CORPORATE GOVERNANCE

Strong corporate governance is fundamental to how we operate and reflects our commitment to international best practices. Our governance principles are based on fostering effective collaboration and strong internal controls, maintaining constructive relationships with our shareholders, upholding performance-based remuneration for leadership teams, and ensuring transparent reporting. These principles guide our decision-making and support long-term value creation for all stakeholders.

The Austrian Code of Corporate Governance provides Austrian public limited companies with a regulatory framework for the management and monitoring of the company. It contains internationally accepted standards of sound corporate governance along with the rules of Austrian stock corporation law that are significant in this context.

BAWAG Group has made a commitment to apply the applicable provisions of the Austrian Code of Corporate Governance. It contains rules based on compulsory legal requirements (L rules); rules that should be complied with, where deviations must be explained and justified in order for the company’s conduct to conform with the Code (C rules, comply or explain); and rules that are recommendations, where non-compliance must not be disclosed or justified (R rules).

For any further information about the Austrian Code of Corporate Governance please visit the website of the Austrian Working Group for Corporate Governance.

LEADERSHIP

MANAGEMENT BOARD

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Anas ABUZAAKOUK

Chief Executive Officer

Photo CV

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Enver SIRUCIC

Chief Financial Officer
Deputy CEO 
Head Commercial Bank Austria & Germany

Photo CV

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Sat SHAH

Deputy CEO
Head Digital Bank & Specialty Finance

Photo CV

david-oleary

David O’LEARY

Chief Risk Officer

Photo CV

Andrew Wise

Andrew WISE

Chief Investment Officer
Head International and Real Estate Lending

Photo CV

guido-jestaedt

Guido Jestädt

Chief Administrative Officer

Photo CV

Learn more about the shareholdings of the  Management Board

SUPERVISORY BOARD

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Kim FENNEBRESQUE

Chairperson

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Frederick HADDAD

Deputy Chairperson

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Tamara KAPELLER

Deputy Chairperson

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Ahmed SAAED

Member

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Pat McCLANAHAN

Member

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Robert OUDMAYER

Member

CV

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Tina REICH

Member

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Veronika v. HEISE-ROTENBURG

Member

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ADDITIONAL MEMBERS ON SUPERVISORY BOARD BAWAG P.S.K.

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Konstantin LATSUNAS

Del. by Works Council

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Verena SPITZ

Del. by Works Council

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Beatrix PRÖLL

Del. by Works Council

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Ursula NELL

Del. by Works Council

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Committees of the Supervisory Board

The most important functions of the Audit and Compliance Committee are the review of and preparations for the formal approval of the annual financial statements (consolidated financial statements) of BAWAG P.S.K., the proposal for the appropriation of profits, the Management Report and the Corporate Governance Report as well as the evaluation of the effectiveness of the Bank’s internal control system as well as the independence and work of the external auditor. In addition, the Audit and Compliance Committee recommends the appointment of the external auditor. The annual audit program and reports on the activities of Internal Audit and the Compliance Office are submitted to the Audit and Compliance Committee. The Head of Internal Audit and the Compliance Officer have direct access to the Chairperson and members of the Audit and Compliance Committee.

The Risk and Credit Committee is responsible for the approval of limits and the approval of loans (as well as other forms of financing) to individual borrowers or to a group of associated customers pursuant to section 28b BWG in the case of exposures that equal 10% or more of the Bank’s eligible own funds. A report on approved large exposures is submitted to the Supervisory Board, at least once a year.

The Risk and Credit Committee approves affiliated parties transactions. The approval for certain transactions or types of transactions can be granted in advance for a period of one year. Transactions with members of the Managing Board or the Supervisory Board (and their relatives according to section 28 para 1 item 5 BWG) have to be approved individually and by explicitly stating the terms and conditions. Approvals in advance are not permitted for this group of persons. A report about each of these affiliated parties transactions must be made to the Risk and Credit Committee, at least once a year.

The Risk and Credit Committee is also responsible for approving material credit policies (e.g. new business segments), for advising the Managing Board on basic credit risk policy issues according to an arrangement made with the board and for advising the Supervisory Board on the current and future risk-bearing ability as well as the risk strategy of the Bank and monitoring the implementation of this risk strategy in connection with the control, monitoring and limitation of risks, own funds and liquidity. The Committee also regularly monitors the effectiveness and efficiency of the risk management system (including risk control, risk principles, risk reports, risk strategies and risk orientation) and compliance with the legal provisions and regulatory requirements. Furthermore, the Committee also reviews whether prices of offered services and products take fully into account the business model and the risk strategy as well as whether initiatives provided by the Bank’s remuneration system take into consideration risk, capital, liquidity and the likelihood and timing of earnings.

The Nomination Committee deals with the selection of potential members of the Management Board, the preparation of their appointment (succession planning) and the approval of the succession policy. It assesses the regular Fit & Proper evaluation of Managing Board members and Supervisory Board members regarding their knowledge, skills and experience. The Nomination Committee assesses the structure, size, composition and performance of the Managing Board and the Supervisory Board periodically but in any case if occasions imply the necessity for a new evaluation. Further tasks of this Committee are the monitoring of the recruiting process with regard to senior management and the approval of the assumption of executive functions by members of the Managing Board as a Supervisory Board member, member of the Managing Board, managing director or partner with personal liability in companies not belonging to the Group.

The Remuneration Committee deals with the general principles of the Bank’s remuneration policy. It also monitors the remuneration policy, remuneration practices and remuneration-based incentive structures pursuant to section 39c BWG. It provides proposals regarding the content of executive agreements with Management Board members and modalities in respect of the termination of such agreements. The committee further deals with the review of remuneration of senior management in risk management and compliance functions. It also reviews BAWAG’s gender pay gap analysis. 

* As part of the annual suitability assessment, BAWAG's Fit & Proper Office reviews and assesses the time commitment of each individual Supervisory Board member.

CORPORATE GOVERNANCE FRAMEWORK

BAWAG Group’s corporate governance framework is designed to support a sustainable business model over the long term. By aligning governance practices with international standards, we ensure responsible management, effective oversight, and strategic decision-making that balances performance with risk. This foundation enables us to operate with integrity, build trust with stakeholders, and drive consistent value creation across economic cycles

The governance approach is based on


Centralization of functions & setting standards

of businesses and central function units (e.g. real time involvement in product design/production process or distribution channels/time to market).

Clear ownership & reporting lines

of allocated responsibilities. Allows for clear and consistent information flow to ensure a top down and seamless execution.

Proactive support

of group wide responsibilities for governance topics, whilst always ensuring compliance with local regulatory requirements.

Integration & embedding BAWAG culture

as natural driver for integration. Promote 'group thinking' versus 'entity thinking' and simplify the group structure by way of intra-group mergers and centralization, to extent legally possible and commercially prudent.

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