in comparison with industry standard
and across industries.
daily users/monthly users 34.0%

(2020: 31.4%)
capital adequacy
and liquidity
CET 1 19.7% Maib is the principal systemically important bank in
(2020: 19.5%) Moldova. As such we are required to maintain the highest
cyclical buffer in total capital. Improvement in total
capital ratio reflects the drawing of a subordinated loan
total capital 21.1% in December 2021, which qualified as Tier 2 capital.
(2020: 19.5%)
liquidity 44.3%
(43.7%)

2021 operating highlights
rebranding
In October, maib announced a refreshed brand identity. This rebranding is reshaping all its customer points of contact – the
branch network, the digital app, the website, all external communications and visual identity. In a series of events, the new
brand was introduced to the public over the course of several weeks. A refurbished model branch with a new customer-cen-
tric design opened its doors in Chisinau. The rebranding aims to communicate maib's new strategy. This strategy focuses on
creating a new standard of customer experience by providing relevant products and services to customers that are fully
aligned with their needs and lifestyle. The new visual identity reflects the leading position of the Bank in both the traditional
distribution network as well as digital communication channels.
Moldovan Capital Markets day on the

London Stock Exchange
On November 15th, maib participated in the inaugural Moldovan Capital Markets Day held at the London Stock Exchange. This
was an event organised by maib in partnership with the London Stock Exchange and Renaissance Capital. Moldovan Capital
Markets Day presented an opportunity to open Moldova up to the international investor community. Additionally, the event
highlighted the progress of the country and its vision, as well as introduce some of the most successful companies from
Moldova. It featured the Prime Minister of Moldova, Natalia Gavrilita, who took part in the Market Open ceremony and gave
the opening speech of the forum. She was joined by Julia Hoggett, CEO of the London Stock Exchange, Odile Renaud-Basso,
the President of the European Bank of Reconstruction and Development, and Octavian Armașu, the Governor of the National
Bank of Moldova. The event attracted the substantial interest of international investment community.
18
subordinated
loan
Also, in November, maib signed a subordinated loan
agreement with the European Fund for South-eastern
Europe (EFSE) in the amount of EUR 15 million. The loan’s
purpose is to finance micro, small and medium-sized
enterprises (MSMEs) and help them increase competitive-
ness and resilience. This also helps safeguard them from
potential exchange rate fluctuations. The loan meets the
definition of Tier 2 capital, enabling maib to optimise capital
structure and maintain a strong capital cushion. This
transaction is first of its kind for a bank in Moldova.
first ecosystem
auto365/DriveHub
In December, maib launched the first of its four
planned ecosystems. Auto365/Drive/Hub is focused
on car buyers and car sellers. All major car dealers
and car resellers signed up to the platform. The
offering contained over 3,500 cars. Further plans
include adding a mobile version of the platform.
agile
The desired results from the transformation will be the
following:
transformation • an increase of the change execution speed through a

simplified operating model;
In December, maib first announced plans to undergo an Agile • the ability to better respond and adapt
transformation. This is a project that is envisioned to result in a to customer needs;
long-term lasting organisational and cultural change. The project
will also deliver tangible operating improvements. An agile model • an increase in productivity;
of operations is based on a flatter organisation structure, as
opposed to a traditional hierarchical one. Organisational • an increase in employee engagement;
transformation will create new structure and processes. As a
result, smaller, more agile teams would be able to achieve their • an employer of choice for talent;
goals underpinned by the Bank’s “big picture” strategy. Cultural
change will place decision making authority and ownership for • and, ultimately, the capability to deliver higher
the end result firmly with the people closer to customers. returns to shareholders.

long-term incentive plan
At the end of 2021, maib implemented the Long Term Incentive Plan (LTIP), under which stock buying options will be granted
to top and middle management of the bank as part of their compensation package. The plan is structured on the basis of
phantom options, and has a best practice approach to executive remuneration, designed to align management and sharehold-
er incentives while placing the prudent and long-term development of the bank at the forefront.
international recognition
In 2021, maib received a number of international accolades that recognised the Bank’s leadership in Moldova. These included:
For the third consecutive year, maib has been recognized Maib has been named the Best Bank in Moldova at the
as the "Bank of the Year 2021 in Moldova" by the British Euromoney Awards 2021. The Euromoney Awards recogniz-
financial magazine The Banker, part of the Financial Times es institutions with the highest level of customer service,
group. innovation and financial expertise. This prestigious award
underlines maib’s leading position in Moldovan banking
This year's award reconfirms maib’s position as an system, as measured by market share, profitability and
industry leader reshaping the future of banking in the growth, as well as maib’s continued investments in customer
country. service and innovation.
For the fifteenth consecutive year, the international publication Industry experts analyzed such indicators as: growth in assets,
Global Finance Magazine awarded maib the Best Bank in profitability, geographic reach, strategic relationships, new
Moldova. business development and innovation in products, indicators that
have outlined excellent results for maib . This international
distinction once again reaffirms maib’s commitment and
consistency to offer its customers the best banking products,
services and experiences.
20
2021 social and environmental activities
The impact of the COVID-19 pandemic on the banking sector and other segments of the economy has brought about
significant rethinking of priorities for each business. There has been a substantial shift toward more responsible business
practices. These practices prioritise sustainable development, the wellbeing of employees and customers, social responsibility
and giving back to communities. Internationally, corporate performance as measured by Environmental, Social, Governance
(ESG) standards is being looked at increasingly by investors each year.
Maib has always been at the forefront of corporate social responsibility as we are the largest bank in the country. Each year,
the Bank has been involved in projects focusing on social responsibility and the environment. Nonetheless, we believe that
there are opportunities to improve and go further. The following is an overview of the projects that maib undertook in 2021.
Educational and networking Support of sports and an Promotion of and

initiatives promoting the active lifestyle. Some contribution towards
start-up culture and IT sector examples are sponsoring cultural activities such
such as FinTech Moldova the Moldovan Olympic as "An Evening in the
Program, AgTech team, participation of Bank Park" concert and
Accelerator, ROCKIT employees and sponsorship others;
Conference; of various sporting events;
Broader educational support Environmental Support for multiple

such as signing an agreement initiatives including charities such as
with the Moldovan Academy the planting of the Hospice Angelus,
of Economic Studies. This will maib forest; Charity Winter Dinner
be achieved by giving and by Hospices of Hope
sponsoring lectures to and others;
students covering a variety
of topics;
Contribution to the Major healthcare initiatives such as

public interest project donating equipment to the Emergency
by helping renovate Medicine Hospital and organising a blood
Grigore Vieru donation drive among maib employees.`
Boulevard;
Additionally, we continue to be trusted by impact finance providers such as EFSE, GGF and EBRD. We have signed
agreements to disburse loans to socially positive, sustainable and green projects in partnership with these organisations
plan for 2022

In 2022, we plan to set up a full corporate ESG practice within maib that will coordinate all ESG activities. The key goals would be to
achieve an ESG rating by a reputable ratings agency. Another very important goal would be to set up measurable CSR targets for
our clients and motivate them to achieve those targets. We also plan to evaluate the cost and impact of our CSR performance.

2021 risk management summary
overview
Maib maintains a robust system of risk management. As a financial institution, carrying leverage it is a critical feature of
maib’s organisation. Maib’s risk management is overseen by the Supervisory Board, including the Risk Management
Committee. Internal bodies involved in risk management are:
• Asset and Liability Management Committee • Financial and Operating Risk Management Department
• Credit Risk Management Department • Treasury
• Strategic Credit Risk Management Department • Legal Department
risk management focus in 2021
COVID-19 risk interest rate risk foreign exchange risk capital adequacy risk NBM requirements
2021 was the second interest rate risk due foreign exchange risk capital adequacy risk Another major focus
year of the pandemic to a volatile interest due to the fact that a due to high growth in of risk management
with associated rate environment. portion of maib’s lending. This risk was activity was to
lockdowns and other This risk was liabilities (deposits) addressed by address and comply
economic disruptions. mitigated by a are denominated in maintaining adequate with requirements of
As a result, maib’s gradual shifting of all foreign currency. This liquidity and capital the National Bank of
focus during the year new loans to a risk was mitigated by and careful planning Moldova, the industry
continued to be on floating interest rate pricing and conditions of resources available regulator. Maib is the
mitigating the credit from a fixed one; attached to foreign for new loans. main systemically
risk related to COVID currency loans and important bank in
disruption. This was their availability; Moldova and must
achieved by careful strive to adhere to
review of sectors best global practices.
affected by the In the course of the
pandemic. There was year, risk manage-
also a corresponding ment bodies of the
adjustment to pricing, Bank considered a
conditions and multitude of other
volume of loans to risks pertinent to
customers in these maib’s business.
sectors.
outlook for 2022

The Moldovan economy has been severely impacted by the war in Ukraine from day one. As both Ukraine and Russia are
significant trading partners, there has been an immediate impact on supply chains. It also affected Moldovan exporters to
both countries. The key focus of risk management in 2022 will be on mitigating the risks associated with the economic and
financial fallout from the conflict.
Another major impact comes from highest level of inflation affecting Moldova in 15 years. As a result, the NBM raised the base
rate to 12.5% in March. It is also impacting the disposable income of the population and its ability to access finance.
22
message
by the
Chairman
of the maib
Supervisory
Board
Vytautas Plunksnis
Chairman of the Supervisory Board
Dear shareholders, customers, lending across the board driven by rising Loans (NPLs) as percentage of total loan
employees of maib and our business consumer confidence and improved portfolio has gone down during the year.
partners, accessibility of banking products and The Bank has also shown its commitment
services. Maib was a big winner and I am to capital return and we paid over MDL
I originally intended to start my address by happy to report record profits for the 200 per share in dividends. Despite this
talking about how remarkable 2021 was year of MDL 729 million. substantial payout, maib maintained a
for our Bank, but unfortunately, I feel it strong capital cushion, further enhanced
necessary to begin by addressing more Early in 2021 maib has had a leadership by a subordinated loan, a first of its kind
recent events. 2022 brought us a tragic change with CEO Giorgi Shagidze joining transaction for Moldovan banking.
development of incredible magnitude – the us in February and then receiving the
war in the neighboring Ukraine. Economy NBM approval in May. Giorgi has built his Another important and unique
was impacted immediately as the supply reputation at a larger bank in another development for maib is the introduction
chains broke down. Inflation peaked at country and we were pleased to see him of Long Term Incentive Plan for top and
21.6% affected by the economic disruption come to Moldova and bring his expertise senior level employees. It is designed to
as well as growth in the price of energy. to maib. The Bank set out a new strategy instill a sense of ownership in our valued
But more important than the financial under his leadership: employees, while also creates an
indicators is the human tragedy that it aspiration for a career progression at
brought. Moldova was the recipient of a • create a superior customer experience; levels below senior. I believe that it not
large number of Ukrainian refugees since only sets maib apart in the competition
the start of the war. It makes me for talent in Moldova, but also makes the
immensely proud to say that our Bank was
• become a digital leader and
Bank competitive abroad. An important
orchestrator of financial ecosystems;
the first to react by donating a large feature of the plan is the fact that it does
amount to refugee support fund, not lead to the shareholder dilution,
facilitating exchange of hryvna at • list maib shares on a leading while creating a motivation and incentive
favorable rate, collaborating with UN international stock exchange; tool to align management and
Refugee Committee and setting up a shareholder interests.
reference website for Ukrainian refugees • digital international expansion aimed at
during the first week of the war, among Moldovan expatriates later on. Giving back to the society in which we
many other initiatives. Moldova has shown operate is among our top priorities.
the world its humanity, and we at maib are I believe that this strategy will cement During 2021 maib supported a large
both humbled and proud. maib’s leadership in Moldovan banking, number of social, cultural and
enable us to maximize shareholder value, educational initiatives. I am particularly
Speaking about maib’s performance last source capital at lower cost, elevate the proud by maib’s donation of medical
year, 2021 was the second year of the Bank to international level and create a equipment to Emergency Medicine
pandemic with its unique challenges, lasting competitive advantage for maib. Hospital as well as our assistance to the
including lockdowns and disruption of fight with COVID.
economic activity. At the same time, we At business level I am pleased to
witnessed a spectacular economic highlight our strong growth in lending. It I once again would like to thank our
turnaround. Moldovan economy has gone was achieved in a measured and shareholders for their support, our
up by 13.9% in real terms fully offsetting responsible way, all while maintaining a clients for their trust, our employees for
the losses of 2020. We have also seen a robust risk management profile. As a their dedication and our business
strong increase in consumer and SME result, our share of Non-Performing partners for their loyalty!
24
statement
from the
Chief
Executive
Officer
Giorgi Shagidze
maib CEO
I start my address by expressing grief Maib Team Digitalization
and extreme concern over the
widespread suffering caused by the war This was my first year at maib and, of Another major achievement was a
in Ukraine. Moldova has extended a course, the primary goal was to ensure spectacular gain in market share of
helping hand to thousands of Ukrainian that we have the management team online and mobile banking users of 7% to
refugees and I am proud to say that with the right skills and the one that 39% at the end of 2021 (from 32% at the
maib has been one of the first to provide works well together. I would like to thank end of 2020). I would particularly like to
assistance in the form of services and former colleagues for their contribution, highlight maib’s progress in capturing
donations. We are united in our condem- and would also like to welcome newcom- and capitalizing on the growing trend for
nation of violence and the desire to ers in Human Resources, Finance, digital adoption. The total number of
provide relief to those who are suffering. Marketing as well as would like to wish users of maibank app has grown by
success to the people taking over new nearly 67% during 2021 to 297 thousand
In my first year at the helm of maib I am areas of business, such as Risk and SME. or one third of our total client base. At
very pleased to announce record While team refreshment is part of the the same time mobile app users became
breaking profits of MDL 721 million business and will always follow our more active, transacted more often,
achieved by the Bank in 2021, a 38% development, I believe we now have a used more services, paid and received
increase on 2020. The profit growth was unique mix of people with a track record more funds using the app. By developing
underpinned by strong recovery of within the Bank and newcomers with a and upgrading our digital offering we
Moldovan economy, which drove lending fresh perspective. became closer and more relevant to our
higher, particularly in Retail and Small customer. At the same time digital
and Medium Size Enterprise (SME) Market share gains across adoption drove increased monetization
segments. I am also very pleased to the board for maib of digital services, as over 35% of all our
report that our business gained share unsecured loans and 14% of retail
across nearly all segments of the market. Apart from solid financial gains, maib’s deposits in December 2021 originated in
Total assets of maib grew by 23% to performance was also notably impres- the mobile app. Additing to that, in
MDL 37,197 million, with loans increasing sive in the Bank’s ability to win market December of 2021 we made our first
by 26% to MDL 19,504 million. Operating share. Despite already being an undis- step to becoming a digital ecosystems
profits grew by 18% to MDL 2,064 puted leader of the banking industry in provider by launching our first project -
million. Our full year return on equity was Moldova in nearly all market segments, DriveHub/ Auto365 aimed at car buyers
13.8%, higher than the 11.2% achieved in maib has managed to grow its market and sellers. Our plans for 2022 include a
2020. share across key categories: new mobile banking solution for SME
customers, which we are already
• market share in SME lending up by 3.8% working on, , the updated mobile user
to 26.3% at the end of 2021 (from experience, additional security features,
22.5% at the end of 2020); connection to the global mobile payment
system and many more other innova-
• market share in retail lending by 1.4% to tions and upgrades. I believe that this
30.2% at the end of 2021 (from 28.8% trend will continue in the future, and we
at the end of 2020); will continue to prioritize our digital
leadership.
• market share of customer deposits by
1.7% to 31.7% at the end of 2021 (from
30.0% at the end of 2020);

Customer centric strategy and trans- Agile • green loans distributed by maib in
formation, updated brand and new transformation partnership with EBRD, EFSE and
model branch Green for Growth Fund;
In addition, we launched a very ambi-
All this was possible thanks to maib’s tious internal transformation project to • donation of valuable medical
dedication to the best possible standard turn maib into an agile organization, equipment to a Emergency Medical
of service offered to our customer. In which should ultimately enable the Bank Institute to support fight against
2021 maib has adopted a new and to become even more efficient and COVID virus;
refreshed strategy putting the customer effective with relevant products,
at the center. During the year we outstanding service, happy customers
launched a number of initiatives to and energized employees. An agile • maib continued to offer
further improve customer experience model of operations is based on a flatter scholarship grants to university
and make ourselves more relevant to our organization structure, as opposed to a students and also signed a
clients. These included: traditional hierarchical one. Organiza- cooperation agreement with
tional transformation will create new Moldovan Academy for Economic
structure and processes, around which Studies;
• upgrades to mobile banking
application to make it more useful smaller, more agile teams would be able
and to reduce the need for the to achieve their goals underpinned by • maib offered paid internships to
customer to visit the bank; bank’s “big picture” strategy. Cultural university students to enable them
change will place decision making to gain professional experience
authority and ownership for end result before graduation;
• redesign of branches and optimiza-
firmly with the people closer to custom-
tion of customer-facing procedures
to cut waiting and processing
ers. Leading global banks have adopted • maib sponsored and took part in a
this model of organization with immedi- number of conferences promoting
times;
ate tangible results across the board. IT startup culture in Moldova,
including Rockit and Hackathon;
• redesign of internal processes to Prudent approach and
enable better and more relevant solid capital cushion
service delivered to the customer; • maib continued its support of
Moldovan Olympic Committee
Despite substantial growth in lending being one of the title sponsors.
• upgrades to ATMs and payment during 2021, prudent approach
terminals to bring our services remained our core commitment. This is Navigating
closer to the customer; reflected by a decrease in Non-Perform-
ing Loans indicator (NPL Ratio) to 3.9% uncertainty with confidence
• re-branding of maib, which made at the end of 2021 from 4.7% in 2020. While we celebrate a strong 2021, the
the Bank friendlier and more Additionally, during 2021 maib has new 2022 brought challenges few of us
approachable, as well as cemented its strong capital position could have ever anticipated. High
increased our visibility. after taking out a subordinated loan, inflation, necessitated a substantial
which meets the definition of Tier 2 interest rate increase with short-term
Our new brand was launched via a capital. This transaction was first of its base rate exceeding 12% most recently.
series of highly visible events, including kind for a Moldovan bank. We have also This is likely to temper lending activity in
a laser drone show and Moldovan reinforced our commitment to share- the short run. Most significantly, the
National Youth Orchestra concert. Our holder return by paying a dividend of conflict in the neighbouring Ukraine
new brand is designed to reflect maib’s MDL 201 per share. Despite this brought about a set of unique challenges
refreshed values and attract customer substantial capital return, maib main- for all of us. I once again am proud to say
attention to our improved services. tains a strong capital cushion with Tier 1 that maib was the first bank to step up
Another major improvement that I Ratio standing at 19.7% at the end of help to the refugees announcing a
would like to discuss is the upgrade and 2021 (up from 19.5% in 2020). Total substantial donation out of the salaries
re-design of our branches and custom- Capital Ratio is up to 21.1% in 2021 (from of the management and the Supervisory
er-facing processes. Redesign of the 19.5% in 2020). Both Tier 1 Ratio and Board. We have also facilitated dona-
branches aims to make them more Total Capital ratio stand well above the tions to the refugees, supported
attractive, open, breathe fresh vibrant required levels. Liquidity remains at solid exchange transactions for Ukrainian
colours. We plan to redesign the entire 44.3% enabling the bank to meet the hryvna and withdrawals made by
branch network by 2023. Inside the requirements of the National Bank of Ukrainian account holders. While this
branch we have a new welcoming Moldova (NBM) with significant room to situation is likely to bring a disruption to
setup, where a greeter quickly takes spare. the economy, maib remains well
customer to relevant service station capitalized to withstand this challenge
and one-stop approach takes care of Giving back to the community with confidence. We continue to adjust
the rest. All our branches will be our forecasts as the situation develops.
running according to this model by My statement would not be complete
June 2022. without highlighting maib’s social In conclusion, I would like to thank all of
engagement. As the largest bank in the our customers, business partners and
country, we are committed to socially talented teammates at maib who helped
responsible business practices and us achieve a successful 2021. Maib
contribution to the community we remains committed to Moldovan
operate in. During 2021 maib advanced economy and to Moldovan people. We
a number of initiatives of social signifi- will continue delivering the best possible
cance, only few among which are: banking services in Moldova.
26
Moldova at a glance
economy
2.9 242 83k

MLN BLN MDL
appr USD 4,700
Population GDP (2021) GDP per capita (2021)
13.9 2.9 24.5

% % %
GDP growth forecasted Total loans /
(2021) average real GDP
GDP growth ‘22-’24 (2021)
currency
Exchange rates (31 December 2021)
Moldovan 17.75 USD/MDL

Leu (MDL)
20.09 USD/MDL

economic overview
strong economic recovery
In 2021, Moldova's economy saw a strong recovery. The 13.9% expansion was fuelled by the recovery in domestic demand, the
recovery in external financing and the revival of economic activity in the real sector of the economy. Most sectors generated a
positive influence on GDP: Trade (+2.2 p.p. contribution to GDP), Agriculture (+4.2 p.p.), Transport and Storage (+1.6 p.p.),
Information and Communications (+1.2 p.p.). At the same time, the final consumption of the population influenced the GDP by
12.6 p.p. The relaunch of domestic demand led to an increase (in real terms) in imports at a faster rate than exports, so net
exports had a negative influence on GDP of 5 p.p.
Increase in the industrial production was at 12.1% in 2021.

