What is to be the first?

This year, the authoritative British magazine «The Banker» called the bank "Revival" Bank of the Year in Russia. As acknowledged by the publisher of the journal Angus Cushla, all this time, the financial institution is very intelligently manages the loan portfolio. Portal Bank.ru has talked to the deputy chairman of the Board of Renaissance Mark Nakhmanovich and head of Treasury Bank, Andrei Shalimov. - According to the magazine «The Banker» for the year to your bank managed to rise by 134 positions in the ranking of the top 500 largest banks. What measures should be taken to achieve such results? Shalimov: On the one hand, it is our merit, but on the other hand, the impact of the crisis, which pushed back the players who are not ready for it. In Russia, are generally pretty volatile situation: sometimes good and sometimes not. In addition, many banks are: whether it is Western, American, Singaporean and Japanese are accustomed to the fact that they are well capitalized, but the following year they suffered substantial losses. On their background, we, on the contrary, very advanced. - To date, Renaissance issued 1.4 million bank cards. For this amount of plastic requires the corresponding ATM network. A.SH: Here we must distinguish two things. It's one thing if the card is linked to nalom, and another when it imposed a lot of additional products. In the latter case, the ATM is only one of the possible channels through which you can use the card. Our task - the maximum load the map products that are not associated with the cash. So it is quite possible to do and a small ATM network, as long as it was correctly placed on the territory. M. Nakhmanovich: When we were designing the concentration of the ATM network, we set ourselves the goal is not to place them on the aisle so as not to create queues and delays. ATMs should be located where there are shops and residential quarters. In addition, the accessibility of ATMs allows for much more money on foreign operations. According to this index, we earn a 2.5 times greater than the cities. Total passes through us 5 thousand transactions per month. - How well the bank before the mortgage? M. H: We have 8 thousand mortgages. Here we focus on corporate clients. In general, this is one of the main lending products, we have worked with HMLA and regions. Although the bank is not concerned only with the mortgage in its pure form, we are also engaged in various social programs, for example, in support of young professionals. - A pos-credit do you do? M. H: Why, when we have 1.3 million salary accounts! We can go directly to the client. Sales of loans in commercial networks and customer base are different in two things: the first person "caught" on the psycho-emotional state and sell a high bid minus technical refunds that arise therefrom. There are state-owned banks, there are Western banks, commercial banks are serious and have psevdobanki that were created as banks for sale. Frankly - it's a one-time business. Our strategy is different: we're trying to offer its customers an honest, cheap credit, explaining the difference. To do this, take it to such a conversation, that he began to meditate. For example, when in 2008 we introduced a new product with a grace-period and raised the stakes, this applies only to new sales. Those customers who do not increase the limit or not to renew the card remained at the same rate at the level of 16-18%. Over 6 years of credit cards in our bank there was nothing written down and sold. And piled up only 6,5% of arrears. Of course, this strategy does not allow to grow rapidly in the portfolio, however, move us forward.