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In Adobe Acrobat X Pro (not for free), you can use the Edit Document Text tool to find out about the font: • Click Tools on the documents menubar in the top right corner to show the side menu of tools. • Open the Content area in the right sidebar and locate the Edit Document Text tool. • Select some text • Right-click and select Properties. • The Text tab of the properties dialog shows the font (you can also change it) In Adobe Acrobat 9 Pro, you can use the TouchUp Text Tool which is found under ( Tools > Advanced Editing > TouchUp Text Tool). This might also work in other Acrobat versions, but the Tool might be buried somewhere else in Acrobat's menus. I don't know of any way to do what you want other than using some very expensive commercial PDF processing software (such as Enfocus' PitStop or callas' pdfToolbox4). The closest you can get is the pdffonts.exe commandline utility.

That is contained in the XPDF-based tool collection, available here: (Download: ). If you run pdffonts.exe -f 22 -l 22 c: path to some pdf.pdf the result will show all fonts used on page 22. To see all fonts used in the complete document, just run pdffonts.exe c: path to some pdf.pdf. Meanwhile I found a different method to list fonts used in a PDF (and indicate wether they're embedded or not), which uses Ghostscript only (no need for additional third party utilities). Unfortunately this also does NOT satisfy your requirement to learn about a font used for highlighted text. This method uses a little utility program, written in PostScript, shipping with the source code of Ghostscript.

Look in the toolbin subdir for the pdf_info.ps file. The included comments say you should run it like this in order to list fonts used, media sizes used gs -dNODISPLAY ^ -q ^ -sFile=____.pdf ^ [-dDumpMediaSizes] ^ [-dDumpFontsUsed [-dShowEmbeddedFonts]] ^ toolbin/pdf_info.ps I did run it on a local example file. Here is the result: C: > gswin32c ^ -dNODISPLAY ^ -q ^ -sFile=SHARE.pdf ^ -dDumpMediaSizes ^ -dDumpFontsUsed ^ -dShowEmbeddedFonts ^ C: pa gs gs8.64 lib pdf_info.ps SHARE.pdf has 12 pages.

Now benchmarks its performance against technology companies not other banks. Despite massive market share, it sees plenty of threats and it is seeking to respond at speed and scale. Everything about Sberbank is big. It dominates its domestic Russian market, as reflected in a host of metrics, such as more than 110 million retail customers, 60 million visits per month to its 14,500 branches (which span eleven time-zones) and 13 million visits per day via its digital channels.

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It also has massive resources (including 11,500 developers among its 311,000 employees) and, at its investor day in London at the end of last year at which it unveiled its Strategy 2020, it was promising 20.8% return on earnings for 2017, with a target of at least 50% dividends by 2020. In a market that is hard for non-domestic banks to penetrate and with, to date, no sign of any government plans to break its stranglehold, you’d think it might be sitting back and basking in a comfort-zone that most other banks can only dream about. In fact, it has major ambitions for technology and for building an ecosystem outside of its core banking activities. Its comfort-zone looks less cosy when evaluating the potential threat from technology companies and, indeed, the main stated goal of its Strategy 2020 is “to push Sberbank to the next level and ensure our ability to compete with global technology companies, while remaining the best bank for customers and businesses”. From bank to technology company. Herman Gref, Sberbank For all the talk of innovation, the bank still has at its heart a lot of legacy systems that it has been struggling to overhaul and replace.

The attributes of its new core platform tick the right boxes – cloud-based, open source, a group-level common data source and in-memory computing – and it has a massive ongoing implementation of SAP ERP, having also implemented Wolters Kluwer’s Riskpro for risk management. Nevertheless, the core project is running late and most of the innovation that has happened to date has been around the edges. Despite the legacy and piecemeal core, its cost-to-income ratio has just edged below 40% with the ambitious target of having this below 30% by 2020. “Is there a single bank of our size at 30%?” asked CEO, Herman Gref, at the investor day. “Unless we have this, we won’t be around because I know society will not pay for our inefficiencies.” If there is an opportunity to buy a service cheaper, customers will always take it, he said.