The recovery of the pandemic crisis: manufacturing industry 13.9%
(+ 11.4%), extractive industry (+ 11.9%), as well as the
increase in the production of the energy sector (16.1%).
4.3% 3.7%
After a year of severe drought, in 2021 the agricultural
sector accumulated an increase of 49.9%. The increase in 2020
global agricultural production — far beyond expectations —
was determined by the increase in vegetable production by 2018 2019 2021
75.5%. The livestock sector remains in decline (-5.8%), due to
the further decrease in the number of animals and decrease -7.4%
in livestock production of all categories.
inflation highest in 15 years

In December, the annual rate of CPI inflation rose to 13.94%, with 13.55 p.p. above the level reached in 2020 (0.39%), the
indicator leaving the range of variation of 5% ± 1.5 p.p. in the fourth quarter of 2021. The acceleration took place against the
background a suite of inflationary shocks. Prices for food, oil, natural gas and other commodities on the international market
were largely responsible for the high level of the annual inflation rate in December, the highest in 15 years.
Monetary policy has been tightened to offset inflationary pressures and excess liquidity. The NBM undertook restrictive
monetary policy measures, increasing the base rate during the year applied to the main short-term monetary policy
operations from 2.65% at the beginning of 2021 to 6.5% at the end of the year.
stable currency, growing trade deficit

offset by increasing remittances
Currency stability: FX rates
At the level of the foreign exchange market, the EUR / MDL 23.00
exchange rate continued its upward trend in 2021, amid
rising imports and exports. Thus, the EUR / MDL exchange 21.00
rate varied between 19.8641 and 21.6902, registering an
19.00
average level of 20.9255, increasing by 6% compared to
2020. The official USD / MDL exchange rate marked a 17.00
non-essential increase in the range of 17.1886-18.0906,
15.00
registering an average level of 17.6816, increasing by 2.1%
compared to 2020. jan may sept jan may sept
2020 2020 2020 2021 2021 2021
Against the background of the accelerating growth of the global economy in general and the area of the euro in particular,
the volume of exports of goods increased by 27.5%, and the pressure of domestic demand led to an increase in imports by
32.5%. The trade deficit increased by 36.7% compared to 2020 and amounted to USD 4,032 million, further accentuating
the economy's dependence on external sources.
The main indicators of the country's external position show mixed picture for 2021. Thus, international reserves increased by
USD 118 million compared to the end of 2020, while the current account deficit continued to widen to 11,6% of the GDP,
simultaneously with a deterioration of its financing structure.
The favourable external situation contributed to the increase of remittances made by individuals abroad in 2021 by 8.4%
(+125.1 million USD) compared to 2020 amounting to 1,612 million USD.
28
evolution of the banking sector
The number of banking institutions operating in the Republic of Moldova remained unchanged during 2021: 11 banks licenced
by the NBM, including 5 banks, subsidiaries of international financial groups.
The territorial network of banks continued to shrink. 29 bank branches have closed and only 4 branches have opened during
the year. At the same time, the number of employees in the system increased by 294 people.
Prudential indicators had positive dynamics during the year. Solvency indicators show that adequate capitalisation is main-
tained, while providing a good ability to absorb unexpected losses. The value recorded by the current liquidity indicator, at the
end of 2021, stood at approximately 48.54%, while for the long-term liquidity indicator, the recorded level was 0.74.
Assets [milion MDL]

The quality of banking assets
improved during 2021. Against the
+14.2%
background of the increase of the loan
portfolio by 23.5%, the rate of
non-performing loans showed a
decreasing evolution from 7.38% in
2020 to 6.14% in 2021 (prudential
approach). The same trend of
improvement was also recorded in the
118,534
case of the rate of reductions calculat-
ed for the balance of debt to loans,
which during 2021 reduced its share in
the total loan portfolio by 1.07 p.p.,
103,744
amounting to 6.39%.
31.12.2020 31.12.2021
Regarding the concentration of banking activity, there was an increase in the share of Top 4 banking institutions in total
assets from 78.3% at the end of 2020 to 80.1% at the end of 2021. The financing of the Moldovan banking sector continues to
be provided mainly by the sources attracted from the domestic market. Namely, customer deposits increased by 13.1% during
2021. The banking system remained profitable, the net profit exceeded the result of the previous year, many ways thanks to a
substantial decrease in the depreciation of financial assets of 389 million lei, compared to the level of depreciation of 501
million lei recorded in 2020.
The financial performance at the system Loans [milion MDL]

level was higher than in the previous year
(+ 800.7 million lei), against the background
of favourable macroeconomic conditions, +23.5%
the revival of lending activity that led to the
increase of profit to depreciation and
taxation by 1.242 million MDL, and the
reduction of expenses from depreciation by
380 million MDL. However, these positive
influences were diminished by an increase
of 170 million MDLfor the profit tax
expenses. 45,643 56,359
As a result, the banking system recorded a
net profit of about 2 302 million MDL, 31.12.2020 31.12.2021
increasing by 53.3% compared to 2020.
The structural analysis of operating income shows net interest income was the most significant component, representing of
62.7% of all operating income at the end of 2021, up from the same period last year when it recorded a share of 57.7%. Net
income from fees and commissions also continued to play an important role in operating income, respectively 23.4%, down
from the share recorded in the previous year (22.5%).
The dynamics of net interest income, the main component of operating income, was constantly rising during 2021 (+ 26.5%), as
interest income was up substantially (+ 739 million MDL). The return on assets (ROA) reached a level of 2.01% at the end of
2021, increasing by 0.48 p.p. compared to the previous year, given that the upward trend of net profit (+ 53.3%) was much
more pronounced than assets at the average value (the latter increased by 15.2%, from 95 869 million lei to 110 478 million
MDL). The return on equity (ROE) was 12.35% at the end of 2021, 3.46 p.p. higher than at the end of 2020. From the perspec-
tive of the determining factors, the improvement in the return on bank capital was due to a greater increase in profit
compared to the increase in average equity during the year (+ 11%).

maib business strategy
THE MAIB STRATEGY 2024 ENVISIONS A TRANSFORMATION OF THE BANK INTO A MODERN FINANCIAL ECOSYSTEM.
the bank’s 4 objectives
1 2
Providing a new customer experience level. Transforming into a modern financial ecosys-
Maib aims to offer its clients top-quality standout tem.
service and develop new products and services. Maib aims to become the market leader in the
Both of these will meet their expectations and use of digital technologies. First, there will be
needs, as well as be more convenient and more an upgrade of our existing digital channels with
relevant in their everyday lives. Such an approach a focus on relevance, convenience and creation
will create a lasting competitive advantage, which of a one-stop-shop solution. This one-stop
will translate into the ever-growing business solution allows the client to avoid visiting the
pipeline. There are several focal points in this branch. Secondly, we aim to build financial
strategic initiative. One is digital with a focus on ecosystems that are of value to our customers.
mobile app and online banking solutions. The other This way, we create more points of contact with
is the overhaul of the physical branch network. our clients. Thirdly, we monetise these ecosys-
There is also a reformulation of internal processes tems by offering our products to all users.
with the help of the Agile organisational transfor- Finally, we are developing the payment system
mation. Finally, there is continued focus on human to become a major provider of e-commerce
capital development programs. These programs services. We will complete the process of
focus on the training and professional develop- technological modernisation that we have
ment of employees. Additional goals are as begun. This will happen through building IT
follows: improvement of employee loyalty, systems and a top-class technological infra-
development of corporate culture and leadership, structure.
management of performance and productivity
3 4
Listing the Bank on an international stock International expansion via digital to capture
exchange. the markets for Moldovan expatriates.
In order to achieve this objective, we will focus on Further down the line, when we have created a
improving the corporate governance system and standout digital offering, we will consider looking
increase transparency. Doing this will give our to scale it up internationally. Our focus market
shareholders full value and reduce our cost of will be the Moldovan expatriates abroad. These
capital. Maib also looks to focus on meaningful individuals have strong ties to their home country
social responsibility activities and impact and plan to return someday.
projects.
Build new level Become a modern List shares on an Expand in the

of customer financial ecosystem International Stock region with a digital
experience provider Exchange - business model
Bucharest
Step-by-step
Focus on the Continue Achieve best expansion in the
customer transformation valuation region using tested,
of e-channels profitable business
Continue Decrease cost of models
sustainable Cooperate with the capital
growth and right partners to
focus on orchestrate Play a key role in
profitability financial ecosystems integrating
with a focus on the Moldovan
best customer businesses into the
experience global financial
market
30
business model
Maib is a commercial bank that provides loans and similar products to retail, corporate and SME customers. It takes deposits
and maintains the current accounts of its clients. It offers a variety of payment solutions. The Bank also conducts proprietary
investment activity and has a brokerage operation. Maib’s market is entirely in Moldova. The Bank is the market leader in
nearly all segments of the market in Moldova and is considered the main systemically important bank by NBM, the local
regulator.
CUSTOMER PERCEPTION CUSTOMER INTERFACE
• Universal bank offering • Different options for interact-

services and products to ing with the bank: Branches,
individuals and companies agencies, call centre, electron-
ic services
• First choice partner
• Focus on developing a new
• Bank - employer no. 1 operational model
• Focus on Implementing a new

visual identity concept
HUMAN CAPITAL STRATEGIC CORE
• Remuneration system - •
fixed and variable part Focus on digital
products as a
differentiator INTERNAL VALUE CHAIN
• Talent management and
career planning system
• • Centralisation of back-office
Focus on Retail
• Employee loyalty increasing
and SMEs
processing activities
• Corporate culture and • Define clear SLAs for process

leadership development
• quality management
Agile
Implementation
• Development of a new digital
platform: Internet/Mobile
banking
CONCEPTS FOR THE FUTURE
• Innovative products and

services based on the new
IT infrastructure
PARTNERSHIPS
• Listing on an international
stock exchange • Retailers, service
providers, authorities,
• Risk management process associations
development
• Focus on ecosystem
• Training and Knowledge development: Auto,
Assessment Centre Housing, Agro

targets for the medium term
market share
loans 40%
achieved 34.9%
Overall, in 2021 maib gained 0.7% in market share in

loans. There were significant gains in the SME (+3.8%) 2020 2021 mid-term
and Retail (+1.4%) segments. These gains were driven
by the following improvements: the customer experi-
Loan Market Share 34.2% 34.9 % 40.0%
ence, higher visibility achieved after re-branding,
expansion in digital channels —in particular, the
Retail and MSME (in total) 47% 5 3.9 % 60%+
maibank mobile app — and some relaxation of regula-
tory requirements. There was a small loss of the
market share in the Corporate sector, where maib’s Market Share SME 22.5% 2 6 .3% 40%
share is near 50%. The loss was amid the signs of
increasing competition in this mature market. Overall,
there are clear signs of progress towards the 40% Market Share Retail 28.8% 30.2% 40%
market share in loans, particularly in the SME segment.
financial
ROE 20%
achieved 13.8%
Maib made positive progress on the ROE target during

2021. In the final two quarters of 2021, ROE was near 17%. 2020 2021 mid-term
Several factors creating headwinds for the ROE target were
high capital and liquidity requirements, which the Bank is Fee income target, % 17.2% 16.8% 25%
subject to. Additionally, during the year maib re-assessed
pay for certain categories of employees that led to an
increase in compensation expenses. Other types of expens- ROE, % 11.2% 13.8% 20%+
es were on the rise as well. This reflected a number of new
initiatives undertaken by the Bank in 2021. Growth, YoY, % 17.3% 22.8% 20%+
growth 20% Cost of Income, % 54.9% 54.9% 45%
achieved 22.8%
NPL, % 4.71% 3.92% 4%
Maib’s asset growth was driven by the positive macroeco-
nomic backdrop and substantial increase in Retail and SME
lending during the year. The Bank was also able to gain a
market share across the board. Ample liquidity and capital,
as well as the ability to continuously attract deposits,
allowed maib to record sustainable growth.
cost to Income 45%
achieved 55%
NPL 4% The Cost to Income ratio was largely flat year on year. This
achieved 3.9% reflects an increase in expenses associated with a number
of new initiatives that maib implemented in 2021, such as
The NPL ratio demonstrated a positive dynamic during the year. rebranding and associated marketing push. Additionally, as
The change in the mix of lending activity towards less risky maib re-assessed pay for certain categories of employees,
lending (Retail and SME) resulted in significantly lower NPL. this led to an increase in compensation expenses.
32
payments
market share 55% maibank users 550,000
achieved 41.8% achieved 297,000
Maib made significant progress in gaining the market share in The user base of maib’s mobile app has grown strongly, reflecting
payments. The Bank issued more cards, actively deployed its upward trend for digital adoption as well as the improvement of
POS terminals, introduced widely-used payment options to its the application. New features added to it allowed not only to
mobile app and installed highly practical ATMs and payment attract new users, but also entice existing users to use the app
terminals. These have a variety of functions to increase its more often. The features allowed customers pay more with it,
usefulness and relevance to the customer. An associated receive more funds, take out more loans and make more deposits.
marketing push also played a role, and as a result the Bank The improvement of the app is continuing with new features and
managed to gain a substantial share of the market. upgrades to existing ones expected throughout 2022.
Payments 2020 2021 mid-term
41.8%
Payments Market Share 28% (Q3 21) 55%
Daily maibank Users (DAU/MAU) 26% 34% 35%
Paying maibank Users 36.2% 54.4% 50%
maibank users, K 178 297 550
ecosystems customer experience

to launch 4 NPS (Net Promoter Score) 65%
achieved 1 achieved 52%
While some progress on the NPS was achieved during 2021,

Maib launched auto365/DriveHub platform at the end of the raft of upgrades to customer service came at the end of
2021. This is the first of four planned ecosystems. Another year, such as the rollout of the redesigned branch. There-
one, dedicated to housing, is planned for the first half of fore, we believe that improvement will be more pronounced
2022. in 2022.
Ecosistems 2020 2021 mid-term Customer experience 2020 2021 mid-term
Ecosystems number 0 1 4 Customer Experience 51% 52% 65%+

Target NPS
Ecosystem Generated 0% 0% 4%
Employee Engagement 88% 86% 85%+
Income
human resources
employee engagement 85% Human Resurces 2020 2021 mid-term
achieved 86%
Employee
Employee engagement remained high. The Bank has a 88% 86% 85%+
Engagement
number of ongoing initiatives, including training, develop-
ment, wellbeing and community involvement programs.
Additionally, re-assessed pay for certain categories of
employees make it more competitive in the market. This was
achieved amid a very competitive market for talent, which is
impacted by the ability of job seekers to move abroad in
search of higher wages

business units
overview
retail banking unit
retail banking activity during 2021
2021 was an exceptionally successful year for the Retail department. The previous year, 2020, was severely impacted by the
COVID pandemic and experienced lockdowns, disruption of economic activity and a complete shutdown of certain sectors of
the economy. At that time, consumers were very anxious to spend and saved more, leading to a further blow to the economy.
In 2021, there was widespread relaxation of the preventative measures to combat the pandemic and vaccination of the
population. As a result, a very strong recovery and a robust return of consumer confidence occurred.
Strong increase across the board in unsecured loans and mortgages, gains in market share
Recovery was supported by an accommodating monetary policy of the National Bank of Moldova (NBM). This policy
maintained the base rate of short-term government securities at a historically low of rate of around 3-4%. It also lowered the
minimum required reserves in Moldovan currency. This managed to drive retail loan activity with over MDL 4.1 billion in the
form of new loans (not counting credit products granted via cards). This activity ensured an increase of maib’s Retail portfolio
by MDL 2.234 million. The overall increase was 47.8% compared to the previous year and reached MDL 6.907 million. We also
managed to improve our market share from 28.75% to 30.23% (+1.48 p.p.). Mortgage loans increased to 2.969 million
(+53.4%), contributing to the increase of the market share in this segment from 24.56% to 25.98% (+1.42 percentage points).
At the same time, the consumer loans portfolio increased to MDL 3.574 million (+46.4%). Additionally, the market share
increased from 32.64% to 34.09% (+1.45 percentage points).
Retail loans market share (mln)
28,8% 28,5% 28,8% 29,8% 30,2%
● maib 21.396 22.850

19.174
16.252 17.100
● system
● market share 6,907
● maib % 4.673 4.879 5.520 6,367
31.12.2020 31.03.2021 30.06.2021 30.09.2021 31.12.2021
Consumer loans market share (mln)
33,7% 34,1%
33,3%
32,6% 32,6%
● maib 10.042 10.484

8.942
7.480 7.853
● system
● market share 3,383 3,574
2.441 2.563 2.977
● maib %
31.12.2020 31.03.2021 30.06.2021 30.09.2021 31.12.2021
Mortgage loans market share (mln)
24,6% 24,0% 23,8% 25,3% 26,0%
11.428
● maib 10.408
9.310
7.880 8.341
● system
● market share 2,633 2,969
● maib% 1.936 2.004 2.214
31.12.2020 31.03.2021 30.06.2021 30.09.2021 31.12.2021

Weighted average interest rates on new loans
Compared to
December 2020
Total 8,54 +0,30 +0,99

In MDL
Businesses 8,46 -0,04 +0,02
Sole proprietors +10,57 +0,48 +2,72
Retail customers +8,53 +0,81 +2,45
Deposit portfolio growth despite low interest rates
Retail deposits increased in 2021 by MDL 2.218 million, reaching the level of MDL 19.052 million (+13.2%). The market share in
this segment increased from 33.16% to 34.07% (+0.91 p.p.), demonstrating the high level of trust that consumers placed in
maib. This increase was achieved despite historically low deposit rates, particularly in foreign currency. In part, the deposit
portfolio increase was also influenced by the ability to access most types of deposits through the maibank mobile app.
The portfolio of cards in circulation increased in 2021 by 108 000, reaching 744.6 thousand cards (+17.0%). The share of
active cards also increased from 59.8% to 61.7% (+1.9 p.p.).
Maibank's user community expanded in 2021. The expansion included 118.4 thousand new users, reaching 297.7 thousand
users (+67%). Specifically, in December 2021, 74.8% of the total user base used the app at least once a month, and 34.0% used
it at least once a day. Also, during the same period, about 35% of the total number of uninsured consumer loans and 16.8% of
new deposits attracted were made via the app.
trends
The favourable macro-economic developments together with delayed demand, which accumulated during the 2020 created a
strong tailwind for growth in lending activity. Penetration of bank lending has improved in Moldova during 2021. Currently, the
total volume of loans — relative to the GDP — represents 29% (this combines loans issued by banking and non-banking
financial organisations). This volume is far below the level of peer group countries, which suggests a high potential of increase
in loan penetration. Therefore, we believe that the growth of lending will continue.
Digital becomes key, adoption to drives monetisation growth
Maib's digital efforts began before the COVID restrictions. Now, they have begun to fully bear fruit in 2021. This became a
year of a rapid evolution of digital services and channels. Customers have turned to digital products and mobile apps in large
numbers, and the share of products distributed via these channels has improved substantially. We have seen over a third of
unsecured retail loans issued via online channels (most via the maibank app) at the end of the year compared to just over 10%
at the start of 2021. Consumers found the app more useful, and monetisation of the product has begun. The number of loans
issued via physical branches has fallen, but they continue to be an important source of business for the Bank.
Improvements in branches
With this evolution in mind, 2021 was a year that brought not only new opportunities but also new challenges. The need to
improve the customer experience brought about the rethinking of a number of customer-facing processes. These processes
included the off-line distribution and service channels. We have focused on the convenience and comfort of the experience in
branches, in particular the wait times. During the year, the redesigned processes allowed for a much-improved performance.
About 80% of the customers did not have to wait more than 5 minutes to be served in branches. We have designed and
implemented live data monitoring for each branch that allowed tracking performance in real time. This also helped us increase
the productivity of front-office employees by over 30%. This leap in performance was achieved in just one year.
36
User experience improvements drive flow of new customers and loan portfolio growth
The improvement of the customer experience has generated a new flow of customers. This has allowed us to add approxi-
mately a 100 000 new customers during 2021. For the same reason —speed and convenience — approximately 300 000
customers have become active users of the maibank mobile app. Genuine progress in terms of the user experience occur as a
result.
As a result of customer experience improvements combined with a positive macroeconomic backdrop, the loan portfolio grew
in a single year by approx. 50% (Year on year). These results were also supported by the relative stability of the costs of the
loans granted during the year.
Initiatives covering customer needs
trust simplicity speed convenience
• General Banking • Waiting time targets for • Open 24/7 – maibank,

• 3D secure with
Conditions branches ATMs, payment
biometrics in maibank
• Simplified documenta- • Pre-approved loans terminals
• Face Recognition
tion • maibank– full service
• Order with card delivery
• Multiple initiatives to
• Deposits, loans, cards, app
increase transparency • Updated approval
accounts, payments processes • Multifunctional ATMs
available via maibank • Online visit scheduling
• Simplified
documentation in branches
understanding
transparency responsiveness
customer needs
• Transparent fees and • Call Center 24/7 • Continuous customer

commissions • Online chat 24/7 feedback
• Open layout in branch- • Approachable staff in • Data analytics
es branches • Customer-centric
training for employees
key initiatives implemented in 2021

by retail business unit
Transforming the branch model
At the heart of maib’s new strategy is the desire to be more customer oriented. This led us to create intelligent solutions by
transforming the appearance, but also the way the branch works. We aim to be the bank that seamlessly supports everyday
needs. To achieve that, we constantly make sure that we understand the concerns and needs of our customers and their
long-term plans. With this in mind, in November 2021 maib opened its doors to a new model branch in the Buiucani district of
the capital Chisinau. The new design and layout aim at creating a sense of familiarity for the customer. The customer's needs
are addressed quickly, and expectations are met and exceeded. The new branch is fully redesigned using maib’s new brand
identity.
Maib has developed the new design that aims to create an environment that is more welcoming, more colourful, positive,
transparent and open. The differentiation of maib’s network comes via the “customer first” approach as well as speed and
personalised assistance. Each customer is greeted by the Client Consultant, who will understand the customer's needs, offer
support, advice and guide the customer to one of the 3 functional areas: quick banking, transactions and advising. The new
functional design aims to streamline the customer experience and is based on extensive studies of customer needs. The
redesign of the branch network is expected to continue all throughout 2022.

