About the lessons of the financial crisis, competition, walking distance to the bank and dealing with customer complaints Bank.ru talked with Alexander Nepomnyashchii, deputy chairman of the Asia-Pacific Bank. - Please rate the impact of global financial crisis on the Russian economy in general and the business of the Asia-Pacific Bank. What lessons bankers should learn from this crisis? - Firstly, before the crisis in Russia endless stream of foreign money flowed, not only in the form of petrodollars, but also in the form of investments in the stock market. Accordingly, the first negative impact of the global financial crisis on the Russian economy - it is an outflow of foreign capital. This situation has led to the collapse of the stock market in the country. The situation is developing according to the rules of the textbook in psychology, just all did not trust everyone. The population ran to the banks for deposits, banks have restricted lending, have all become prematurely collect each other's debts, cut costs, reduce staff accordingly. This led to a reduction in effective demand, a reduction of revenue from enterprises, banks have to lend even less, and not just because of the risks of no return, but also elementary for lack of resources. On the one hand, banks denied loans to foreign investors, on the other - at the very beginning of the crisis the people withdrew their deposits from the banking system. This led to a sharp increase in interest rates on deposits. Due to declining oil prices, and as I said earlier, the outflow of foreign capital surplus foreign exchange balance of the positive was in fact negative, which led to a reduction in foreign exchange reserves continue to devalue the ruble. It is strongly influenced by including banks, who had to regulate their currency positions, namely buy the currency, since people are actively beginning to shift their savings in deposits in the same dollars and euros. The consequences could be catastrophic. But the state time to support a massive constituent companies and banks. Asia-Pacific Bank "was also included in the number of banks that the Central Bank was ready to provide support in the form of unsecured loans amounting to about 1.8 billion rubles. But these funds are not required: ATB before the crisis has received additional resources in the form of capital from the new shareholder - International Finance Corporation. In addition, we have always carried the conservative policy of risk management, including consumer lending, creating a sufficient amount of reserves necessary to cover any potential risks. Currently, Russia's economy out of crisis. But the banking system to solve one of the main tasks - to be able to place favorable for attracting resources, while avoiding the growth of arrears. It is difficult enough, but for the Asia-Pacific Bank "it is feasible. The main lesson that gave this world crisis, that the business can not be operated on the principle of accelerating under the dome of a circus rider, who can not stop. Should be airbag, allowing the sudden change in the situation to stay afloat. - What are the achievements of the bank, the most important events you can celebrate in 2010? - This year has been for the Asia-Pacific Bank "very successful, despite the financial crisis. Once again, we have more than doubled in terms of net assets, which exceeded 40 billion rubles. Profits in 2010 reached a size of nearly 2 billion rubles, which allowed ATB to go to 30 ranked "the most profitable banks in Russia, and the efficiency of capital amounted to 47.87%. ATB has not stopped in its development, we have continued to grow, expanding geographical presence. During 2010 we successfully completed the process of joining the two banks - "Kolyma-bank" and "Kamchatprombanka, has opened 23 new branches (as of May 2011, the bank operates 170 branches), launched new products, introduce new technologies. The Bank is actively working on the introduction of new products in consumer lending and, of course, on lending for small and medium-sized businesses. Since we are working not only in the regional, but also in regional centers and the remotest and border areas, where the core business - trade, mining, for our small and medium businesses - a priority. Having money in such specialized financial institutions such as Rosssiysky Development Bank, International Finance Corporation, we are able to lend to small and medium business for 5-7 years. These programs are now in great demand. - What is the share of overdue and impaired loans in the portfolio of the Asia-Pacific Bank "by the end of 2010? As the situation changes in the current year? - In 2010, the proportion of arrears on consumer credit fell by 8.4%. Since early 2011 the quality of loan portfolio also improved, the proportion of arrears as of May 2011 decreased by more than 2%. According to our forecasts, this year the share of overdue loans will decline further. - What proportion of ATB in the Russian market lending in 2010? Deposit market? - No false modesty I can say that the Asia-Pacific Bank in 2010 grew much faster than other banks in all areas that show and performance ratings. During 2010 the market share of deposits of population in the regions where ATB has grown by 17%, consumer loans grew by 40%. Corporate clients' deposits share increased by 26%, and loans entities - nearly a factor of 2 or 85%. Respectively, according to RBC, the 2010 ATB has moved from 53 seats on the 40th in the ranking of "Top-500 banks on loans of natural persons", as in the ranking of "Top-500 banks on deposits of physical persons" we went from 59 seats to 45 - st. - Who is the main competitor to ATB? Why customers should choose products of your bank, not bank competition? - We have many competitors, because ATB - Universal Bank, and in each of the segments in which we operate, compete with various banks. According to the retail core of our competitors are those federal banks as Sberbank, VTB 24, Rosbank and MDM Bank. We are working on quality service to our customers and strive to continually improve our products and make them more convenient and faster, for example, unlike many of our competitors, we can arrange a consumer loan within an hour. Often, federal banks to provide such a speed can not. In addition, ATB - the bank is practically walking distance. We have a fairly large area of ??presence, because we are opening offices in even small and remote settlements, where the population is 15, 20, 30 thousand inhabitants. By accessing the major cities, we are trying to cover their offices absolutely all neighborhoods of the calculation - one branch at 30 thousand inhabitants. Today is tasked to develop their own maximum terminal network. This will allow any client without contacting the department of the Bank to repay the loan, to supplement the contribution, make a payment or transfer to one of the terminals, on the way home or in shopping malls. - The financial sector is strongly shaken by the crisis. Did the bank cuts? - Partial cuts were. But due to the fact that at the same time we have opened new branches, launching new projects, there has been optimizing the number of staff: new department head office gave an additional impetus to our development. For example, today an important focus is the active development of the Call Centre. His strength we will bring to 300 employees in the near term and in only one city of Blagoveshchensk. - Bankers often complain that they compete with state banks is becoming increasingly difficult. How is this manifested? - Certainly, the state-owned banks change their policies to recruit new highly qualified managers, quickly adopting advanced technologies western style, which is reflected in the competition. But we perceive these changes as positive: a healthy market competition spurs us to be more mobile, more progressive, go on ahead. For example, in the Amur region, we were faster than the Savings Bank in implementing a unified social map of the region, provided that the Savings Bank has long announced that it is one of the highest priority for these products. We are also negotiating with other regions and, I hope this year we will implement this project in one or two regions of the Far East. - What, in your opinion, the priority problems of the Russian banking system, requiring an early decision? - The main problem - the high cost and short-term resource base of banks, and most importantly its redundancy. Banks simply can not put any extra money, which themselves have a short time and at high interest rates. The second problem - is not quite clear the situation with the solvency of customers, especially corporate ones. If, before the crisis due to active growth of the economy could be lending to almost anyone who is actively expanding its business volumes, and now bankers are more cautious approach to the selection of clients. - Have you ever go to the office of ATB under the guise of a client? If yes, when was the last time? What are your impressions were? - Since the photo of the board members are often published in a corporate newspaper, office visit incognito unpromising. Offices I, as head of retail business, I visit regularly, at least once every two weeks on the territory of the Amur region, and during trips across the presence of AMB. During their visit, I fill in the appropriate check-lists, where there are no compliance or conformity with the approved standards, we design, standards, business processes that are used in offices. All this I also used to improve the quality of the Bank. In addition, I will act as manager of the hall in the central office ATB every two weeks. This allows me to get first-hand information necessary to improve the efficiency of our work. In the same department at the workplace of each employee specified number of my personal mobile phone, on which may apply to each client. This allows me to keep the situation as they say, under the personal supervision. In order to analyze the quality of service, we regularly (at least 1 time in 2 months) use of independent agencies (the method of secret client), do a monthly proring staff our branches and customers, recently visited our offices. So we are monitoring on an ongoing basis other indicators of service quality in our bank: customer complaints, staff errors, speed of operations, the quality of remote channels of customer service and much, much more. - The offices of other banks come to compare the quality of service? - Basically, get to do it on business trips or to promote the concept of development areas. For example, before approving the concept of VIP-Service ATB I visited all the VIP-divisions of major banks and competitors in order to personally understand how a given direction from others. - Central Bank recently raised the refinancing rate to 8.25%? You will raise rates on their loans? - Given the increasing competition in the banking market, we will not raise interest rates on consumer and corporate loans. Our task - to preserve the relatively high yield of all types of lending, which we have now. Asia-Pacific Bank "fails, no matter what increase their margins by reducing the cost involved us resources. And this is one of our victory!
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