improved
customer
experience at
Ion Creangă
branch
Corina Verbițchi
manager of Ion Creangă branch
In 2021 maib’s goal was to improve customer staff member, with a faster customer service for an
experience. Maib branches are a large part of that extensive list of operations a shorter waiting time.
experience, and are highly important to us. When the - consultations area, which is a more private space,
changes to the operating model focused on better where direct communication, analysis of customer
service for our customers were announced in our needs and more complex personal or business plans
branch, we welcomed this news with open arms! Ion are discussed.
Creangă branch became the first branch within maib
network, where the new operational model was Branch customers are delighted with the new design
launched alongside with the new design. and process changes, all feedback is positive and the
bank's employees are excited too. My colleagues at
Within the branch, 3 customer service areas were the branch and me had to undergo extensive training
implemented, namely: in a very short time in order to understand all
- self-service area, dedicated to customers who are processes and be able to explain them to customers.
comfortable enough with ATMs and payment Now we are proud of the changes and it is a happy
terminals, but there was a friendly helpful customer workplace. Teamwork plays a big role in the process,
consultant nearby actively helping those in need of and there is a lot of encouragement and help in our
assistance, providing guidance and demonstrating branch.
the how to perform certain transactions.
- transactions area, where the emphasis was on From my point of view, there is always room for
speed and fulfilment of customer needs. The key improvement in both the processes and the attitude
concept here is the "one-stop shop" type of service, of each of us in the daily activity that we have.
where all customer needs are addressed by a single
38
Opening of the Mortgage Centre
The opening of the Mortgage centre is maib's first step

towards creating a modern housing ecosystem. We will, in
turn, complement it with various services and products, both
for individuals and for businesses.
The idea behind the maib Mortgage Centre is the convenience

of a one-stop shop experience. Bank customers can receive a
mortgage decision in a short amount of time based on a
simplified procedure. In parallel, we have developed networks
of partnerships, including with many real estate agencies and
top appraisers in the field. This is important for the conve-
nience of customers who, while obtaining a mortgage, will
also be able to simultaneously use the services of the Bank's
partners, necessary when buying a home. We have taken into
account the experience of all the Bank's partners in the
services offered by the Mortgage centre.
Mortgage loans contribute and help to increase the volume

of construction and sales of new homes on the real estate
market. The result helps develop industry, transport, trade
and, in general, the entire economy of Moldova.
Transparent fees, commissions and an effective General Banking Conditions

annual rate (APR) Maib implemented General Banking Conditions for retail customers
The updating of maib's strategy, mission, vision has allowed us to — a single document that regulates the legal relations between the
become aligned with the values that define us. These can all be Bank and the client. The document represents the framework
found in each redesigned and rethought product and service made contract that is also stipulated in the law on payment services and
available to maib's customers. In everything we do, we aim to electronic money. This way, maib offers its customers the
always be customer-oriented, professional, agile, innovative, opportunity to be more easily informed based on a single
trustworthy and transparent . We value teamwork very highly as document. This document details all the banking services and
well. products they offer, as well as about the requirements for joining
We have the goal of communicating clearly and transparently with them.
each customer and build a relationship based on trust. We want
our customer to have the certainty that at maib they will always As a result, the time spent at the Bank will be maximally reduced.
find transparency. The annual percentage rate of charge (APR) is The list of documents required to be signed in the service process
calculated and displayed at the Bank openly, a mark of trust and will be limited to a few simplified applications, depending on the
reliability. The end result is no hidden fees and unexpected requested product. Through these transformations, we want to
commissions. adapt to the needs and behaviour of our clients. This will be
achieved through a solution that is as close as possible to their
lifestyle. We offer our customers easy and simplified access to all
the important information, all of which can be found in a single
document published on the Bank's website.

Cashless payment in public transport Smith & Smith – a new transfer system from
During the COVID pandemic, it became particularly important to
maib
be able to pay for goods and services by cashless solutions to Via the Smith & Smith system, a customer can receive foreign
minimise the spread of the virus. Maib has been involved in a currency in any branch or agency of maib. This can be
project to make public transport in Chisinau more pleasant, transferred from anywhere in the world, or the equivalent in lei.
modern and safe. As a result, trips by public transport in the The system has relationships with over 40 external partners.
capital can be paid by card. These transactions occur at the The money sender has access to a network of about 100 000
stationary terminals installed in the transport units. The disbursement points.
technological solution was developed by maib, Mastercard and
with the support of Chisinau City Hall. This pilot project of The best part is that the transferred amounts are available
accepting cashless payments for urban transport provided a within 15 minutes of dispatch. The commission will be paid in full
solution that worked given the situation at the time. by the sender. As an added convenience, the customer can
receive money, transferred not only through Smith & Smith, but
also from its many partners.
3D Secure biometric identification

Fast transfers directly to the card In order to protect its customers, maib has changed the way of
Remittances from abroad are a big part of life in Moldova, as authenticating online payments. 3D-Secure is a service attached
many expatriates who live and work overseas send funds to to the card and an international standard of security for online
their families who still reside in the country. Maib has always payments. As a result, the risk of fraud is reduced to the
worked on ways to make receiving international money minimum. Maib customers can use 3D Secure biometric
transfers more convenient and easier. In 2021, Maib, in authentication through the maibank app: face ID or fingerprint
partnership with Western Union, launched the foreign money (Touch ID).
transfer service directly to the card (t2c), which can be accessed
from the t2c.maib.md website or through the maibank mobile Biometric authentication will also be applied to the payment of
app. invoices for public services. Customers can make payments for
public services through the MPay or other services, provided by
Thanks to the new service, offered by Western Union and maib, private organisations, on the profile sites.
there is no need to go to the Bank to pick up the money. Through
t2c, the monies are transferred directly to the customer's card
account without incurring any commission. If the currency of the
card differs from the currency of the remittance, the money will
be automatically converted at the Bank's exchange rate.
Live chat
In an increasingly digital world, banking needs to be more
accessible and easier. As a result, Maib proposed a new support
and communication tool that is easy to use and always available.
Live chat is an alternative for calls to the Contact Centre 1313. It is
available from anywhere for both existing maib clients and
prospective ones.
Assistance can be quickly requested via live chat in maibchatbot

for Telegram and Viber. The new service can also be used when
you encounter technical difficulties, you want to find out more
details about maib's services and products or just leave
40
Maib DriveHub/auto365 platform Pre-approved loans without a visit to the bank
In order to be closer to customers at any stage and facilitate Maib has unveiled pre-approved unsecured loans for Retail
their choice, the auto.maib.md platform was created. Now, in customers that can be accessed in a multitude of ways — at a
one place and just a click away, not only can the customer can branch, over the phone, but most conveniently via the maibank
discover a multitude of brand-new cars, but also view over app. As a result of this innovation, we have seen over a third of
3500 cars with mileage. unsecured consumer loans originating in the mobile app as of
December 2021.
Everything is simple and easy. You no longer need to waste time
searching for the right car on different sites, through the
markets or car dealerships. All you have to do is access the
auto.maib.md platform. There, you can find a wide range of new
or used cars.
ATM currency exchange

Maib ATMs are available to customers twenty-four hours a day.
Maib ATMs offer multiple services such as buying or selling
currency, at the best exchange rate, day and night, at any time.
Customers can make cash withdrawals as well as cash deposits
and cardless transactions. Currency exchange does not require
the customer to be an existing maib customer.
Schedule online visits branches
During the COVID pandemic, maib prioritised the health and Maib 365 includes the maibank app, internet banking, currency
safety of our customers. As a way to protect our customers' exchange services at maib ATMs, the network of self-service
health, increase their comfort, but also reduce wait times, online terminals, the maibchatbot, the Contact Centre 1313 support
programming and electronic queueing have been implemented. service, the P2P and T2C services.
The entire maib branch network in the country uses this. The
service is free of charge and can be accessed through the
Earlyone app, which can be downloaded from Google Play or the
App Store.

cards and payments
Cards issuance overview
Maib is a major issuer of debit and credit cards, provider of POS terminals and online payments solutions. It has the largest national
network of ATMs and payment terminals. It offers a full range of cards to its customers from basic to premium and has partnered up
with Visa, Mastercard and American Express to issue both debit and credit cards. Maib’s liber card range has nearly 2000 local
commercial partners, while Gama card range with cashback has nearly 700 partners. Libercard is similar in principle to a store card –
the customer can make a purchase in store and then pay in instalments without incurring any interest – except that it can be used in a
large number of different stores nationwide. Gama card range, which has been a runaway success for maib, offers cashback on
purchases. Basic rate of cashback is applied to all purchases, and higher rates are received from partners. Many of maib’s cards, which
come in the premium and exclusive range have a variety of perks, such as the use of airport lounges, free taxi ride to the airport and
back, free international health insurance, exclusive discounts, concierge service and other.
Card issuance in 2021

In 2021 maib issued 267 thousand cards, which represents a 50% growth compared to 2020. Maib’s project Gama, that was launched
at the end of 2020, was a major driver of 2021 explosive growth. Gama are the first cards in Moldova with guaranteed cashback. The
line offers 3 different products: Universal, Start and Premium, covering respectively general, salary and premium segments. Frequent
cashback campaigns and promotions organized by maib together with its partners increased clients’ engagement. Mastercard and
Visa repeatedly supported maib’s initiatives. Level of active cards went up by 0.5 p.p, reaching 61.7%. Medium term target is 70% to be
reached in 2024. The total number of cards issued by maib was 744 thousand at the end of 2021. Maib is second in terms of the
number of cards on the Moldovan market with 30.4% market share. It has closed the gap with the leader by 2.6% during the year
thanks to its active engagement with customers.
Payments acquiring
Maib is a leading provider of POS terminals and online payment solutions to merchants in Moldova. At the end of 2021 it had 9,300
POS terminals and 254 online payment solutions deployed giving it roughly a 35% market share in Moldova. Maib is actively promoting
its services to merchants and provides support and runs various promotions to drive the business. Via its active engagement in the card
and payment solution business it drives the cashless revolution in Moldova.
Market share payments
28% 41,8% 55%

2020 2021 2024 tagret
maib gama - leader in cards with

cashback
maib liber - leader in store cards
maib junior - first kid's card with

cashback
42
Global store –
gama card
partner
“Maib has a highly successful Gama range of bank cards

offering cashback to its holders. This product is a first of
its kind in Moldova. Maib partners up with businesses to
offer additional cashback on purchases in their stores.
Maib helps its partners promote their offering to the
Bank’s large customer base.
Global Store is a chain of home goods stores in Moldova.

Maib’s partnership with Global Store dates back to May
2021. Global Store offered substantial cashback (5%) to
Gama cardholders and the sales took off. Around
Christmas maib held a promotion offering double
cashback at select partners. Global Store was one of
those partners offering 10% cashback. To support this
offering maib made a marketing push, including a wide
promotion in the social media, targeted ads over text
messages and an advert in maibank mobile app. As a
result Global Store recorded a three-fold sales increase
during the period with a large number of customers
paying with maib Gama cards. This partnership was
Victor Cepoi
beneficial to both maib’s cardholders pocketing
generous cashback, as well as Global Store, a partner of CEO Global Store
maib’s Gama cashback program.”
Global Store sales on gama card (MDL)
0.68M
0.25M
0.16M
0.14M
0.12M
0.1M
0.05M 0.06M
0.01M 0.01M 0.02M 0.02M 0.04M
jan mar may jul sep nov jan

2021 2021 2021 2021 2021 2021 2022

maibank in 2021
In 2021 maibank user base has grown substantially, its users became more active in the app, more engaged, paid and received more
funds via the app, and the maibank became more relevant as it added more services. At the end of 2021 the user base of maibapp
reached 297 thousand or roughly one third of maib’s customers. Compared to the end of 2020, when the user base was 178 thousand,
it grew by 67%. This reflects growing digital adoption and the value of convenience afforded by the app. In December 2021 average
number of payments per user reached 3.0, compared to December 2020, when it was 2.6. The average monthly user indicator
remained relatively flat at 74.8% in December 2021 compared to 75.0% in December 2020, while average daily user indicator has
tickets up slightly to 25.5% in December 2021 from 23.6% in December 2020. Maibank also showed growing monetization recording a
marked increase in the share of new unsecured loans originating online and new deposits originating online. In the fourth quarter of
2021 the share of unsecured loans originating in the app reached 35.7% compared to 11.9% in the first quarter of 2021 (when this data
first started to be collected). Share of deposits originating online reached 14.3% in the fourth quarter of 2021 compared to 2.6% in the
fourth quarter of 2020. Maib’s ambition is to take the app user base to 550 thousand in 2024.
maibank app user numbers
178k 297k 550k

2020 2021 mid term target
maibank app features
security get in touch

• 3D secure • Chat online
• Biometrics • Call Center
• Face ID
partners
day-to-day
transactions • Cashback
• Partner lists
• Live balance • Offers
• Notifications
• Bill Payments
• Statement and new
transaction details
• Expense Analysis
products
• P2P Transfer • Loans
• Apple Pay • Cards
• Cardless ATM • Deposits
withdrawals • Other Offers
• Map of
ATMs/Branches/
Partners locations improvements
• Face • Recognition
• UX&UI Redesign
existing
features
ecosystem • Web version
integration
planned
features • Real Estate –
CasaHub
• Auto - DriveHub
44
our strategy and builds long-term partnerships. In 2021, we organised 3 brunches
with Retail customers from both Chişinău and the north of
Moldova. We are proud to announce that our Net Promoter Score
initiatives in 2021 among maib customers reached 66 at the end of 2021. This was
an increase of 5 points compared to the previous period. This
achievement would not have been possible without the dedication
Maib has announced widely that the customer experience is at and professionalism of the management team and our talented
the heart of its strategy. A great customer experience is mainly employees.
defined not by what we offer specifically, but by how well we
enable our customers to achieve the outcomes that are most Customer-centric training for employees
important to them. The success of our strategy depends on how
The voice of the Customer also gives us crucial insights into the
satisfied our customers are. We want these experiences they
coaching and training needs of our employees. This is an
have when they interact with maib across different channels to
important component of a successful customer experience.
be positive ones.
Therefore, in addition to regular courses on product and service
knowledge, maib initiated a Customer Centricity Training Program
We have launched a number of initiatives across several
that will cover the customer-centric leadership and management
dimensions:
module. Additionally, it also covers the sales and service +
chapters, which aim to align all employees both with maib's values
• brand refreshment, and improve the quality of customer service. At the end of the
program, over 2 400 employees will be trained. Their further
• branch network transformation,
performance will deliver long-term value for all customers.
• people empowerment,
Customer first philosophy
• simplified and transparent processes and procedures. Being Customer Centric is also about the changes in the
branch-operating model. Moreover, the need to effectively
rebuild and adapt maib's existing customer experience operating
All our initiatives are based on 3 principles of maib's Customer
model exists. The main maib achievements were ensuring one
Excellence: Convenience and functionality, Accessibility and
window service principle, unification of the front-line specialists,
Emotional touch. They allow us to make our mission achievable –
reducing customer total time in branches and creating a unique
to create a new standard for the customer experience to make
customer experience. A challenge we faced was the need to
customers' lives easier, better and more mobile.
reduce customer queue wait times. This necessity was dictated
by our CARE for the customer's time. Both the new operating
Gathering customer feedback continuously
model and the electronic queue system provided an average
During 2021, we conducted continuous gathering of feedback from decrease in wait time by 47%.
our customers. We achieved this by asking them questions,
monitoring how they feel about our value proposition, what their As a result, the customer experienced a more convenient
concerns, priorities, needs and feedback are. The Post-Service
Score tool for the branch network was successfully launched.
+30% +12%
Despite the 86% overall customer satisfaction rate, there are
many useful insights we collected and applied to continue
enhancing our customer experiences. Another initiative warmly
embraced by our customers is the systemic brunches we held with
them. Our efforts brought people who were open to sharing their customer increase in staff
experience, whatever it was – good or not so good. It is a
completely new informal format for communicating with our
satisfaction productivity
customers. This format ensures transparency, confidence and
outlook and initiatives for 2022

Currently, the economic outlook for 2022 is highly uncertain. We continually evaluate economic performance, including GDP, trade,
currency exchange rates, interest rates, consumer demand and inflation. Due to war in Ukraine the economic outlook remains
unpredictable.
We continue prioritising our customer-first approach in our work. Key initiatives for 2022 still focus on speed, convenience and the
relevance of our products:
• Continue the rollout of redesigned branches
• Continue improving the mobile banking app maibank and online banking solutions
• Launch and improve of financial ecosystems, the first of which became live at the end of 2021.

SME (small and medium size enterprise)
business unit
The SME business unit is the fastest growing business of maib. It caters to the needs of smaller business clients. It has nearly
30,000 clients — small and medium-sized Moldovan businesses.
The vision of maib SME unit is to create a team between the customer and the bank, a relationship based on trust. The customer
takes care of the business, while the bank solves their needs in terms of financing, payments and all related needs. Our ultimate
goal is for maib to be the number one option for every business owner in Moldova requiring financing or bank advice.
business environment overview in 2021

After 2020, which was a very difficult one for the Moldovan economy, affected by severe drought, the COVID-19 pandemic and
the restrictions it brought in 2021, there was an economic recovery.
Local business managed to restore distribution channels and rebuilt supply chains, thus fully adapting to the post-pandemic
realities. The GDP rebounded strongly and recorded an increase of nearly 14% year on year in real terms in Moldovan currency.
business banking gross loans [mln MDL] internet banking customers
65,1%
68,1%
22,5% 26,0% 26,3% 58,3% 60,5%
66,1%
3.732 26.556 26.762 26.331 27.079 27.722

3.628
2.762
16.294
17.899
18.874
17.133
15.471
31.12.2020 30.09.2021 31.12.2021 31.12 31.03 30.06 30.09 31.12
● market share ● active customers
● SME ● internet banking subscribers

● % customers with IB
Strong growth in agriculture

A very good performance of the agricultural sector made a significant contribution to this growth in 2021. Good weather
conditions led to record harvests. At the same time, international markets for agricultural produce had very favourable pricing
trends. This allowed the sale price for cereals to be set at a very high price compared to the average of previous years. As a
result, we have seen an increase in turnover for companies in the field and those in related sectors.
Banks support small business

In this positive environment, Moldovan banks stepped up financing in the sector by making funds more accessible – unsecured
loans for business customers became available. At the same time, the decision-making time was reduced and relatively low
prices for lending resources were offered. These measures led to an increase in the balance of bank loans granted to small and
medium-sized enterprises by 14.5%, from MDL 13.8 billion to MDL 15.8 billion.
Maib captured over 50% of growth in the sector

Performance in the SME sector was uneven across the banking sector. Maib recorded record growth record of 34.2%, from 3.1 to
4.2 billion MDL. This was followed by Eximbank with an increase rate of 28.9% (from 0.6 to 0.8 billion MDL) and BCR Chisinau
with 24.8% (from 0.7 billion to 0.8 billion MDL). Maib was also the leader in the sector in absolute terms with an MDL 1.1 billion
increase. Moldindconbank was a distant second with MDL 409 million and OTP Bank was third with MDL 217 million.
Strategy upgrade in the SME sector

We applied a new strategy in the segment. This led maib to increase the market share of the SME segment substantially. The
strategic changes can be summarised across four categories:
46
We have applied We optimised We transferred We increased the
an individual processes, back-office accessibility of loans for
approach to pushing for operations from a larger number of
customers and maximum network vendors customers. We changed
re-structured digitalisation and to support our approach from
staff in a way to excluded a structures in the reactive to proactive by
be able to number of Head Office so trying to anticipate
address these operations that that sellers could customer needs and
individual needs were deemed devote all their actively proposing
effectively; non-essential; time to solving solutions. We improved
customer issues the quality of contact
between the bank and
the customer.
we implemented a raft of initiatives in 2021

to cement our leadership in the SME sector
To execute SME BU’s updated strategy, the following initiatives were implemented:
Customer segmentation into SME and Micro Customers
• SME customers are the Bank's customers with annual sales Migration of back-office operations from branch employees to
of over EUR 450 000 and/or loans with a balance of more specialized Head-Office Support teams
than EUR 150 000;
Initiating the transformation of the entire design of the
• Micro customers are the Bank's customers with annual branches by making the customer the primary focus –
sales of up to EUR 450 000 and/or loans with a balance of organising meeting-rooms, comfortable waiting areas etc.
less than EUR 150 000.
• In the new format, the customer obtains individualised
Providing individual service to SME Customers – creating HUBS: service at the highest international standards
• 5 zonal HUBS have been created; Optimising the number of SME specialists within the branches
• Each HUB comprises a team of 5-7 Relationship Managers according to the number of customers under management
and a Regional Director; • SME BU staff decreased during 2021 from 282 employees
• Each Relationship Manager manages a portfolio of about to 208 employees at the end of the year
100 existing SME clients and about 30 SME leads; Network training according to the new business philosophy
• In this way, each SME customer receives the full spectrum and new maib values:
of banking products from their personal banker. The banker,
• Dedicated seminars with the presence of foreign experts for
at the customer's request, finds a solution to any question in
the entire network
the field of banking products or services.
Setting a modern remuneration system with a variable
Creating a new team of active sellers (hunters), equipped with
component calculated according to clear and measurable KPIs
all the necessary tools for the sale of SME BU products at the
customer's office • Each employee in SME unit has a variable component of
25-50% of the salary that directly depends on the results
• The first 12 hunters were hired in November 2021, and by
achieved or the volume of work performed
December they began to produce the first results;
Creating an analytical centre within Head Office with experts
• The team is planned to grow to 45 hunters in Q1 2022. in data processing and analysis. This allows individual and
Providing fast service for Micro Customers within the Bank's branches portfolio analysis of customer needs as well as how to behave
and model products and packages to suit their needs
• In branches, SME specialists have been transformed into Creating a team dedicated to the continuous optimisation of
Customer Relationship Advisors. Their sole task is to quickly processes
and qualitatively serve Micro Customers and operationally
Initiating the review of the bouquet of products with a view to
to SME customers;
simplifying and moving to packages
• From the Customer Service Advisors, all the back-office Calculation, approval and setting in the automated system of
tasks were taken and directed to a Support team created in pre-established limits for micro, small and medium-sized
the Head Office. As a result, the Customer Service Advisor enterprises and initiation for the first time of the sale of
had all the necessary time to dedicate to customers and credits based on pre-approved limits
sales.
Permanent communications with the network and customers
in order to be in the new vision

47
building competitive advantage
• Maib has been a big winner in the SME segment. We • Unsecured credit for quality borrowers
believe that our success was due to several key factors
that formed our sustainable competitive advantage. • Micro business lending, including enterprises that do not
present financial statements and individuals with entre-
• Speed of customer service preneurial activity
• More attention and time devoted to the customer – • SME customer segmentation and individualised approach
providing additional time dedicated to customers for within the new HUBS created by the Relationship Manag-
specialists by migrating back-office operations to the ers for small and medium-sized customers
support teams in the Head Office
• Remuneration of sales personnel based on KPIs calculated
• Pre-approved loans and credit lines according to sales figures
maib -
partner for a
growing
business
Specialising in design and installation of refrigera-
tion systems in agriculture, food-processing,
logistics and HoReCa sectors, Autehton Grup has a
reputation to maintain. It is an independent
contractor that aims to deliver value for money to
its customers.
“With a growing turnover and a wide range of

customers, we felt the need to simplify and speed
up the process of receiving and making payments.
Sergiu Caldari
Three years ago, while on a business trip, I saw that
one of my foreign colleagues had a corporate card. owner Autehton Group
Returning home, I was interested and found out
that a similar service is offered by maib. Without
hesitation, I asked for some corporate cards and
managed to significantly reduce fees when making
payments.
Previously this process was long and tedious: we This card has an overdraft, which is important as it
had to take a payment order, pay it, send it to the adds flexibility. This is not the only service we get
supplier and only then we received the goods. With from the Bank: in maib we have leasing and salary
a corporate card, this is no longer necessary. Now, projects, as well as loans. Maib is an excellent
the goods can be paid in a few minutes and the partner. It range of services helps us not just to
delivery process is started immediately. save money, but also time and effort.”
48
50
quick loan for a
quick tractor
"Agriculture in Moldova is not an easy field to work in. There A few years ago I first tried working with maib, but seeing
are lots of risks. We started in 1999, at that time having a the package of documents that I needed to provide, I
farm, not a cooperative. We owned around 50 hectares, turned around and left. Now, however, I went back to maib
and now we have over 850 hectares. In 2009, we bought to buy this tractor and the decision was right.
the first three tractors, and since then we have been
growing. Maib has changed a lot in recent years, improving its
service speed, attitude and lowering interest rates. We
There are some unpredictable risks in agriculture. It is used to borrow with an interest rate of over 9% per year, we
worthwhile investing in technology. The state's support for now get a loan with only 6.5%. Furthermore there are no
agriculture is small, but we are happy that the loans in the additional hidden fees. It's easier with the collateral,
agricultural sector are becoming more and more accessible because I made a 20% down payment on the tractor, and
to us. This is very important, because without loans, the tractor itself is used as collateral. The grace period is
agriculture cannot exist, due to the seasonality involved. In eight months, exactly until the season starts when we start
addition, it is now much easier to buy equipment with speed receiving revenues for our produce. "
of loan approval and affordable interest rates.
Gheorghe Jurcanu
head of CAP Rumenagro

inspired by
Amazon
”I founded Poligraf-Design in 2006, alongside with “Dorința”

children bookstore. Until the pandemic of 2020, we received
10-20 order daily, with higher sales during the peak period,
which for us is September.
However, with the pandemic, our workload has increased,

especially the online orders. In those two months, we had to
work harder and faster. The publishers wanted to help people,
and delivery was free, regardless of the value of the order. All
Dorin Tăutu
Poligraf design employees, including me and my family,
delivered orders. At that time, more than 300 orders were
registered every day, because at home parents spent time with
their children reading books. founder and director of
An online payment solution from maib really helped. Our Poligraf-Design SRL
customers can pay for orders quickly and conveniently. The
online platform is very convenient for us, all payments are It is important for us to sell the goods, which people need to
made with ease. We see the advantages for the development receive quickly, without any issues. The site brings us the
of the online commerce. People receive their salaries on cards, same income which we get in a regular store every month,
and as a result, they are making more and more online that's why maib was a real help both for us and for our entire
payments. range of customers. ”
plans for 2022

We aim to cement our leadership in the segment while continuously upgrading the customer experience. Initiatives planned in
the short and medium-term include:
• purchasing and implementing a new remote • reducing “time to yes” (TTY) from the average of 3-4
service system (internet and mobile banking) that weeks to a maximum of 2 days for SMEs and a maximum
meets the highest international standards in the of 24 hours for Micro
field;
• continuing to optimise the range of products and packag-
• implementation of credit limits for customers es for business
(pre-approved and individual) that can be
accessed by customers with a click within the new • completing the transformation of all branches in the
internet-banking system; network according to the new model
• creating a list of non-financial products that will • increasing the number of hunters
offer our customer an ecosystem where they can
solve their main daily business concerns: e-signa-
• continuing to optimise the number of SME business unit
employees according to the number of customers served
ture, tax indemnity support, public tenders
aggregator, collateral registration, accounting, • developing and implementing automated customer
web site creation, trainings for customers, relationship systems
business partner verification and franchise
process support • strengthening the capacities of the network of qualitative
and appropriate customer service (additional training of
• developing service level agreements (SLAs) for the Relationship Managers in HUBS on customer relation-
each internal and customer service process, ship and loyalty techniques, as well as techniques for
monitoring the degree of their achievement and attracting new customers)
implementing the appropriate calculation and
remuneration methods
50
corporate business unit
overview of 2021
The Corporate Business Unit aims to serve corporate clients
by covering all their financing, payments and other needs.
Our business model is based on an efficient collaboration
Increase of corporate loan portfolio and trade finance
between the Bank and the client. This collaboration allows the
instruments
creation of sustainable partnerships. We have been building
lasting relationships with our clients for the past 19 years of
By the end 2021, the total corporate loan portfolio
the existence of the division by being able to anticipate their
constituted MDL 9,000 million. This was an increase of 9.6%
needs. We are seeing a very low turnover of clients by
compared to 2020, despite the negative impact of the
creating a positive customer experience.
exchange rate that occurred in the fourth quarter of 2021.
customer-facing 39% of corporate customers take out loans. The largest

share (68%) is working capital loans (revolving credit,
overdraft). The corporate loan portfolio made up over 46%
strategy of maib's total loans.
of corporate BU
The increase in Trade Finance volumes, the total volume of
letters of credit, and guarantees reached USD 54.8 million
(equivalent). This resulted in 158% over the volume achieved
in the similar period in 2020. This increase was a result of
What we offer to the Bank's corporate clients:
strong customer interest in bank guarantees.
• A structure dedicated to serving corporate clients Improving productivity and efficiency of banking processes
• Individual approach to clients through Customer Relations
Directors assigned to clients Over 98% of corporate customers have been using the maib
• Experience and professionalism gained in dealing with internet banking solution. This has increased the number of
corporate clients transactions made by customers electronically. We continue
to upgrade our internet offering.
• We provide access to financing for our clients. This is
achieved through applying the system of credit limits and
We have also worked towards increasing card usage through
pre-approved loans
increasing the volume of operations performed with cards by
• We have the unique ability to handle large investment 100%. This was made possible thanks to a wider availability of
projects since we are the largest bank in Moldova the Bank's ATMs with the Cash-IN function. We improved
• We adapt our banking products to our client's needs and through the acquisition of transactions by POS terminals and
requests. Customisation is applied frequently. e-commerce solutions by 35% and 43% compared to 2020.

9.0 54.7 3.7
up 9.6% y-o-y
up 58% y-o-y
up 63% y-o-y
bln MDL mln USD bln MDL
Corporate Trade Finance Volume Corporate Deposits
Gross Loans
479 542
up 5.5% y-o-y
up 6.5% y-o-y
mln MDL mln MDL
gross interest corporate
income on loans gross loans
46.12 98.5 100

corporate clients
Portfolio by
Total Bank
loans ibanking, by
# of transactions
transactions
% % %
corporate gross ibanking retention
loans share transactions rate
what we plan to achieve/strategic focus
Maintain Continued
market share in Maintain cross-selling
the corporate profitability of banking
segment products
Increase in Increase in
selling of usage of
Trade digital
Finance products
instruments
52
largest bank for
the largest
supermarket chain
Mariana Moiseev
financial director Moldretail Group
Moldretail Group, which owns "Linella" brand, is one of the logistics center in 2016. As the chain continues to grow a
largest supermarket chains in Moldova. It is the first chain larger new logistics center with an area of 20 thousand
with national coverage, with over 120 Linella supermarkets square meters is going to be built with the help of maib
throughout the country and more than 3500 employees. financing in 2022.
National coverage is the cornerstone of the company According to the company, Moldretail has been working with
strategy. maib since 2014 and relies on the Bank to support its
It all began in 2001 in the Chisinau market of Ciocana, where initiatives. At each stage of development maib stood by
three friends, graduates of the Academy of Economic Moldretail.
Studies, opened a small self-service store. In three years
Linella grew into a chain of five small “local” stores, which did Partnership with maib is not limited to borrowing. With a
not compete with large scale retail. Vasily Dragan, the structure as large and widely spread as that of Moldretail, it
owner of Ducates Grup, saw the potential and acquired 51% is quite difficult to make all the parts work together, given the
of the company in 2011. Linella began to grow rapidly and in need to simultaneously serve more than 100 stores. The
2012 reached sales of MDL 318 million. Ducates Grup had range of services that maib provides is unique. Just the cash
even bigger plans. In 2013 with the help of financing collection service requires banking coverage throughout the
provided by maib, it acquired a competing chain reaching a country. Additionally, maib provides a whole range of
total of over 50 stores nationwide. Moldretail Group was products: POS-terminals for payment, and a salary project
created with all stores now re-branded into Linella. for more than 3500 employees, as well as loans and savings
products. Also, Moldretail serves customers who use “lunch
Today Linella has three different store formats ranging from cards” as a method of payment for food products, while
small local shop to a large free-standing site depending on maib is one of the issuers of them.
the needs of customers in the area. The company added 35
more stores via acquisition of smaller competitors. Growing "A large player should work with a large bank. This is the law
needs of the network led Moldretail to opening a separate of success, that everyone benefits from".

ecosystems and IT
Maib’s digital strategy is at the core of its vision.
Digital leadership is central to creating a superior customer experience. This involves building a go-to mobile app, online
banking, as well as state-of-the-art tools and solutions that drive processes within the Bank.
Ecosystems is another area where maib aims to get ahead of its competition. Digital ecosystems are a well-known and tested
business model, which build a loyal user base by offering value to customers. Consequently, this capitalises on the network
effect, then monetize the user base by offering bank's own services, such as loans, payments or other solutions. Maib envisions
four digital ecosystems in its medium-term strategy.
ecosystems
Getting Started, Market Research
• In 2021, we laid the foundation for the development of maib digital ecosystems.
• Several market studies have been conducted, and they led to an understanding of the key areas for development.
3 key areas:
1. Automotive market (Retail segment)

2. Real estate market (Retail segment, mortgages, unsecured loans, credit cards)
3. Agricultural market (SME segment)
• We formed the concept for the development of each of the identified directions.
• The architecture of the projects was designed and the technical basis for implementation was prepared.
• We identified the requirements and built a core team for the projects.
auto356/DriveHub ecosystem
One-stop-shop for all • Powerful sales channel
vehicles in stock at auto • Convenient dashboard
dealers in Moldova
Search and filter tool • Quick support avail-
Subscribe to alerts able
Automatically insure and Customers • Automatic upload of
register
Price the auto loan
Auto stock into the data-
base
Quick connect to bank Dealers: • Frequent promotions
Convenience supported by maib
of mobile app
• Generate leads for

auto loans and
leasing
• Signup all major car
dealers in Moldova
Network • Deepen existing Mobile app
effect: partnerships rollout
The more • Loans for other planned
buyers/sellers – services in 2022 to
the more new • Collect search and add extra
users sign up sales data to improve convenience and
offerings personalisation
54
ecosystems framework
This works within the direction of ecosystems and is based on agile principles.
Close contact with key market players, regular user surveys and the use of best practices allow you to quickly check market
hypothesis — as a result, we are able to deliver value features.
At the same time, this approach allows rational budgeting without spending significant resources on solutions that did not
meet value expectations.
fintech accelerator
Together with MasterCard, the Fintech hackathon and accelerator project was implemented.
As a result of the hackathon, 10 promising start-ups were selected to participate in the accelerator program. The maib team —
together with an international team of mentors and experts —worked on the development of fintech projects for several
months. The combined team focused on areas such as electronic payments, credit scoring, invoice processing and
e-commerce.
After the end of the accelerator program, 4 out of 10 start-ups received a partnership offer from maib. They will become part
of the maib ecosystem.
ecosystems development plan 2022

• Formulation of a single visual style for all ongoing projects
• Launch of the mobile application for auto365/DriveHub (Retail segment)
• Launch of a platform for finding real estate and financing its purchase (Retail segment)
• Launch of the platform for the agricultural sector (SME segment)
• Launch of a mobile app for retail payments

human resources
Human resources is the key strategic area for maib. Maib’s ability to attract, retain and develop its people will determine its
long-term success as a business. The Human Resources department is also responsible for ensuring that the Bank complies
with all the necessary legislative requirements in the area of employment. We develop various policies and structures that
ensure that the Bank adheres to the best practices of corporate employment, retention, compensation, training and develop-
ment.
measures to combat the COVID pandemic

2021 was the second year of the pandemic. It brought disruptions to the business, including lockdowns and limitations to
economic activity. In this context, one of the main tasks of Human Resources department was to ensure the continuity of
maib’s proper functioning. We also focused on health and safety measures to protect the wellbeing of our employees during
the pandemic. Human Resources developed a set of policies and procedures to make sure the Bank complies with the rules
issued during the state of emergency and other directive of public health bodies. We ensured that the possibilities of remote
working were provided to employees as well as the necessary protective equipment. For this purpose, a special unit covering
Health & Wellness was set up.
2021 overview
As of December 31, 2021, the Bank had 2339 employees, and the turnover rate of the employees was around 17.1% during the
year. The Bank has provided numerous opportunities to its employees for career development. We also continued the process
of attracting new talent based on the skill requirements of the organisation. Ensuring employee engagement is a strategic
priority for maib. Medium-term strategy aims to maintain this at the level of 85%+. We met this objective in 2021 with a score
of 86%. The achievement of the new strategic objectives involves the continuous development of human capital according to
the Bank's pace of development. In the 2021, HR policy was oriented towards the development of corporate culture, continu-
ous professional development, improvement of individual performance, management and promotion of talent, increase in
productivity and labour efficiency.
training and changes of organisation setup
2339 17.1% 86%

employees FTE turnover employee
(2788 total employees) rate engagement
Organisational changes have focused on strengthening the sales force, improving the customer experience, streamlining support
and control functions, and digital transformation. During 2021, the Bank's structure was further strengthened by establishing the
Digital and Ecosystem Division. Additionally, the appointment of the Director responsible for Digital Transformation to support
the Bank in the maintaining and strengthening our digital leadership occurred. Regional structures were created to support the
development of the network. The new branch design was first applied in November 2021 to a working branch, and the nationwide
rollout continues. The Bank continued to invest in training and development of its staff. Training is part of the change manage-
ment strategy, especially in the context of the Bank's transformation process. During 2021, the Bank expanded its team of
internal trainers to strengthen the employee learning experience. They organised over 300 internal and external trainings, most
of them adapted to the online context of the pandemic reality. The largest transformation of the learning experience occurred in
the form of initiation trainings for new employees. This was achieved by diversifying the technical content with practical learning
tools, as well as creating e-learning courses that make the learning process simple and easy. The budget allocated for the
professional training of the Bank's staff from branches and sub-divisions with support functions increased by 50%.
56
2021 initiatives
In 2021, maib implemented a series of new initiatives to reflect the new strategy and adherence to maib’s updated value code.
Maib has started implementing the new contribution-based model that guarantees that employees are recognised for their
contribution to the company. The implemented model determines the level of compensation and also the steps in develop-
ment, which sets the requirements for each level of the career development part. Additionally, maib implemented talent
management programme, both as a focus on the general strategy of recruiting, developing and rewarding talented employ-
ees, and with an individual focus on the individual employee.
Maib continues to invest in education, so in 2021 she launched the paid internship program for students at local universities.
Some of the carefully selected students and recent graduates of the country’s universities joined the Bank's team of profes-
sionals, giving them the opportunity to learn from maib mentors in various fields, being encouraged with monthly scholarships
and employment opportunities in the Bank's units.
Also, in 2021 maib and the Academy of Economic Studies of Moldova (ASEM) concluded a new partnership agreement to
jointly implement a series of academic, research and educational projects. The agreement includes areas of cooperation in
educational matters, internship programs for ASEM students, career days, training programs.
Maib employees demonstrate dedication and motivation by expressing their opinions in the employee engagement survey,
which increased from 84% to 86% compared to the previous edition. An action plan is starting to be implemented to further
contribute to improving satisfaction within the bank.

internship -
a great career start
”To leave Moldova or to stay is one of the questions that a
lot of students and young people ask themselves. I thought
about it a lot as I considered my professional future. The
possibility of leaving the country was on my list after
graduating from the Accounting program of the Technical
University of Moldova.
I saw maib’s internship announcement by chance and I

thought that this could be a good opportunity to see if I
could work in this profession. I applied to the program and
after a series of interviews was accepted to Accounting
and Finance Department at maib. I started learning new
things in this program and was very excited to put to
practice the knowledge I gained from my studies.
In the first two weeks I felt that I didn't know some things
and I was a little unsure of what was going on. Everything
was new to me: the workplace, the colleagues, the tasks,
the work schedule, new terminology and more. Later,
however, learning from professionals I began to feel more
comfortable with the work assigned to me. During this time
maib people were by my side, encouraging, motivating and
helping me when necessary. I received great professional
Lucreția Lupașcu
advice and learned best practices in accounting. This
experience was really inspiring.
I am grateful to the Technical University of Moldova for the intern in the first edition
quality studies obtained and to the entire maib team - for
the chance to excel professionally in banking and to my of the internship program
mentors for the great results obtained in this internship.”
long-term incentive plan

At the end of 2021, maib established the Long-Term Incentive Plan (LTIP), under which stock options are to be granted to top
and middle management of the Bank as part of their compensation package. The plan is structured based on phantom
options. This allows for maximum flexibility in terms of the design of the program, while securing the intended economics of the
plan. Thereby, while the awards are linked to the value of maib’s shares, they do not grant their holders ownership of the Bank
or any entitlement to dividends. Therefore, this avoids the dilution of existing shareholders. Maib’s LTIP is a based on a best
practices approach to executive compensation. This is meant to align incentives of management and shareholders, while
putting the prudent, long-term development of the Bank front and centre.
At the end of 2021, maib implemented the Long Term Incentive Plan (LTIP), under which stock buying options will be granted
to top and middle management of the bank as part of their compensation package. The plan is structured on the basis of
phantom options, and has a best practice approach to executive remuneration, designed to align management and sharehold-
er incentives while placing the prudent and long-term development of the bank at the forefront.
58
agile transformation
As part of its refreshed strategy, maib has embarked on Agile Transformation. This is a project that is envisioned to result in a
long-term lasting organisational and cultural change and deliver tangible operating improvements. An Agile model of opera-
tions is based on a flatter organisation structure, as opposed to a traditional hierarchical one. Organisational transformation
will create new structure and processes, around which smaller, more agile teams would be able to achieve their goals under-
pinned by the Bank’s “big picture” strategy. Cultural change will place decision-making authority and ownership for the end
result firmly with those closer to customers. The desired results from the transformation are as follows:
• an increase in the change execution speed through a simplified operating model;

• the ability to better respond and adapt to customer needs;
• an increase in productivity;
• an increase in employee engagement;
• transformation into an employer of choice for talent;
• and, ultimately, the capability to deliver higher returns to shareholders.
According to various studies, more than 60% of organisations are preparing to or have already transformed to Agile. Banks
have the second highest pace of transformation. Many leading regional and large European banks have gone through
successful Agile transformation. The companies who got the new operating model right are rewarded with a much higher level
of customer centricity. Additionally, they had an improvement in operational performance, an increased speed in driving the
change and in the time-to-market by becoming a top innovator. The companies continue to have increases in employee
engagement and gains in efficiency.
agile transformation timeline:

Agile teams start working Third wave to
in Lending covering become operational
different areas including
Initial proposals, Mapping of priority mortgages, auto loans,
choice of consultant areas complete unsecured lending etc
Jul-Nov Jan May Nov

2021 2022 2022 2022
Dec Apr Jul

2021 2022 2022
Transformation First wave of teams Second wave of agile

kickoff to start training teams to start work

agile
story
from the
insider
IIn December 2021 maib made the decision to launch

Agile transformation project. This is a very ambitious
project, which should put us on the same level as some of
world's leading banks and organizations in terms of
effectiveness and efficiency. At the core of it is a cultural
change, which allows an organization to build a flat
Marcel Teleuca
structure. Compared to traditional hierarchical model,
this flat structure should be more responsive and vice-chairman maib
efficient in addressing customer needs and create
relevant products. Maib's Agile Transformation is done
in coordination with one of the world's leading
management consultancies. "orchestras" there are also "accord leads" - team members
covering different functional areas, such as risks, processes,
Our first task was to map out the areas of priority within IT, marketing and data analysis. We are now undergoing
maib, which would undergo the transformation. We training for the first wave of teams. The training covers
completed this task by January 2022. Our first priority communication, coordination, responsibility, individual and
is lending. This is the key area of growth within maib, it shared within the "orchestra". There are also role-specific
drives our profitability and competition for the customer trainings for each "accord lead" and "product owner".
is intense. Agile teams covering retail and business
lending, across categories such as mortgages, car loans, One of the major challenges we saw was overcoming the
unsecured lending, are part of the first wave. Second cultural resistance. As Peter Drucker, a famous business
and third waves will be made up of agile teams covering thinker, said: "Culture eats strategy for breakfast".
cards, payments and IT. This project should take up Therefore, we knew that it was important for us to sell the
entire 2022. idea to maib community, to create a positive buy-in in an
inherently conservative organization. We organized a large
After we completed the planning, we started forming number of meetings, town halls, company-wide and smaller,
agile teams. We call them "orchestras". In fact, we chose covering individual departments, where we spoke about
the musical terminology for a reason. Creating beautiful what agile means. We also engaged Agile ambassadors,
music requires a high degree of coordination, and the maib employees whose goal it was to disseminate the agile
end the result is bigger than just the sum of the parts. organizational philosophy to fellow team members.
Our "orchestras" include "bands" - cross-functional
teams focused on a single product or a product line. 2022 is the year when we should see Agile work in action.
Each "band" has a "product owner". Within the We are excited and looking forward to the transformation!
60
agile organization:
flat structure involving cross-functional teams with end-to-end responsibility
SEAMLESS COOPERATION DIRECTION BANDS

between teams, involving Information Cross-functional teams with
Leadership provides overall
exchange on regular basis end-to-end responsibility for a
direction and “big picture” view
product range or process
PRODUCT ACCORD
OWNER LEADERS
Each Band has a Specialists within Bands covering
coordinator to ensure different functional areas: Risk,
cohesion of the unit Processes, IT, Marketing, Product,
Data Analysis etc

62
investments and brokerage services
Maib carries a range of proprietary investment activities and is a registered broker serving clients who want to invest in
financial instruments on Moldovan Stock Exchange. The Bank has an investment policy that stipulates a flexible approach to
proprietary investments. Given the opportunity, maib can invest its own funds in debt or equity securities and take controlling
stakes in companies.
overview of own investment activity in

2021
At the end of 2021, maib’s proprietary investment portfolio was MDL 143 million. This represents a substantial reduction from
2020 when the total value of maib's portfolio was MDL 257 million. During the year, maib sold off its holdings in Visa for MDL
119 million to free up additional liquidity. The remaining portfolio is made up primarily of two investments – majority
participation in maib leasing (100% ownership) and Moldmediacard (99% shareholding). The Bank continuously monitors the
performance of its subsidiaries and is actively involved in management at the Board level.
overview of brokerage activities

Maib is an active intermediator of transactions on the Moldovan Stock Exchange. However, the Exchange remains inactive.
During the year, maib acted as a broker in 34 transactions, over 30% below the 2020 level, when the number was 51%. The
volume of transactions was broadly unchanged reaching MDL 22 million. Maib is an active promoter of reforms of Moldovan
capital markets. It aims at expanding and creating workable capital markets. These markets allow issuers to raise funds for
their projects, while savers and fund managers can deploy their capital profitably.
municipal bonds issue

During 2021, maib won the opportunity to be a sole manager and bookrunner of the first municipal bonds issue, with a total
value of MDL 65 million. This transaction represents an important milestone for the Bank. This showcases the Bank’s ability to
raise funds for its corporate clients and has a major publicity value. This transaction was successfully completed in 2022.

61
subsidiary
Maib
Leasing
100%
subsidiary
Maib leasing is leasing subsidiary of maib, with a share capital composed of 636 thousand shares, with par value of 257 MDL.
During its nearly 20 years of operations, maib leasing financed over 5,000 client projects. Its key areas of operations are
leasing of vehicles and agricultural machinery, as well as other leasing projects. While operating as a separate entity, maib
leasing carries and name and the ethos of the Bank.
2021 overview
Maib leasing had an excellent performance in 2021 with sales nearly doubling from 2020. Additionally, maib leasing gained
3.7 percentage points of the market share in the leasing sector. During the year, the focus was on improving the customer
experience, streamlining of the process and making sure the client receives approval quickly. For example, a car buyer can not
only get financing for a car in one day, but also take delivery with full registration and insurance.
2022 plans
In 2022, maib leasing plans to continue customer experience innovations and improvements. Particular attention during the
development strategy will be paid to the digitisation and expansion of remote services. The outlook for the leasing sector
remains positive with potential for growth.
Balance sheet (thous MDL) 2019 2020 2021 2021/2020 %
Total assets, incl. 258,776 283,611 292,131 102%

Net financial lease receivables 141,478 166,086 217,984 131%
Investment property 76,624 76,703 37,216 49%
Equity 121,948 125,846 133,824 106%
Retained earnings / loss -41,504 -37,606 -29,628 127%
Borrowings 127,359 142,738 145,500 102%
Income statement (thous MDL) 2019 2020 2021 2021/2020 %
Interest income 11,704 15,382 19,827 129%

Interest expense 5,540 6,239 6,313 101%
Net interest income 6,164 9,143 13,514 148%
G&A expenses 10,310 10,454 10,192 97%
Other operating income 7,647 7,188 14,360 200%
Net foreign exchange gains -306 1,917 -4,232 -221%
Pre provision income 2,999 7,087 10,474 148%
64
subsidiary
Moldmedia-
card
99%
owned
subsidiary
The company is a market leader in providing card processing services. The Bank has partnered with Mastercard, Visa and Ameri-
can Express with over 21 years of experience in the Moldovan market. Moldmediacard's mission is to develop, realise and offer
modern and efficient technological solutions in the payments industry. Its solutions cover all aspects of card processing.
2021 overview
Total revenue recorded in 2021 was MDL 27.9 million. The gross profit for 2021 was MDL 6.7 million. In 2021, Moldmediacard
recorded an increase in volumes of transactions processed. The Company processed 162 million authorisations and 66 million
clearing transactions. This represents an increase of 71% and 42% respectively compared to 2020.
2022 plans
The overall strategy of Moldmediacard is aimed at positioning customers. This includes making customers' expectations and needs
of customers the focus. Additionally, provide them with quality services, to be their reliable partner, to ensure sustainable develop-
ment and business continuity. Moldmediacard plans to continue:
• Offering attractive bundled solutions (analysis, development, certification, testing, integration) to its customers;
• Attracting new customers (banks / financial institutions / aggregators) to its card payments processing solutions;
• Retaining and attract talent in IT's highly competitive labour market;
• ecoming a 3D Service Provider entity and diversifying its area of activity.
Balance sheet (thous MDL) (preliminary) 2019 2020 2021 2021/2020 %
Total assets, incl. 46,940 59,454 64,154 108%

Long term assets 8,501 19,955 20,919 105%
Current assets 38,439 39,499 43,235 109%
Equity, incl. 43,872 55,340 61,895 112%
Paid in capital 9,116 9,116 9,116 100%
Retained earnings 33,794 45,262 51,817 114%
Liabilities 3,068 4,114 2,259 55%

Income statement (thous MDL) (preliminary) 2019 2020 2021 2021/2020 %
Sales revenue 22,850 26.603 26,418 98%

Cost of sales 8,200 9.552 15,001 157%
Gross profit 14,650 17.051 11,417 67%
Total operating expenses 5,676 5,557 5,526 99%
Total operating income 1,263 1,399 1,507 108%
Operating profit 10,237 12,893 7,398 57%
Other income/expense -57 167 20 12%
Net profit 9,113 11,468 6,556 57%

near term
outlook
64
outlook for 2022
As a result of the war in Ukraine, which began on 24 February, Moldovan economy has been severely impacted. The extent to
which it was impacted and will continue to be impacted is highly uncertain. Both Ukraine and Russia are major trading partners
of Moldova. In 2021 roughly 15% of Moldovan exports went to these two countries (and also Belarus), while 27% of Moldovan
imports came from these countries. We saw an immediate disruption to supply chains domestically, inability to deliver goods due
to blocked trading routs including via Ukraine and also via the Black sea into Moldova. This led to a spike in inflation in Moldova,
most recently recorded at over 22% year-on-year. Since it is unknown as to how long the conflict will last we can only provide a
limited outlook.
economic outlook
After rebounding to 13.9% in 2021, Moldova’s economic growth is expected to decelerate in 2022, reflecting significant
vulnerabilities related to regional crisis. We assume a reduction of private consumption as a result of reduction in remittances,
coupled with a price-induced drop in real disposable income. This effect is expected to be partially compensated by agricultural
production which is expected to grow by 10%.
Since the start of the war several influential national and international bodies have downgraded their economic outlook for
Moldova. Below is the summary of these changes:
2022 GDP forecast -0.4% 2022 GDP forecast +0.3% 2022 GDP forecast + 2.0%
revised from +3.8% down from +4.0% down from +4.0%
World Bank EBRD Office of the
10 April 2022 16 March 2022 Prime Minister of Moldova
1 March 2022
Inflation outlook for the country has also been high. The World Bank forecasts inflation in 2022 of 18.1%. The National Bank of
Moldova forecasts 20.6% inflation in third quarter and 16.5% in the fourth quarter of 2022. Inflation impacts on disposable
income of the population and can lead to lost consumer confidence and result in a slowdown in economic activity. Inflation in
Moldova is driven by high commodity and energy prices as well as supply chain bottlenecks. The slowdown and supply chain
issues are expected to have a negative impact on business investment, housing market, construction industry. To combat
inflation NBM has raised the base rate to over 12% most recently, which will also have a cooling effect on the economy.
strategic plans 2022

During 2022 maib will continue to pursue initiatives to realize its strategic objectives. The summary across strategic directions is
as follows:
upgrading customer experience

In 2022 maib will continue working to upgrade its customer experience across all channels and products. Among the key
initiatives planned are:
• Upgrade to corporate internet banking

• Upgrade to retail internet/mobile banking
• Implementation of a leading mobile payment system in Moldova
• Continue branch network transformation to the new standard
• Introduce first agile teams starting April 2022
• Continued feedback collection from customers to ensure

becoming a modern digital
ecosystem provider
Maib aims to become a leading provider of modern financial ecosystems.
Digital ecosystems represent a well known and tested business model, which builds a loyal user base by offering value to customers,
then capitalizes on the network effect, then monetizes the user base by offering bank's own services, such as loans, payments or
other solutions. Maib envisions four digital ecosystems in its medium term strategy.
Upgrades to auto365/DriveHub
As part of the ecosystem strategy maib aims to continuously upgrade its automotive ecosystem launched in December 2021. In
addition to new features, maib aims to introduce mobile version of the platform in 2022.
68
Housing ecosystem
In 2022 maib plans to launch housing platform, where buyers can find a home, while sellers and intermediaries can place listings
and advertise their services. The platform is aimed at facilitating the real estate transactions in Moldova. Monetization of the
ecosystem comes from lead generation of potential mortgage borrowers. Every listing will have a built-in mortgage calculator,
and an ability for the visitor to request a mortgage consultation over the phone, or an appointment online at the maib mortgage
center. Another important piece of functionality is a map of listings, which facilitates the targeted search. Maib will work to sign
up most leading real estate developers and agencies to the platform. Also planned is mobile app version of the platform.
listing on the stock exchange

Maib will continue pursuing listing on the international stock exchange to enable it unlock full value of the Bank for its
shareholders and to enable it to lower its cost of capital and access lower cost funds. Base case scenario is the listing on the
Bucharest Stock Exchange.
Governance and compliance reviews

Ahead of the listing maib plans to align its corporate governance and compliance with the standards required by the
international investment community.
Corporate governance and compliance reviews are complex multidisciplinary exercises required to map out all the areas of
governance that need to be adjusted to comply with requirements of the listing authority and high standards of international
investors. The resulting report and recommended new set up is to be implemented by third Quarter of 2022.
Setting up ESG programme

As international investors increasingly focus on ESG factors of business they invest in maib plans to develop and implement an
ESG programme. We plan to engage with reputable international ESG rating agencies, identify goals and work towards
achieving a positive rating. Additionally, maib plans to evaluate the possibility of setting up CSR standards for its clients. We
plan to identify areas where clients can achieve positive outcomes in terms of Corporate Social Responsibility and encourage
them to pursue it.

corporate
governance
corporate
governance
overview
Vytautas
Plunksnis
Chairman of the
Supervisory Board
Dear Shareholders, our customers, our employees and our stakeholders, including customers,
suppliers. It enables us to be a driver for employees and the Moldovan
We are pleased to present you this the banking sector and for the Republic Government to ensure we responded
Governance Overview of maib. of Moldova. appropriately to their needs during this
difficult period. Further information on
Your Board is responsible for ensuring We are pleased to report that we have the operation of the Board in response
sound management and long-term continued to implement the governance to the pandemic can be found further on
success of the Group, which can only be standards set by the National Bank of in this report.
achieved with an appropriate Moldova, which aimed to align the
governance framework. During the year Republic of Moldova with internationally Although our response to the COVID-19
we have continued to operate in recognised practices including: the 2015 pandemic has been the central priority
accordance with the Bank’s Corporate Basel Committee’s guidelines on of the Board this year, the Board has
Governance Code (the “Code”). Corporate Governance Principles for given additional focus to developing,
Banks and the 2015 G20/OECD monitoring and assessing our corporate
The Board is entirely committed to the Principles of Corporate Governance. culture, and has given consideration to
principles of good corporate governance the Group’s values and purpose.
and is of the view that good governance During 2021, the Board has focused on
delivers a series of strategic and the developing challenges presented by We remain committed to working with
organisational benefits. Good the unique circumstances of the global our management to ensure that our high
governance gives us as a Board, COVID-19 pandemic. We have adapted standards extend beyond the
confidence that we are making the right our ways of working to ensure that we as boardroom and are implemented
decisions, keeping in mind what is truly in a Board can continue to provide throughout the business in the successful
the Group’s long-term interest. It allows effective oversight and support delivery of the Group’s strategic
us to consider the opinions of our management in their efforts. We also priorities.
stakeholders, including our shareholders, engaged with a wide range of

Supervisory Board
The Supervisory Board is the management body with regulatory and supervisory functions of the Bank business, including how
the strategic objectives are achieved, how the Bank organizes its activity, risks management, how the Bank complies with the
requirements of the legislation and regulations in force. The Supervisory Board consists of seven members, elected by the
General Shareholders Meeting from amongst the candidates identified by the Nomination and Remuneration Committee of the
Bank, in accordance with Bank’s Charter and the legislation in force.
overview of the Supervisory Board
•
Vytautas Chairman of the Supervisory Board since July 2020;
• Other current positions: Head of Private Equity, INVL Asset

Plunksnis Management; partner at INVL Baltic Sea Growth Fund;
Chairman of the Chairman of the Supervisory Board of Eco Baltia; Chairman
of the Management of Ecoservice, NRD Systems, Investors
Supervisory Association; board member of various portfolio companies;
Board • Since 2006 worked in different positions within Invalda INVL
Group companies.
• Chairman of the Supervisory Board in 2002-2020;

Victor Vice-Chairman since 2020;
Miculet • Other current positions:

Vice-Chairman of Chairman of the Association of Authorized Cars
Importers;
the Supervisory
Board • 1996: founder, CEO of “Auto-Space” LTD, authorized
dealer of BMW, Mini, MAN, Honda and Mitsubishi cars.
•
Natalia Appointed to maib's Supervisory Board in 2013;
Vrabie • 1991 to 2013: managerial positions in maib, including

position of CEO, Chairman of the Management Board
Member of the during 1996-2013;
Supervisory Board
• Over 50 years of banking experience.
• Appointed to maib's Supervisory Board in 2018;

• Other current positions: Chairman of Supervisory Board of Purcari
Vasile Wineries Public Company Limited; Member of Consultative Boards of
Anex and Intellias;
Tofan • Since 2021: Senior Partner at Horizon Capital Advisors LLC Office in
Ukraine (joined in 2012);
Member of the • Previously worked Consultant at Monitor Deloitte and Senior
Supervisory Board Manager, Corporate Strategy & Alliances at Philips;
• Founded Ovuline (now Ovia Health);
• Graduated from Erasmus University of Rotterdam (public
management), MBA from the Harvard Business School
72
70
• Appointed to maib's Supervisory Board in 2018 as an
independent member;
Maryna • Other current positions: CEO of Naftogaz Digital Technologies;
Partner at Edenlab; Financial Services Network Co-Chair for
Kvashnina Eastern Europe, YPO – Young Presidents` Organization;
Member of the • Since 2019: IT Director of Naftogaz Ukraine;
Supervisory • 2013 to 2015 Vice President of Management Board of Delta
Bank;
Board • Previously worked at Finstar Financial Group, PrivatBank;
• Founder of Pharmacy Network Apteka Dobrogo Dnya (2006);
Co-Founder of PAY2YOU (2015).

independent member;
Ivane • Other current positions: Member of Supervisory Boards of
Agricover Holding and TAM Faktoring AS;
Gulmagarashvili
• 2015 to 2018: Head of New Products, 4finance Group
Member of the
Supervisory Board • Previously worked at Barclays and Barclays Cards, Bank of
Georgia;
• Graduated from Tbilisi State University (marketing), MBA from

the Clarion University of Pennsylvania.

independent member;
Konrad • Other current positions: Member of the Supervisory Board of
Kozik ISP Bank Albania;
Member of the • 2014 to 2019: CFO, Member of the Management Boards of

Allianz Russia and Poland;
Supervisory
Board • Previously worked at UniCreditBank;
• Graduated from Navarra University, MBA from Luigi Bocconi

University.
The Supervisory Board’s basic responsibilities are to ensure the business development and financial soundness of the Bank, to
oversee the implementation of the risk strategy and the way in which the Bank’s activities are organized and regulated. The
Supervisory Board regularly monitors and evaluates the effectiveness of the Bank governance framework, including the
governance principles, and takes appropriate action to address any deficiencies.
The Supervisory Board ensures that the Bank maintains an effective cooperation relationship with the supervisory authorities
through its active involvement in the major issues of the Bank and keeping up with the significant changes in its activity and in
the socio-economic environment, acting to protect the Bank interests. Moreover, the Supervisory Board approves, on the
proposal of the Bank Management Board, the decision to issue bonds, except for convertible bonds, as well as the report on the
results of the bonds issue and modifies in this respect the Bank Charter as well as decides on the acquisition and redemption of
the Bank securities in accordance with the Moldovan legislation in force.
The Board is assisted in its work by three specialized Committees: the Risk Committee, the Audit Committee, the Nomination and
Remuneration Committee. Each member of a Committee, including its Chairperson, is elected from among the Supervisory Board
members, where at least 1/3 of them are independent members, for a period corresponding to the mandate of the respective
composition of the Supervisory Board. The specialized Board Committees report directly to the Supervisory Board.

71
Supervisory Board consists of 7 members, Shareholders Supreme governing body
o/w three members are independent and (Annual General Meeting) Elects Supervisory Board members
two members represent the largest
shareholder Approves changes to the Charter and
Approves the Bank`s Strategy and capital
supervises the activities of the Bank Approves reorganization or any other
Appoints the Management Board significant change in the corporate
members structure
Elects external auditor of the Bank

Supervisory
Creates specialized Committee Current Auditor: PwC, 2
Board External years
Approves “large” exposers and
Auditor Half-year reviews since
transactions over 10% of the Bank`s assets
2022
Nominates and evaluates candidates Reports to the

to the Supervisory Board and Supervisory Board
Management Board as well as to key Nomination and
Audit Interacts with the
holding positions Remuneration
Committee External Auditor
Committee
Advises the Supervisory Board on the The Chairman of the
compensation system for the Committee is an
Supervisory and the Management independent Supervisory
Boards Board member
Management
Supervises and evaluates the overall Risks
Board Supports supervision of the Risk
implementation of the remuneration Committee
Policy and the remuneration practices Management, Develops
in the Bank Appropriate Culture in the Bank
and Compliance
Suggest to the AGM the Supports Nomination and
remuneration principles/system and Appointed by the Supervisory Board
Remuneration Committee in
the expenses budget for the Consists of 7 members in total
evaluation of the remuneration
Supervisory Board Among them - Chief Risk Officer (CRO)
practices applied in the Bank
The Risk Committee is responsible for providing support to the Supervisory Board on the Bank current and future risk appetite
and risk strategy, as well as monitoring the implementation of this strategy by the Management. The Risk Committee also
assists the Supervisory Board in determining the nature, volume, format and frequency of risk information.
The Audit Committee exercises the supervisory function of the Bank internal control system, monitors the accounting and
financial practices applied in the Bank and supervises the work of the internal audit.
The Nomination and Remuneration Committee identifies and proposes to the Supervisory Board, candidates for the position of
Supervisory Board member, evaluates and presents to the Supervisory Board the relevant opinion on the candidates for the
positions of the Management Board members and the key positions. In carrying out the duties assigned to it, the Appointment and
Remuneration Committee periodically assesses at least once a year, the performance, structure and size of the Supervisory Board
and the Management Board and makes recommendations in the field. In addition, the Committee is responsible for examining the
remuneration and incentive policies and practices created for risk management, capital and liquidity management.
the Supervisory Board’s role within the group

Within the Group structure, the Supervisory Board of the Bank (as a parent company) has the overall responsibility for the
appropriate corporate governance at Group level and for ensuring that policies and mechanisms for proper governance of the
Group’s structure, operations and risks are in place.
The Supervisory Board of the Bank has the following basic responsibilities:
• defines an appropriate structure of the management bodies of subsidiaries, taking into account the significant risks
to which the Group and the subsidiaries are exposed;
• ensures that sufficient resources are available to monitor the compliance of subsidiaries with all applicable
• legislation, regulatory and governance requirements;
• ensures that an effective relationship with the supervisory authority is maintained;
• ensures the establishment of an effective internal audit function, which ensures that auditing is carried out in all
subsidiaries and companies within the Group.
74
Management Board
Management Board is the executive body of the Bank, consisting of seven members, who perform the current management of
the Bank under the direct supervision of the Supervisory Board, and manage the Bank business in a proper and prudent manner
consistent with the strategy and management framework of the Bank business, approved by the Supervisory Board. As of 31
December 2021, the Management Board consisted of six members, with Macar Stoianov joining the Board as a Vice-Chairman
and Chief Financial Officer on 28 February 2022, pending the approval of the National Bank of Moldova, expected by 15 April
2022. The Management Board members are appointed by the Supervisory Board from amongst the persons identified and
proposed by the Chairman of the Management Board and the Nomination and Remuneration Committee, in accordance with
Bank’s Charter and the provisions of the legislation in force.
• Joined maib in February 2021;

Giorgi • Other current positions: Member of the Supervisory Boards of
Synergy Capital and Georgian Stock Exchange;
Shagidze • 2010-2020: Deputy CEO and Chief Financial Officer, as well as
member of the Management Board at TBC;
Chairman of the • 2008 to 2010: Global Operations Executive for Barclays Bank;
Management • Deputy CEO of People's Bank of Georgia (2005-07);
• Graduated from the Tbilisi State University in 1997 and obtained
Board, CEO an MBA from the University of Cambridge Judge Business School
in 2008, Certified Financial Analyst.
• Joined maib in 2020 as First Vice-Chairwoman of the

Management Board, Retail Banking;
Aliona • Other current roles: Chairwoman of the Supervisory Board
Stratan of maib Leasing, Board Member of Amcham Moldova and
of AIOD;
First Vice- • 2018 to 2020: Vice President ABB Bank Armenia;
• 2014 to 2018: Vice President VTB Bank Armenia;
Chairwoman, Retail • Previously worked at ProCreditBank Georgia, National
Banking Bank of Moldova;
• Graduated from the Moldova State Agrarian University,
MBA from Grenoble Graduate School of Business.
• Joined maib in 2010 as Head of NPL Recovery

Department;
Dumitru
• 2019: appointed to the Management Board of maib as
Baxan Head of Corporate Banking and Investments;
Vice-Chairman,
• Previously worked at Banca de Economii, including as Vice
Corporate Banking President for Retail Banking and at National Bank of
and Investments Moldova;
• Graduated from Moldova Academy of Economic Studies.
• Joined maib in 2019 as Counsellor in Risks;
Andrii • 2019: appointed to the Management Board of maib as Chief

Risks Officer and later, in 2021 – as Head of Business (SME)
Glevatskyi Banking;
Vice-Chairman, • 2009 to 2019: held different positions at Raiffeisen Bank
Business (SME) Aval Ukraine, including Head of Retail Risks in 2015 to 2019;
Banking • Previously worked at Aval Bank Ukraine;
• Graduated from the National Agrarian University.

• Since 2018: Vice-Chairwoman of the Management Board,
Compliance & Legal (since 2021 took also the responsibility of
Stela the Risks function);
• 2014 to 2018: Head of Compliance Department;
Recean • 2000 to 2014: held different positions within Assurance
Vice-Chairwoman, Department of PwC Moldova, including administrative functions;
Risks & Compliance • Previously worked at PWC and National Bank of Moldova;
• Graduated from Moldova Academy of Economic Studies, ACCA
member, ACAMS member, Licensed Auditor.
• Works in maib since 1994 (with a one year break, when worked
Marcel as Head of Treasury of BTR Bank);
Teleuca • 2010: appointed as Vice-Chairman of the Management Board;

Vice-Chairman,
Operations and • Previously worked as Head of Treasury, Head of Dealing, dealer;
Logistics • Graduated from Moldova Academy of Economic Studies.
76
Audit
Committee
report
Ivane
Gulmagarashvili
Chairman of the
Audit Committee
As an Audit Committee, we are implementation. The 2021 internal statements. The committee received a
responsible for reviewing and audit plan mainly focused on areas detailed reporting internally and also
implementing key reporting and such as (i) AML and compliance (ii) from the external auditor. The Audit
accounting policies along with fraud risk management (iii) lending Committee, without management
facilitating internal and external processes (iv) investment activities (v) present, discussed areas of focus,
auditor activities. control mechanisms in the field of IT. appropriateness of the accounting
policies and whether management’s
In 2021, the committee focused on the Throughout the year, the committee judgements and forecasts were good
challenges posed by Covid-19 by met, without management present, enough. Given the external auditors
holding regular and ad-hoc with the external auditor, recommendations, but also relying on
meetings/calls to discuss, challenge PricewaterhouseCoopers, and had the bank’s extensive experience, we
and support management across a meetings/calls with the lead auditor as reviewed and discussed actions,
number of areas, including the well. The intent of those meetings was forecasts, judgements and approaches
monitoring of the control function. We to facilitate discussions around areas to preparation of the financial
reviewed and monitored a loan loss of concern in more detail, directly with statements.
provisioning policy, risk policy and the external auditor and the Audit
AML/fraud management policy. Committee to ensure that we had all The Audit Committee is confident that
Additionally, we paid extra attention to the details and paid more attention to the Bank has the adequate tools in
the IT and cyber security areas, given those areas by allocating adequate place for risk management and internal
the extensive remote work, and resources to improve, if and when control to identify and address
increased digital transactions and required. deficiencies in a timely manner as well
elevated risk of attacks on the Bank’s as monitor the implementation of the
infrastructure. One of the remits of the Audit recommendations. We will continue our
Committee is to review the integrity of work to further strengthen these
During the reporting period, the Audit the financial statements, level of mechanisms and put new ones in place
Committee oversaw the work of the adequacy of the accounting policies in 2022.
internal audit; reviewed and approved and practices and review financial
the Internal Audit Plan for 2021 and
monitored and supported its

Risk
Committee
report
Dear Shareholders,
During the last year, we continued to target effective risk

management as a means of ensuring there is a sound
underpinning to the achievement of our strategic objectives.
We have seen a further move towards more responsible and

prudent lending in line with the overall effect of economic
changes and the evolution of COVID-19-related measures. We
have adapted well to the changing landscape, and the Risk
Committee has maintained a keen focus on ensuring that the
consequent changes to our loan profile do not expose us to
unnecessary risk.
We recognise that there are challenges in the global

macroeconomic environment. The potential implications on the
Moldovan economy — and the consequent impact upon the
Bank — are areas of focus for us. Related to this, and in line with
the requirements of the best practices and requirements of the
National Bank of Moldova, we intend to do more to consider
Konrad Kozik
emerging risks and undertake more forward-looking indicators Chairman of the Risk Committee
in our decision-making process.
key purpose and responsibilities

The purpose of the Risk Committee is to assist the Board in • provide support on the appointment of external consultants
fulfilling its responsibilities in relation to risk oversight and that the Bank's Board may decide to hire for advice or
provide advice in relation to current and potential future risk assistance;
exposures. This includes reviewing the Bank’s risk appetite and
risk profile, the desired culture and how it has been embedded, • analyse a range of possible scenarios, including crisis
assessing the effectiveness of the risk management framework scenarios, to assess how the Bank's risk profile would react
and systems of internal control, and the Bank’s capability to to external and internal events;
identify and manage new types of risk. The key responsibilities
of the Risk Committee are to: • oversee the harmonisation of all significant financial
products and services provided to customers with the
• assist the Bank's Board in establishing and monitoring the business model and risk management strategy;
Bank's current risk appetite and overall risk management
strategy, taking into account all types of risks, to ensure • assess the risks associated with the financial products and
their compliance with the business strategy, objectives, services offered as well as take into account the uniformity
culture and Bank's corporate values; between the prices set for those products and services in
relation to the profits derived from them;
• oversee the implementation of capital and liquidity
management strategies; • evaluate the recommendations of internal or external
auditors and monitor the proper implementation of the
• provide recommendations to the Bank's Board on the measures in collaboration with the Audit Committee;
necessary adjustments to the Risk Management Strategy
as a result of product changes in the Bank's business model, • examine whether the incentives provided by remuneration
market developments or recommendations issued by the policies and practices take into account the Bank's risk,
Risk Management Function; caital and liquidity, as well as the likelihood of their further
favourable development.
78
composition of the Risk Committee and
meetings
The Risk Committee members are the following Bank’s Supervisory Board members: Konrad Kozik (Chairman, independent member),
Vytautas Plunksnis, Maryna Kvashnina and Natalia Vrabie.
In addition to the members, the Bank’s Chief Risk Officer and the Heads of Risks & Compliance Departments attend meetings. Other
members of management from time to time are invited to provide a deeper level of insight into key issues and developments.
Risk Committee meetings take place prior to the Supervisory Board meeting in order for the Risk Committee to report its activities and
matters of particular relevance to the Board.
Over the course of the year, the Risk Committee considers a range of reports, which provides an analysis of:
• the Bank’s overall risk profile using both quantitative models and risk analytics;
• changes to the loan portfolio structure and quality;
• key risk exposures, including Credit, FX, IRBB, Liquidity, Compliance and Operational risks with detail of how those are managed;
• performance against risk appetite;
• emerging and potential risks, the drivers of risk throughout the Bank;
• analysis of stress testing scenarios and the results of stress tests and reverse stress tests.
external risks
Discussions on the macroeconomic situation and political risks took place at the Board meetings and provided context to the Risk
Committee’s discussions on the Bank’s management of financial risks. Looking ahead, we remain alert to the possibility that
weaknesses from the ongoing turmoil in neighbouring countries will detract from economic growth in Moldova in 2022.
financial risks and our loan book

The Risk Committee receives regular updates on top loan exposures and management’s plans to manage these.
Reports are discussed at scheduled meetings and, where necessary, during informal interim calls with management. We closely
monitor NPL levels and management actions to assure adequate coverage of our loan loss exposure. Our NPL coverage ratio changed
from 140.9% on 31 December 2020 to 133.2% on 31 December 2021. We regularly review the write-off and recovery of loans, overdue
rates and other key credit risk indicators. We are confident that management takes an appropriately prudent and conservative
approach to write-offs.
risk management
The Risk Committee assisted the Board in setting the Bank’s risk appetite and exposure in line with our strategic objectives and in
making any necessary modifications as strategy evolves and when the risk environment changes. We also monitored risk exposure and
actions to address risk, which included oversight and support of our executive management risk team. We work closely with the Audit
Committee to ensure that our risk management framework and systems of internal control operate effectively and in compliance with
National Bank of Moldova requirements.
Risk Committee effectiveness review

The Risk Committee self-assessed its effectiveness towards the end of the year. The evaluation was that the Risk Committee assesses
and challenges the principal risks facing the Bank and that the Risk Committee operates and performs effectively. During 2022, the
Risk Committee will prioritise further work to formalise the Bank’s risk appetite and tolerance levels for all risk types. Special attention is
paid to Cyber Security Risk. We will keep also under review the impact of any regulatory changes on bank loans portfolio. There will be a
renewed focus on emerging risks and consideration of how the Risk Committee can receive appropriate information in a timely manner.

risk management Our Audit and Risk Committees monitor internal control
through regular reports and discussions with the Bank’s
Deputy CEO, Chief Risk Officer, Head of Internal Audit and
other Management Board members (as required) on a
Creating a culture of integrity and accountability quarterly basis. The Bank’s Internal Audit function reviews a
number of areas pursuant to an annual programme approved
Maib identifies, evaluates, manages and monitors the risks by the Audit Committee.
that it faces through an integrated control framework
supported by formal policies and procedures, clearly Our internal control systems are also supported by our
delegated authority levels and comprehensive reporting. The Anti-fraud Policy, which allows employees to report concerns
Board confirms that our framework has been in place on an anonymous basis. Responsibility for this policy resides
throughout the year under review and to the date of approval with the Board, and both the Board and Audit Committee
of this Annual Report. This framework is also integrated into receive annual and ad hoc reports on the operation of the
both our business planning and viability assessment policy from the Compliance department of the Bank on any
processes. significant issues raised.
Overview Bank risk management
Our Board, supported by its Audit and Risk Committees and The Bank strictly and explicitly separates the risk-taking
the Management Board, is ultimately responsible for the activities from the risk management and control activities,
Group’s risk management and internal controls. We believe ensuring an independent Risk Management Function from
that in order to have an effective risk management business lines.
framework, there needs to be a strong risk management The Bank's risk management system is based on the principle
culture within the Group. In this section, we demonstrate how of continually assessing risk throughout the life of any
we ensure that managing risk is integrated into day-to-day operation and includes such stages as:
business activities. We seek to create an environment where
there is openness and transparency in how we make decisions • risk identification;
and manage risks, whereby business managers are
accountable for the risk management and internal control • qualitative and quantitative assessment of a
processes associated with their activities. Our culture also particular risk;
seeks to ensure that risk management is responsive,
forward-looking and consistent. • determination of an acceptable risk level;
• risk monitoring and mitigation;

Our framework
The Board’s mandate includes approving and overseeing the • ongoing monitoring and control, allowing efficient
Bank’s risk appetite and risk tolerance as well as monitoring adjustments in case of any changes in the
risk exposures to ensure that the nature and extent of the conditions on which the preliminary risk
main risks we face are consistent with our overall goals and assessment was made; and
strategic objectives. The Board is accountable for reviewing
• analysis of the effectiveness of the risk
the effectiveness of the systems and processes of risk
management system.
management and internal control with the help of Audit and
Risk Committees. The principal risks and uncertainties faced
The principal risk management entities of the Bank are the
by the Bank are identified through a bottom-up process. On a
following: the Supervisory Board, Audit Committee, Risk
day-to-day basis, the Management Board is responsible for
Committee, Management Board, Risk & Compliance Division,
the implementation of the Bank’s Risk Management Strategy
Internal Audit.
and other internal control policies and procedures.
For each risk identified at any level of the business, the risk is Management Board
measured, monitored and mitigated (as possible) in
The Management Board has overall responsibility for the
accordance with our policies and procedures. The
Bank’s asset, liability and risk management activities, policies
Management Board regularly reviews the Bank’s exposure
and procedures. In order to effectively implement the risk
toward risks and assesses the implementation of the risk
management system, the Management Board delegates
management and internal control policies and procedures.
individual risk management functions to each of the various
Our reporting process enables key risks to be escalated to the decision-making and execution bodies within the Bank.
appropriate level of authority and provides assurance to the
Committees and the Board. Key developments affecting our Internal Audit Function
principal risks and associated mitigating actions are reviewed
The Bank's Internal Audit is responsible for the regular
quarterly (or more often, if necessary, on an ad hoc basis,
review/audit of the Bank's operations, activities, systems and
outside of the regular reporting process) by the Risk
processes in order to evaluate and provide reasonable,
Committee and the Board.
independent and objective assurance and consulting services
designed to add value and improve the Bank's operations.
Internal control
The Internal Audit Department's scope of work is to
Our Board is responsible for reviewing and approving the Bank’s
determine whether the Bank's overall risk management
system of internal control and its adequacy and effectiveness.
framework, internal control and corporate governance
Controls are reviewed to ensure effective management of risks
processes, as designed and represented by the Management
we face. Certain matters – such as the approval of major
Board, are adequate and functioning in a manner to ensure:
expenditures, significant acquisitions or disposals and major
contracts – are reserved exclusively for the Board.
80
• material risks – including strategic, credit, compliance, • develops and proposes for approval a prudent risk profile
market, liquidity, reputational and operational risks – are that is also in line with regulatory requirements;
appropriately identified, measured, assessed and
managed across the Bank, including its outsourced • ensures the proper transposition of risk appetite within
activities; specific internal limits for business lines;
• interaction between the various governance and risk • ensures that the Bank's risk profile is monitored and
management occurs efficiently and effectively; examined in relation to its strategic objectives;
• material financial, management and operational • assesses how the identified risks may affect the Bank's
reporting is accurate, reliable and timely; ability to manage its risk profile;
• the Bank's and its employees' conduct is of high integrity, • assesses the impact of significant changes and
and their actions are in compliance with the Bank's exceptional transactions on the Bank's overall risk and
policies, standards, procedures, as well as applicable report its findings directly to the Bank's Management
laws and regulations. Committee/Bank Board prior to the decision.
Anti-Money Laundering (AML) and Compliance Bodies implementing the risk management system
The Bank's AML and Compliance Department is responsible Asset and Liability Management Committee (ALCO)
for the implementation of the Bank's AML programme ALCO is a risk management body that proposes policies and
(including the development of AML policies and procedures, guidelines with respect to capital adequacy, market risks and
transaction monitoring and reporting, and employee training) respective limits, funding liquidity risk and respective limits,
throughout the Bank and its subsidiaries. The AML interest rate and prepayment risks and respective limits,
programme is based on recommendations, directives and money market general terms. Specifically, ALCO:
requirements of international organisations, including
FATF/Basel, the European Parliament, and the US • assists the Management Board in monitoring the Bank's
Department of the Treasury on sanctions programmes, as level of liquidity risk exposure;
well as local regulations. The Bank's Internal Audit
Department makes annual assessments of the Bank's AML • plans the structure of the Bank's assets and liabilities
systems and controls and provides independent assurance of and submits proposals on methods for optimising their
internal controls. structure;
The Bank has adopted a risk-based approach towards ML/FT • issues recommendations regarding the establishment,
risks, including a general anti-money laundering policy, increase/decrease, termination/restoration of internal
customer acceptance policy and financial sanctions liquidity limits;
compliance policy. The Bank's risk-based approach means
that it applies enhanced due diligence towards ML/FT risks; it • issues recommendations on appropriate methodologies,
determines high-risk categories of products, customers, models and limits for assessing and managing liquidity
services and jurisdictions. The Bank is obliged to notify the risk;
Office for Prevention and Fight Against Money Laundering of
• issues recommendations on stress-scenario
Moldova of all transactions that are subject to monitoring in
models for liquidity risk, based on market devel-
accordance with local legislation.
opments, accomplishment of the Bank's strategic
These reports are currently filed in electronic form in an tasks and the Bank's risk appetite;
offline mode by the AML and Compliance Department. The
• reviews the Bank's liquidity risk reports and sets
reporting process is fully automated and is supported by a
recommendations for the necessary measures to
special software application. Furthermore, the Bank operates
be taken;
special AML software, which meets industry requirements.
The programme allows fully-automated monitoring of all • recommends ranges of interest rates for different
transactions against every sanctions list, as well as debarred maturities at which the Bank may place its liquid
and banned individuals and organisations, as identified by assets and attract funding.
OFAC, the EU, the UN and other similar entities. In pursuance
of identifying suspicious transactions, the Bank's AML and ALCO is chaired by the Bank’s CEO and meets at any time
Compliance Department has implemented a centralised deemed necessary, with decisions made by a majority vote of
solution that links transactions, accounts and customers so its members.
that the Bank can see the enterprise-wide risk associated
The Credit Risk Management Department manages credit
with each customer.
risks with respect to particular borrowers and assesses their
eligibility for loans, ensuring compliance with the Bank’s Credit
Risk Management Function independent of the business lines.
Policies and specific product requirements.
This functional and organisational separation is ensured also
at the level of the management structure, through the The Strategic Credit Risk Management Department manag-
existence of a member of the Management Board of the Bank es and assesses credit risk with respect to the overall loan
responsible for risk management. The Risk & Compliance portfolio and is responsible for providing recommendations on
Division: the improvement of loan portfolio quality to minimise credit
losses. It develops the Bank's portfolio quality control
• ensures the implementation of effective risk management models/methods and ensures compliance with the Bank's
processes; Credit Policies and established limits.
• provides the Bank with all relevant risk information to enable
the Bank to determine the level of the Bank's risk appetite;

The Operational & Financial Risk Management Department actual loss based on different forecasting models. These
identifies and assesses operational, market and liquidity risks models use probabilities derived from historical experience,
within the Bank. It also detects critical risk areas or groups of adjusted from time to time to reflect the economic
operations with an increased risk level and develops internal environment. The Bank also models scenarios simulating the
control procedures to address these risks, through (among impact of extreme events. Monitoring and controlling of risks
other things) business-process redesign schemes, including are primarily performed based on limits established by the
document circulation, information streams, distribution of Bank. These limits reflect the business strategy and market
functions, permissions and responsibility. environment of the Bank, as well as the level of risk that it is
willing to accept, with additional emphasis on selected
The Treasury Department manages foreign currency
industries.
exchange, money market and securities portfolio, and
monitors compliance with the limits set by the ALCO for these The Bank maintains a management reporting system. On a
operations. The Treasury Department is also responsible for monthly basis, short reports are produced, including details on
management of short-term liquidity and treasury cash flow. compliance to risk limits and evolution of main risk indicators.
This information is presented and explained to the
The Legal Department monitors all changes in relevant laws
Management Board and the head of each business division.
and regulations and ensures that those changes are properly
The report includes aggregate credit exposure, liquidity ratios
reflected in the Bank's procedures, instructions, manuals,
and risk profile changes. The Bank's Management Committee
templates and other relevant documentation.
assesses the appropriateness of the allowance for credit losses
Each of these departments has policies and/or procedures in on a monthly basis.
place that are approved by the Bank's Management
The Management Board and the Supervisory Board receive a
Committee and/or the Supervisory Board (as required). The
comprehensive risk report once a quarter, which is designed to
manuals and policies include comprehensive guidance for each
provide all the necessary information to assess and draw
stage of a transaction, including, but not limited to functions
conclusions on the Bank's risk exposure.
involved, their responsibilities & power of authority, the
operational flow and reporting requirements Specifically-tailored risk reports are prepared and distributed
to all levels throughout the Bank in order to ensure that all
business divisions have access to extensive, relevant and
Risk measurement and reporting up-to-date information. A daily briefing is given to the Bank's
Management Board and all other relevant employees of the
The Bank measures risk using a method that reflects both the
Bank on the compliance to limits, evolution of liquidity, as well
expected loss likely to arise in normal circumstances and
as any other risk developments.
unexpected losses, which are an estimate of the ultimate
80
82
principal risks and uncertainties
Credit risk
Definition: Credit risk is the risk that a borrower or counterparty will be unable to pay amounts in full or in part when due. Credit
risk arises mainly in the context of the Bank's lending activities.
Mitigation: The general principles of the Bank's credit policy are outlined in the Credit Policies. The Credit Policies also outline credit
risk control and monitoring procedures and the Bank's credit risk management systems. The Credit Policies are reviewed annually
or more frequently, if necessary. As a result of these reviews, new borrower acceptance criteria and monitoring tools are
introduced. The Bank also uses the IFRS and NBM's provisioning methodology in order to comply with regulatory requirements.
The Bank manages its credit risk by placing limits on the amount of risk accepted with respect to individual corporate borrowers or
groups of related borrowers, operations and by complying with the exposure limits established by the NBM. The Bank also
mitigates its credit risk by obtaining collateral, with a high focus on buildings and equipment.
The Bank's credit quality review process provides early identification of possible changes in the creditworthiness of counterparties,
including collateral monitoring and revaluations.
Loan approval procedures

The procedures for approving loans, monitoring loan quality and for extending, refinancing and/or restructuring existing loans are
set out in the Bank's normative acts that are approved by the Supervisory Board and/or the Management Committee of the Bank.
The power of authority for approving transactions are set in Credit Policies approved by the Supervisory Board.
The Bank evaluates legal entities clients on the basis of their financial condition, credit history, business operations, market position,
management, level of shareholder support, proposed business and financing plan and the quality of the collateral offered. The
decision for loan approval is based on the credit risk manager's report.
The loan approval procedures for Retail Banking loans depend on the type of retail lending products. Applications for consumer
loans, including credit cards and auto loans up to MDL 200,000 can be approved by the scoring system. Mortgages and
transactions with exceptions from standard acceptance criteria are additionally examined by dedicated credit risk managers.
Collateral
The Bank typically requires credit support or collateral as security for the loans and credit facilities that it grants. The main forms of
credit support are guarantees and rights to claim amounts on the borrower's current account with the Bank or other assets. The
main forms of collateral for corporate lending are charges over real estate properties, equipment, inventory and trade receivables,
and the main form of collateral for retail lending is a mortgage over residential property.
An evaluation report of the proposed collateral is prepared by the Collateral Management team or by the third-party asset
appraisal company (in case of real estate). In case of third-party valuation reports, the Bank reviews the applied methodology, and
if flaws are identified, discounts the market value and establishes new liquidation value of the collateral.
Measurement
Exposure and limits are subject to annual or more frequent review. The Bank's compliance with credit risk exposure limits is
monitored by the Strategic Credit Risk Management Department on a continuous basis. The allowance is based on the Expected
Credit Loss (ECL) associated with the probability of default in the next 12 months, unless there has been a significant increase in
credit risk since the loan origination, in which case the allowance is based on the ECL over the life of the asset. The allowance for
credit losses is based on forward-looking information, which takes into consideration past events, current conditions and forecasts
of future economic conditions. The Bank establishes the ECL of financial assets on a collective basis and on an individual basis when
a financial asset or group of financial assets is impaired. The Bank creates the ECL by reference to the particular borrower's
financial condition, the number of days the relevant loan is overdue, changes in credit risk since loan origination, any forecasts for
adverse changes in commercial, financial or economic conditions affecting the creditworthiness of the borrower and other
qualitative indicators.
Under the Bank's internal loan loss allowance methodology, which is based upon IFRS requirements, the Bank categorises its loan
portfolio based on client segment, LTV and products (in the case of Retail).
Individual assessment is mandatory for all defaulted debtors with aggregate exposures over MDL 10 million.
Liquidity risk
Definition: Liquidity risk is the risk that the Bank will encounter difficulty in meeting obligations associated with financial liabilities.
Monitoring: The Bank's liquidity risk management system foresees liquidity management in accordance with regulatory require-
ments ensuring systematic monitoring and analysis of risk factors regarding current and long-term liquidity. In order to manage
liquidity risk, the Treasury Department performs daily monitoring of future expected cash flows on customers and banking opera-
tions, which is a part of the assets/liabilities management process. The Financial and Operational Risk Management Department is
responsible for monitoring and evaluating the Bank's exposure to liquidity risk as well as the compliance with the approved risk
appetite.

The liquidity risk management framework models the ability of the Bank to meet its payment obligations under both normal
conditions and adverse circumstances. The liquidity management framework is reviewed periodically to ensure it is appropriate to
the Bank's strategy. Such review encompasses the funding scenarios, wholesale funding capacity, limit determination and minimum
holdings of liquid assets. The liquidity framework is reviewed by the Risk Committee prior to approval by the Bank's Management
Board.
Mitigation: The Bank's capability to discharge its liabilities is dependent on its ability to realise an equivalent amount of assets
within the same period of time. The Bank's maintains the excess of liquidity in the portfolio of government securities and short-term
interbank investments that can be sold or used as collateral to finance a potential liquidity shortfall. It also has committed credit
lines that it can access to meet its liquidity needs. Such credit lines are available through the NBM's refinancing facility. In addition,
the Bank maintains a significant amount of high liquid assets in cash deposits (mandatory reserve) with the NBM, the amount of
which depends on the level of customer funds attracted. As of 31 December 2021, in line with the NBM's requirements, 26% of
customer deposits in local currencies and 30% foreign currencies were set aside as reserves.
Funding: The Bank maintains a diverse funding base comprising of short-term sources of funding (including Retail Banking,
Business Banking and Corporate Investment Banking customer deposits, inter-bank borrowings and borrowings from the NBM)
and longer-term sources of funding form International Financial Institutions (EFSE, EBRD).
As of both 31 December 2021 and 2020, 84.2% and 82.2%, respectively, of the Bank's liabilities represent clients' deposits, of which
on-demand deposits constitutes 64.6% and 58.8%, respectively. In accordance with national legislation, the Bank is obliged to
repay such deposits upon demand of a depositor. In the case of early withdrawal, the interest on the deposit is foregone or
reduced. Historical experience shows that these accounts represent a stable source of funding; those deposits are renewed in a
significant proportion at each maturity date. The calculation of the stable balance of deposits, based on a behavioural history of 36
months, denotes a high level of stability at an average of 88% as of 31 December 2021, including 94% for deposits from individuals.
Market Risk
Market risk exposure arises from mismatches of maturity and currencies between the assets and liabilities, all of which are exposed
to market fluctuations.
Interest rate risk
Definition: Interest rate risk is the current or prospective risk to capital and earnings arising from movements in interest rates,
which affect banking book exposures.
Mitigation: The Bank treats IRRBB as a significant risk and ensures a proper assessment, monitoring, and control in order to limit
potential losses caused by adverse interest rate fluctuations so that such losses do not threaten the Bank's profitability, own funds
or operational safety.
The Bank manages the exposure to IRRBB through the analysis of sensitive assets and liabilities within the interest rate review gap
and through a system of limits and risk parameters approved by the Bank's Board. The Bank quantifies its exposure to interest rate
risk in the banking portfolio in terms of affecting its economic value ("EVE") and net interest income ("NII") as a result of applying
the shocks to changes in interest rates on the yield curve.
Estimating the sensitivity of the economic value of assets and liabilities outside the non-trading portfolio is calculated by comparing
their present value to the value obtained as a result of the application of the interest rate curve to each pre-defined stress
scenario. This responsibility of analysing and monitoring the interest rate risk exposure is assigned to the Financial and Operational
Risk Management Department.
Regular reporting on interest rate risk is performed and submitted to the ALCO, Management Board, Risk Committee and
Supervisory Board.
FX Risk
Definition: Currency risk is the risk of potential losses arising from foreign asset and liability positions that are denominated in
currencies other than domestic currency and are exposed to foreign exchange volatility.
Mitigation: The primary objective for managing currency risk is to maintain the balanced structure of foreign assets and liabilities,
which will eliminate the effects of fluctuations in exchange rates.
The Bank measures the currency risk through a regulatory-defined risk approach based the open currency positions — as well as
internally-developed key risk metrics based on VAR methodology — by identifying and applying an internal system set of
indicators and limits. Through the year, the Bank performs several types of stress scenarios applied to exchange rates in order to
evaluate the potential effect of extreme market events on earnings and capital.
84
Operational risk
Definition: Operational risk is the risk of loss arising from systems failure, human error, fraud or external events.
Mitigation: The Bank is aware of the importance of managing the operational risk arising from its business activities as well as of
the need to hold an adequate level of capital to absorb the potential losses associated with this type of risk. The Bank has an
operational risk management framework that includes policies and processes for identifying, measuring/evaluating, analysing,
managing and controlling operational risk, which are adjusted periodically according to the changes in the risk profile.
For more efficient management, the Bank uses procedures and support processes in operational risk management, namely:
• risk analysis and assessment of new products and activities;
• compliance procedures and related risk management;
• management of the outsourcing process, regulated by internal policies covering the outsourcing of the Bank's
activities and operations;
• Business Continuity Management characterised by maintaining and updating the business continuity plan;
• Information and communication technology risk management procedures.
The Operational and Financial Risk Management Department is responsible for development of policies, processes and procedures
for managing operational risks in all products, activities, processes and systems, consistently implementing an operational risk
framework throughout the Bank. The department is responsible for the identification and assessment of operational risks,
detecting critical risk areas and operations with an increased risk level, developing escalation processes, considering business
recommendations and mitigation action plans.
To ensure that adequate risk management competency levels are achieved and maintained, the Bank provides regular staff
education and training courses as part of the risk management process.
Identifying, prioritising and managing our risks to support our goals and strategic objectives
We outline the principal risks and uncertainties that are most likely to have an impact on our strategic objectives, business model,
operations, future performance, solvency and liquidity. These principal risks are described in the following table, together with the
relevant strategic business objectives, key drivers/trends and material controls that have been put in place to mitigate the risks as
well as the mitigation actions we have taken.
Macroeconomic environment
Principal risk/uncertainty High inflation rate
Key drivers/trends The Moldovan government expects economic growth to slump to around 0.3% in 2022 from
nearly 14%.
The current inflation forecast, compared to the previous inflation report, has been
significantly revised upwards over the entire comparable period. An annual average of
18.8% is expected.
The annual rate of regulated prices is expected to increase until the second quarter of
2022.
Aggregate demand will also increase in positive terms in the first quarter of the forecast,
after which it will continue to decline, but will be pro-inflationary over the entire forecast
horizon.
Mitigation As these chabges will largely affect retail customers (individuals) whose revenue will not
follow the same growth rate as expected for inflation, the Bank begun to revise and
temporarily change the acceptance criteria by:
• increasing the minimum revenue for Retail customers eligibility
• increasing the minimum revenue for loans over 200.000 MDL
• decreasing DSTI for Retail customers
At the same time, the Bank is preparing rescheduling/restructuring proposals to avoid
increasing default rates.

Regional instability
Principal risk/uncertainty Moldova's economy may be adversely affected by regional tensions and instability
Key drivers/trends The Moldovan economy is dependent on economies of the region, in particular Russia and
Ukraine, who are key trading partners. The ongoing geopolitical tension, political and
economic instability as well as military conflict in the region might have an adverse effect on
our business and financial position.
European gas quotations remain at very high levels, and recent events have shown the
fragility of the energy system to supply shocks.
Uncertainties regarding the volume of agricultural production for 2022 and 2023. The
harvest from 2022 and 2023, respectively, the prices of food products on the domestic
market will depend, to a large extent, on the agro-meteorological conditions and prices on
fertilizers and other chemicals that were usually imported from Russia or Ukraine.
Mitigation The Bank actively monitors regional and local market conditions and risks related to political
instability and performs tests in order to assess our financial position. Responsive strategies
and action plans are also developed.
The government has also asked the World Bank and European Union to boost funding in
response to the crisis.
On a portfolio level, the Bank has started to offer reschedules for debtors that have been
already affected by the sanctions imposed on the Russian banking sector.
As a preventive measure, the Bank reviewed its Collateral Policy, decreasing the maximal
accepted share of inventories for SME customers
Increased outflow of deposits
Principal risk/uncertainty Unexpected, rapid withdrawal of deposits by its customers in large volumes.
Key drivers/trends Regional instability might generate a lower conversion rate for deposits reaching maturity,
especially on the Retail segment, which might prefer the conversion from MDL to EUR/USD
and maintain the legally-allowed cash on-hand at Customs domestically.
At the same time, people with dual citizenship (Moldavian and Romanian) might transfer
some of the FCY amounts to foreign banks.
Mitigation The Bank has developed a model based on the Basel III liquidity guidelines and ensures that
the funding framework is sufficiently flexible to secure liquidity under a wide range of
market conditions. Among other things, the Bank maintains a diverse funding base
consisting of short-term sources of funding (including Retail Banking and Corporate
Investment Banking customer deposits, inter-bank borrowings and borrowings from the
NBM) and longer-term sources of funding from the International Financial Institution.
86
Market movements of interest and currency rates
Date and maturity mismatch for interest rate change for loans and deposits.
Principal risk/uncertainty
The inflation rate will drive individuals to hold most of their savings in EUR/USD.
Key drivers/trends The full switch to an index+margin interest rate is not yet fully present in the loan portfolio,
and at the same time for already-switched loans, there is a mismatch between the date for
the interest change for loans when compared to an existing deposit portfolio that has a
fixed interest rate for certain promotional periods. As a result, in case of a significant
turnover in market conditions, interest margins on assets and liabilities having different
maturities may increase or decrease.
At the same time, as inflation and uncertainties in the European zone and Moldova continue
to increase, with lower-than-initially-forecasted GDP growth, there is a risk that internally
there will be a stronger demand on EUR/USD with increasing volumes of liabilities
(accounts/deposits of Retail clients) in FCY, which will not be easily compensated on assets
(loans) due regulatory requirements on FCY lending.
Mitigation To ensure effective monitoring of the currency risk and increase the Bank's protection
against a possible adverse evolution of the risk factors, the Bank analyzes the sensitivity of
its opened currency positions (OCP) to the volatility of the exchange rates. Overall, during
2021 the Bank maintained an average level of OCP of 1.85% of Own Funds (OF), below 2%,
which is considered as a low risk level.
The Bank manages the exposure to the IRRBB through the analysis of sensitive assets and
liabilities within the interest rate review gap and through a system of limits and risk
parameters approved by the Bank's Board within the internal regulations. The monitoring
of the exposure to the interest rate risk of the banking portfolio and compliance with
internal limits is performed at least once a month. As for now, the Bank has a positive
interest rate risk gap value and a favourable position in the context of a higher tempo of
increasing loan interest rates on the market.
Information systems and financial crime
Principal risk/uncertainty Cyber-security breaches, unauthorised access to our systems
Key drivers/trends Economy digitalisation and limited client knowledge on general security protocols for online
transactions and telesales increase the risk for account breaches or misuse of clients' funds.
Mitigation We have an integrated control framework encompassing operational risk management, IT

systems, information security and data compliance, each of which is managed by a
separate unit. We also have an Anti-Money Laundering (AML) officer and controls in place
in order to prevent and limit any unusual behaviour on clients' accounts without an
additional check and validation from the Bank's side. The implementation of an advanced
Fraud Management System is ongoing.
Being certified in accordance with the requirements of the international standard ISO:
27001, the Bank carries out IT and information security checks internally and with the
assistance of external consultants. It ensures the usage of sophisticated anti-virus
protection and firewalls to help protect against potentially malicious software and block
attempts of unauthorised access to our IT infrastructure. Every year, the Business
Continuity Plan is tested and includes internal and external penetration testing as well as
back-up disaster recovery. Based on the results, improvement measures have been taken.
The Bank implemented "Privileged Access Monitoring" for employees with the highest
privileged access to confidential and customer data.

environmental and social responsibility
As the largest bank operating in Moldova, social engagement is maib’s key priority
Via maib’s corporate social responsibility (CSR) activities, we Maib contributes to the education of healthy financial values in
aim to do our best to give back to the society in which we society, starting from the youngest generations. The Bank has
operate: we get involved in the life of the community by been supporting Junior Achievement Moldova since its
supporting health, education, art, culture, volunteer work, civic foundation, contributing to the motivation and preparation of
engagement, infrastructure development, sports, active and the younger generation to successfully assert itself in the
healthy lifestyles, as well as country traditions. market economy. The Bank also develops partnerships with
universities in the country, maib employees holding public
In May 2021, maib chose to mark its 30th anniversary by lectures and sharing their professional experience with
offering a gift to society — intensive care medical equipment students.
and devices worth MDL 1,000,000, donated to the Institute of
Emergency Medicine and thus showing gratitude to the Regarding the education field, the Bank sponsored the
community for choosing maib, choosing confidence and publication in Romanian of the book "The Path" by Peter
development. The devices were purchased as a result of Malluk and Tony Robbins and some scientific papers published
consultations with practitioners in the field of intensive care, in the context of the anniversary of the Moldovan Academy of
useful and extremely necessary both in the period of COVID-19 Economics, thus continuing the financial education initiative.
and post-pandemic: 5 intermittent pneumatic compression
devices for the prophylaxis of venous thrombosis — for the first Being concerned that forests occupy only 11.4% of the area of
time purchased in our country; 5 hot air cannons for heating a the Republic of Moldova, which is one of the lowest on the
patient (unique to IMU, in the country there were only 5 at the continent, the Bank took the initiative and the maib team
time of donation); 10 High-Flow Oxygen Therapy devices. planted a 2-hectare forest in the shape of Bank’s new logo.
This was the first forest in Cruzesti, Chisinau, and this is only
the first step in supporting Moldova being green again.
Maib continued to support palliative treatment, being a

partner of Hospice Angelus Moldova for several years. The
NGO initiated several projects in which Bank employees
participated, including charity football matches, bicycle races, As for the infrastructure development support, the restoration
tennis etc. of the Boulevard named after Grigore Vieru, which is located
It has also become a tradition for Bank employees to get next to maib's central office, is one of the largest projects of
involved in blood donation and participate in the Chisinau the bank in 2021. Thanks to maib’s financial involvement, the
International Marathon. The Bank also encourages employees lighting systems, irrigation systems etc. were repaired.
to redirect 2% of their income tax to support
non-governmental organisations. In December 2021, maib
employees played the role of Santa Claus, offering gifts to 40
children from Cristesti, Nisporeni, most of them from
single-parent families.
88
Maib promotes the sporting spirit and Olympic values of the The cultural element is both a CSR component and a national
Republic of Moldova, contributes to the popularisation of symbol of pride for maib. On International Day of the
sports and an active and healthy lifestyle by supporting several Romanian Blouse Ie, an element included in the UNESCO
projects and activities in this field. For over 20 years, maib has Heritage, we usually urge employees and customers to proudly
been a partner of the National Olympic and Sports Committee wear the national blouse.
(CNOS), with which it annually awards Olympians who
demonstrate performance at various competitions in the
national and international arena.
Martisor, the symbol of spring in Moldova that represents our

Regarding its employees, maib supports different cultural and country all over the world, is worn on the chest by the maib
sport activities — football, tennis, volleyball, “maib Active to the team in the first month of the season. On National Holidays —
Superlative” runners, reading communities. The Bank Independence Day and Romanian Language Day — we like to
supported one of its employees when they participated in the celebrate national values and talk about the importance of
International Ironman competition, becoming the first promoting them whenever and wherever we are.
employee in the banking sector to hold this title. Moreover, maib continues to support the concert "O seara in
parc", which was cancelled in 2020 due to the pandemic. The
event took place in the largest open-air theatre in Europe.
Through these actions and partnerships, the Bank aims to

inspire society to adopt a healthy and active lifestyle. During
the pandemic, maib employees carried out various volunteer
actions to minimise the risks of infecting customers. For maib, 2022 will be the year of digital innovation, but
starting back in 2021, we have supported numerous projects,
The Bank has also developed an internal wellbeing program for conferences and hackathons on the topics of Cashless
employees and also organized “Coffee with CEO” events. Economy, FinTech, AgTech, innovative business ideas etc.
Our transparency, customer-centric approach and diligence in

the achievement of our CSR mission for 2022 is becoming more
and more important for maib, being close to our clients and,
together, involved in the social life of the community.

shareholder
engagement
The Company has a comprehensive shareholder engagement
and communication programme and encourages an open and
transparent dialogue with existing and potential sharehold-
ers. The programme covers all results, performance and
strategy issues, as well as discussions relating to ongoing
corporate governance. The Group has been taking into
account matters which shareholders have indicated are of
importance to them in written communications to their wider
issue base, and also in individual phone calls and meetings
with shareholders. This dialogue will be continuing during
2022.
Marcel Lazar is maib’s internal shareholder relations and

affiliated parties’ group officer, whose role includes acting as
an intermediary for shareholders.
We will engage with shareholders, including through the

Company’s forthcoming AGM to be held later in 2022, and
will also continue to communicate with shareholders on
important developments throughout the year. Our annual
results announcement, half-year results and quarterly results
are supported by a combination of presentations and
telephone briefings. Over the course of 2021, we have
engaged with a large number of existing and potential
investors, and participated in six investor conferences and
road shows, most of which were virtual. In November 2021
maib participated in the inaugural Moldovan Capital Markets
Day, an event organized by maib in partnership with the
London Stock Exchange and Renaissance Capital. It featured
the Prime Minister of Moldova, Natalia Gavrilita, who took
part in the Market Open ceremony and delivered the opening
speech. She was joined by Julia Hoggett, the CEO of the
London Stock Exchange, Odile Renaud-Basso, the President
of the European Bank for Reconstruction and Development,
and Octavian Armasu, the Governor of the National Bank of
Moldova. The event featured two panels where guests and
potential investors had an opportunity to receive an update
from the Board and management on the Moldovan macro-
economic prospects and investment climate.
The Chairman has overall responsibility for ensuring that the

Board understands the views of major stakeholders. The full
Board is regularly kept informed of these views by the
Chairman as well as management and the Investor Relations
team and, to the extent deemed appropriate, the Group has
taken active steps to adopt different ways of working in
response to feedback received from shareholders and other
stakeholders. Informal feedback from analysts and the
Group’s corporate advisors is also shared with the Board.
Our website, https://ir.maib.md, provides our shareholders

with access to the Group’s results, press releases, investor
presentations, details on our engagement with communities
and corporate and social responsibility framework, our
leadership, as well as other information relevant to our
shareholders. We also ensure that shareholders can access
details of the Group’s results and other news releases
through our website.
90
statement of directors’ responsibilities
The Members of the Supervisory Board are responsible for preparing the Annual Report and the consolidated and separate
financial statements in accordance with applicable law and regulations.
The law no. 202/2017 on the activity of banks requires us to prepare financial statements for each financial year. As required,
we have prepared the accompanying consolidated and separate statements in accordance with international accounting
standards in conformity with the requirements of the Law no. 287/2017 on accounting and financial reporting.
We must not approve the accompanying consolidated and separate financial statements unless we are satisfied that they give
a true and fair view of the state of affairs of the Group and the CB “Moldova-Agroindbank” S.A. (the “Company”) and of the
profit or loss of the Group and the Company for that period.
Under the National Bank of Moldova Regulation on the disclosure requirements by banks, group financial statements are
required to be prepared in accordance with International Financial Reporting Standards (IFRS).
In preparing the accompanying consolidated and separate financial statements, we are required to:
• select suitable accounting policies and then apply them consistently;

• make judgements and estimates that are reasonable and prudent;
• present information, including accounting policies, in a manner that provides relevant, reliable, comparable and under-
standable information;
• provide additional disclosures when compliance with the specific requirements in IFRS are insufficient to enable users to
understand the impact of particular transactions, other events and conditions on the entity’s financial position and financial
performance; and
• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will
continue in business. We are also responsible for keeping adequate accounting records that are sufficient to show and
explain the Company’s and the Group’s transactions, to disclose with reasonable accuracy at any time the financial position
of the Company and the Group, and to enable us to ensure that the consolidated and separate financial statements comply
with the requirements of the Law no. 287/2017 on accounting and financial reporting.
We are responsible for such internal control as we determine necessary to enable the preparation of financial statements that
are free from material misstatement, whether due to fraud or error, and have general responsibility for taking such steps as
are reasonably open to us to safeguard the assets of the Company and to prevent and detect fraud and other irregularities.
Under applicable law and regulations, we are also responsible for preparing a Directors’ Report and Corporate Governance
Statement that each comply with that law and those regulations. We are also responsible for the maintenance and integrity of
the Company’s website. Legislation in the Republic of Moldova governing the preparation and dissemination of financial
statements may differ from legislation in other jurisdictions.
We confirm that to the best of our knowledge:
• the consolidated and separate financial statements, prepared in accordance with the international accounting standards in
conformity with the Law no. 287/2017 on accounting and financial reporting and IFRS, give a true and fair view of the
assets, liabilities, financial position and profit or loss of the Company and the Group taken as a whole; and
• the Annual Report, including the statements about our strategy, includes a fair review of the development and performance
of the business and the position of the Company and the Group, together with a description of the principal risks and
uncertainties that they face.
We consider that the Annual Report and Accounts, taken as a whole, are fair, balanced and understandable and gives
shareholders the information needed to assess the Group’s position and performance, business model and strategy.
By order of the Board,
Secretary of the Supervisory Board

Nina Teleaga

directors’ report
The Members of the Supervisory Board present their Annual Report and the audited consolidated financial statements for the year
ended 31 December 2021.
Charter of the Bank Holders of ordinary shares of at least 25% of the total number
of shares are entitled, in addition to the rights provided above,
The Charter of the Bank may only be amended by a resolution
to:
at a general meeting of the shareholders. The process for the
appointment and removal of Members of the Supervisory • call for extraordinary general meeting of the shareholders.
Board is included in our Charter. Maib’s Charter is available on
the Company’s website: Results and dividends
https://www.maib.md/files/2019/12/13/statutul-bancii/statutul-bancii.pdf
The Group made a profit before taxation of MDL 832 million for
the year ended 31 December 2021. The Group’s profit after
Share capital and rights attaching to the shares
taxation for the year was MDL 729 million. The Company may
Details of the movements in share capital during the year are by ordinary resolution declare dividends provided that no
provided in Note to the consolidated financial statements on suchividend shall exceed the amount recommended by the
this Annual Report. As at the date of this Annual Report there Company’s Supervisory Board. The Supervisory Board may
was a single class of 1,037,634 ordinary shares of MDL 200 also pay such interim dividends as appear to be justified by the
(two hundred) each in issue, each with one vote. The rights and profits of the Group available for distribution. However
obligations attaching to the Company’s ordinary shares are set resumption of dividends depends on the ultimate approval by
out in its Charter. the National Bank of Moldova.
Holders of ordinary shares are entitled, subject to any Long Term Incentive Plan (“The Plan”)
applicable law and the Company’s Charter, among others, to:
At the end of 2021, maib implemented the Long Term Incentive
• have shareholder documents made available to them Plan (LTIP), under which stock buying options will be granted to
including notice of any general meeting; top and middle management of the bank as part of their
compensation package. The plan is structured on the basis of
• attend, speak and exercise voting rights at general
phantom options, and has a best practice approach to execu-
meetings, either in-person or by proxy;
tive remuneration, designed to align management and
• elect or be elected as a member of the management shareholder incentives while placing the prudent and
bodies; long-term development of the bank at the forefront.
• participate in any distribution of income or capital; Powers of Supervisory Board members

• sell, pledge, place under trust or request redemption of The Supervisory Board members may exercise all powers of
the shares they own. the Company subject to applicable legislation and regulations
and the Company’s Charter.
Holders of ordinary shares of at least 5% of the total number
of shares are entitled, in addition to the rights provided above, Conflicts of interest
to:
In accordance with the law no. 202/2017 on the activity of
• propose items to the agenda of the general meetings of banks, the Directors have adopted a policy and procedure for
shareholders; the disclosure and authorisation (if appropriate) of conflicts of
• nominate candidates for election as Supervisory Board interest, and these have been followed during 2021. The
members and Audit Commission members; Company’s Charter also contain provisions to allow the
Supervisory Board members to authorize potential conflicts of
• call for extraordinary general meeting of the Supervisory interest so that a member is not in breach of his or her duty
Board. under the law.
Holders of ordinary shares of at least 10% of the total number Supervisory Board members’ remuneration
of shares are entitled, in addition to the rights provided above,
to: The Supervisory Board members’ fees and remunerations can
be found in the notes to the financial statements, making part
• request extraordinary auditing of the economic and of this report.
financial performance of the bank;
Supervisory Board members’ interests
• request of the assessment of the share price based on the
auditor’s report; The Supervisory Board members’ beneficial interests in
ordinary shares of maib as at 31 December 2021 are shown
• seek indemnification by instituting judicial proceedings for
together with any changes in those interests between the
any statutory breaches by the bank’s executives.
financial year-end and the date on which this Directors’ Report
was approved by the Board.
92
Company Secretary Independent auditors
The Board appointed Mr. Eugeniu Josan to act as Company ICS “Pricewaterhouse Coopers Audit” SRL was appointed as an
Secretary of the Supervisory Board and of the Management external auditor of the Company for the years 2020 – 2022.
Board in May 2021.
Major interests in shares
Annual General Meeting
The table below lists shareholders with voting rights of more
The AGM Notice is circulated to all shareholders at least 30 than 5% as at 31 December 2021:
working days prior to ordinary meeting and 21 days in case of
extraordinary meetings. All shareholders are invited to attend
the AGM, where there is an opportunity for individual share-
holders to question the Chairman and, through him, the Chairs Number of % of voting
of the Supervisory Board Committees. In addition, AGM Notice Shareholder voting rights rights
is published on the Company’s website and in the National
Commission for Financial Market’s magazine “Capital Market”.
After the AGM, shareholders can meet informally with the
members of the Supervisory Board.
Heim
Partners 426 365 41.09
Supervisory Board members’ responsibilities Limited
Statements explaining the responsibilities of the Supervisory
Board members for preparing the Annual Report and consoli-
dated and separate financial statements can be found in the
Statement of Directors Responsibility of this Annual Report. A
further statement is provided confirming that the Board
considers the Annual Report, taken as a whole, to be fair, Post balance sheet events
balanced and understandable and provides the information
necessary for shareholders to assess the Company’s position Our disclosures relating to post balance sheet events can be
and performance, business model and strategy. found in the notes to the financial statements, making part of
this report.
Related party disclosures
Statement of disclosure of information to the auditor
Details of related party disclosures are set out in Notes to the
consolidated financial statements included in this Annual We confirm that, so far as we are aware, there is no relevant
Report. audit information of which the Company’s auditor is unaware
and we have taken all steps that we reasonably believe should
Code of Conduct and Ethics be taken as members of the Supervisory Board in order to
make ourselves aware of any relevant audit information and to
The Board has adopted a Code of Conduct relating to the establish that the Company’s statutory auditor is aware of
lawful and ethical conduct of the business, supported by the such information.
Group’s core values. The Code of Conduct has been communi-
cated to all members of the Supervisory Board and employees,
all of whom are expected to observe high standards of
integrity and fair dealing in relation to customers, staff and Secretary of the Supervisory Board
regulators in the communities in which the Group operates.
Nina Teleaga
Our Code of Conduct is available on our website: https://ww-
w.maib.md/files/2020/11/24/sumarul-prevederilor-cod-
ului-de-etica-al-bc-quot-moldova-agroindbank-quot-sa-code
-of-ethics/sumarul-prevederilor-codului-de-etica-al-bc-quot-
moldova-agroindbank-quot-sa-code-of-ethics.pdf

non-financial statement
corporate social responsibility
Corporate Social Responsibility (“CSR”) is one of the main pillars in both the Group's direct work and in its actions to support
the community. The implementation of this concept allows, on the one hand, ensuring a responsible business management,
creating a constructive business environment, developing and launching products and services with a positive impact on
customers and partners, and, on the other hand, involvement in social responsibility projects with a major impact on the
development of society. Thus, the Group ensures a balance between business activity and social responsibility, being sure that
only the partnership between business and society can become the key to the sustainable development of any financial
institution.
business responsibility
The Group's activity is also based on an assessment of customers' needs in order to anticipate them, thus providing our
customers with the necessary tools to excel both socially and professionally.
To achieve this goal, flexibility, fairness and speed in acting for customers are intrinsic concepts of the business. The group
focuses on innovation and digitalization, providing customers with remote banking services and secure products based on the
highest financial technologies. For its success in business, in 2021 maib was named "Best Bank in Moldova" by the prestigious
publications Euromoney and Global Finance, "Bank of the Year" in the vision of The Banker, being the holder of the title "Best
Digital Bank in Moldova" according to Global Banking and Finance Review ranking.
The 2021 pandemic continued to affect the society. To minimize the effect, maib continued to be with clients, supporting their
work, but also with the medical community, donating vital medical equipment in saving lives.
social responsibility
The basic portfolio of social responsibility projects includes the following sectors: education, culture, sports, environment,
health and charity. At the same time, the Group is open to support other areas, the fundamental criterion in their selection
being the importance and lasting impact of CSR projects on community development. The main projects supported during the
year are reviewed in chapters 6 and 34. Shortly, we mention:
• promoting initiatives that support education and networking, supporting startups and the IT sector, projects such as
FinTech Moldova, AgTech Accelerator, Rockit Conference;
• supporting sport and the active lifestyle, supporting the National Olympic and Sports Committee, involving employees in
various sporting events;
• sponsoring cultural events, such as " O seară în parc ", etc.;
• signing educational partnerships, including with the Academy of Economic Studies of Moldova, which includes conducting
public lessons on various topics, book publishing, etc.;
• implementation of environmental protection actions, including by planting the maib forest;
• supporting multiple charitable actions, such as those carried out by Hospice Angelus Moldova, Hospices of Hope;
• supporting social initiatives and contributing to the renovation of Grigore Vieru Boulevard in Chisinau;
• supporting medical initiatives such as donating medical equipment to the Emergency Medicine Institute, conducting blood
donation actions among maib employees.
94
human resources
The needs of the Group's customers are increasingly sophisticated and demanding, which generates major challenges for the
Group, especially in the area of Human Resources. The human resources management strategy includes the following
priorities:
• Supporting the Group's business strategy by providing the necessary human resources for business continuity and develop-
ment;
• Continuous promotion of the image of the employer which would contribute to the positioning of the Group as a preferential
employer;
• Developing a proactive corporate culture in order to anticipate the needs of the Group by aligning the personal values of
each employee with the values of the Group;
• Continuous improvement of the Group's employees and increase of labor productivity;
• Loyalty of the Group's employees, retention, attraction and development of talents; and
• Developing the team spirit and involvement of the Group's employees.
As of December 31, 2021, the total staff of the Bank comprised of 2,718 employees, 17 employees were active in
MAIB-Leasing, and the total staff of Moldmediacard was 14 employees.
fighting corruption
Both the Group, as a parent company, and the subsidiary companies apply strict anti-corruption principles, which refer to the
fact that employees are prohibited from making and accepting payments, either directly or through third parties, in order to
accelerate or influence certain decisions, which could be interpreted as bribery. At the same time, any employee can
communicate anonymously, through dedicated channels, about any suspicion regarding the inappropriate activity of other
employees.
respecting the human rights

Both the Group, as a parent company, and the subsidiary companies are committed to maintain and improve their internal
systems and processes in order to ensure respect for human rights in the operations performed and in the management of
human resources. The implemented processes ensure the exclusion of any forms of discrimination in hiring and promotion of
employees, and for its employees the following principles of personal and professional behavior are encouraged, such as:
moral integrity, freedom of thought and expression. The Group also refrains from financing projects that may violate
fundamental human rights (for example, refraining from financing the production, procurement and / or sale of arms and
drugs, etc.).
environmental issues
As a parent entity, the Group promotes international social and environmental standards both as a resource consumer and as
a financial institution. The group constantly monitors and acts to reduce the consumption of resources with an impact on the
environment. It also supports initiatives aimed at educating the population in the field of environmental protection. All projects
funded by the Group are subject to a social and environmental assessment to facilitate the decision on whether an activity
should be funded and, if so, how social and environmental issues should be addressed in the planning, financing and
implementation process of projects. In 2021, the Bank signed collaboration agreements with EFSE, GGF and EBRD, which
would create a positive impact on society, supporting sustainable projects and financing the green economy, etc.

going concern and viability statements
Going concern statement
After making inquiries, the Management Board confirms that they have a reasonable expectation that BC MAIB SA has adequate
resources to continue in operational existence for 12 months from the date the financial statements are authorised for issue.
Therefore, the Directors consider it appropriate to adopt the going concern basis of accounting in preparing the accompanying
financial statements.
Viability statement
In order to consider the Bank's viability, the Board considered a number of key factors, including:
• the Bank's financial and operational position, including capital allocation and other key financial ratios;
• the Board's risk appetite;
• the Bank's business model and strategy;
• the principal risks and uncertainties;
• the effectiveness of our risk management framework and internal control processes.
The key factors above have been reviewed in the context of our current position and strategic plan, financial budgets and
forecasts. The viability assessment involved a risk identification process, which included recognition of the principal risks to viability
(risks that could impair the Bank's business model, future performance, solvency or liquidity), excluding risks not sufficiently severe
over the assessment period.
For those risks considered sufficiently severe to affect our viability, we performed stress testing for the assessment period, which
involved modelling the impact of a combination of severe and plausible adverse scenarios in our ICAAP process.
The Bank has examined, among others, the following stress scenarios over the assessment period:
• significant decrease of GDP;
• decrease of house price index;
• depreciation of MDL.
The stress testing also took into account the availability and likely effectiveness of mitigating actions that could be taken to avoid or
reduce the impact or occurrence of the identified underlying risks to which the Bank is exposed, such as a decline in lending activity
and reduction of operating expenses. It also took into account the assumption that the Bank will be able to prolong or refinance
existing borrowings, or increase the financing from international finance institutions, on terms similar to existing ones.
The Management Board members have also satisfied themselves that they have the evidence necessary to support the statement
in terms of the effectiveness of the Bank's risk management framework and internal control processes in place to mitigate risk.
Based on the analysis described above, the Management Board confirms that they have a reasonable expectation that the Bank
will be able to continue operations and meet its liabilities as they fall due during the examined time span.
Financial figures presented in this annual report are based on audited group and standalone full year (FY) 2021 financial statements. Full
year audited results from 2020 and 2019, both group and standalone, are used as basis of comparison.
This annual report contains forward-looking statements, such as, management expectations, outlook, forecasts, budgets and projections
of performance, as well as statements concerning strategy, objectives and targets of the Bank, as well as other types of statements
regarding the future. The management of the Bank believes that these expectations and opinions are reasonable, and based on the best
knowledge, however, the management of the Bank would like to underline that no assurance can be given that such expectations and
opinions will prove to have been correct. As such, these forward-looking statements reflecting expectations, estimates and projections are
subject to a number of known and unknown risks, uncertainties and contingencies, and actual results and events could differ materially from
those currently being anticipated as reflected in such statements. Important factors that could cause actual results to differ materially from
those expressed or implied in forward-looking statements, certain of which are beyond the control of the Bank, include, among other things:
macroeconomic risk, including currency fluctuations and depreciation of the Moldovan leu; regional and domestic instability, including
geopolitical events and military conflicts; loan portfolio quality risk; regulatory risk; liquidity risk; capital risk; financial crime risk;
cyber-security, information security and data privacy risk; operational risk; COVID-19 pandemic impact risk; climate change risk; and other
key factors that indicated could adversely affect our business and financial performance, which are contained elsewhere in this document.
No part of this document constitutes, or shall be taken to constitute, an invitation or inducement to invest in maib shares, and must not be
relied upon in any way in connection with any investment decision. Maib undertakes no obligation to update any forward-looking
statements, whether as a result of new information, future events or otherwise, except to the extent legally required. Nothing in this
document should be construed as a profit forecast.
Audited financial statements and management report, as required by the Moldovan legislation, can be found at the following address.
96

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professional innovative

2 maib at a glance 66 near term outlook

annual report | 2021 1

• maib, referring to the Bank.

annual report | 2021 3

total assets 31% #1

total ioans 35% #1

total deposits 32% #1

loans to inviduals 30% #1

loans to bussiness 38% #1

deposits of inviduals 34% #1

deposits of bussiness 28% #1

Moldovan banking market

RETAIL SME CORPORATE

• Market leader in the • Emerging leader in the • Established business

competitor 3 149 1.6k 75

key business segments

46% 13% 20%

Retail SME Corporate

maib HEIM Partners

shareholder HEIM Partners Limited

structure for EBRD, Horizon

annual report | 2021 5

TOTAL DEPOSITS TOTAL LOANS

+19.8% y-o-y +25.7% y-o-y

BASIC EARNINGS TOTAL

+37.6% y-o-y +1.6 p.p. y-o-y

annual report | 2021 7

+20% y-o-y +15 y-o-y

+2022 y-o-y +5 y-o-y

• A new chairman is elected –

• An updated development strategy for

2019 • A pilot project of cashless payments in public

• The opening of maib’s first Mortgage Centre;

• A donation in the amount of MDL 1 million is

The gama cards are launched in

LiberCard – the first instalment – and

The Instant card is introduced;

The first self-service area is installed

• The P2P option is introduced for individuals;

• Batch payments become available to Bank

• Effective AML/CFT solutions are implement-

• The Back Office is automatised;

• Operations are becoming more centralised

• Customer service work is being optimised;

• The first Youth Centre "Maib Studio Avanti"

annual report | 2021 9

An extensive transformation process is •

The Bank changes its logo and goes

`Maib obtains the right to service territorial

Beneficiaries of social security payments

The partnership agreement with American

2000 • The right to manage "Millennium Challenge"

• A pilot project for the Internet-Banking

EBRD and Western NIS exit the Bank by •

The Bank is focusing its efforts on develop-

Maib extended its network up to 92 direct

The total number of clients reaches 200

The volume of deposits increased by 47% •