Members of the Management Board of BPS-Sberbank OJSC
Inyushin Sergey Viktorovich – Chairman of the Management Board, born in 1976.
Higher education, in 1998 graduated from the Irkutsk State Economic Academy with a degree in Finance and Credit, in 2012 completed the Dual Degree Executive MBA program at St. Petersburg State University, in 2016 graduated from the London Business School, LBS-Sberbank Program in Management and Finance for Bankers. PhD in Economics.
Since 1998 - head of divisions of the Chita branch of Sberbank of Russia; Branch manager of Sberbank of Russia; Deputy Manager of the Chita Branch of Sberbank. Since 2008 - Deputy Chairman of the Management Board of SB Sberbank of Russia JSC, since 2013 - First Deputy Chairman of the Management Board of SB Sberbank of Russia JSC. Since March 29, 2016 - elected Chairman of the Management Board of BPS-Sberbank OJSC.
Carries out general management of the activities of the Bank's Representative Office.
Directs the work of curators in the Strategy and Finance blocks, Banking Holding, Risks (K.A. Kalinin, is the acting chief risk officer (CRO)
Human Resources Department;
Internal Audit Department;
Department of Business Administration;
Security Department of the Bank;
Internal Control and Compliance Department 1;
Headquarters of the Chairman of the Management Board.
Reception of visitors: the first Monday of the month, 10: 00-12: 00.
Koleda Vladimir Nikolaevich - Member of the Management Board, First Deputy Chairman of the Management Board of the Bank, born in 1958.
Higher education, in 1980 he graduated from the Belarusian State Institute of National Economy named after VV Kuibyshev with a degree in Industrial Planning. Completed the master's educational program "Business Administration" (MBA) at the European Humanities University.
Since 2005 - First Deputy General Director, since 2010 - First Deputy Chairman of the Management Board of BPS-Sberbank OJSC.
Supervises the Corporate Business block.
Directs activities and makes decisions on issues falling within the competence of:
Credit Products Department;
Financial Markets Department;
Department of Large and Large Business;
Department of Transactional Business;
Corporate Business Development and Support Department;
Department of Small and Medium Business;
Department for work with pledges;
Distressed Assets Department;
Legal Department.
Reception of visitors: the first Monday of the month, 14: 00-16: 00.
Borisevich Anatoly Viktorovich -member of the Management Board, Deputy Chairman of the Management Board of the Bank, born in 1974.
Higher education, in 1995 he graduated from the Belarusian State Economic University with a degree in Commercial Activity, in 2002 - from the Belarusian Trade and Economic University of Consumer Cooperatives with a degree in Jurisprudence, in 2010 he underwent retraining at the Institute of Civil Service of the Academy of Management under the President of the Republic of Belarus with a degree in State Management of the National Economy. Completed the master's educational program "Business Administration" (MBA) at the European Humanities University.
Since 1997 - Manager of Branches in Rogachev and Zhlobin, since 2009 - Deputy General Director, since 2010 - Deputy Chairman of the Management Board of BPS-Sberbank OJSC.
Supervises the Operations Unit. Supervises the current activities within the competence of the chief accountant of the Bank.
Directs activities and makes decisions on issues falling within the competence of:
Department of the organization of accounting, calculations and taxation;
Department of Operations Coordination and Reporting;
Department for work with values;
Internal Control and Compliance Department 2;
Operational office "Central European".
Reception of visitors: the fourth Tuesday of the month, 10: 00-12: 00.
Borodko Oleg Vladimirovich - Member of the Management Board, Deputy Chairman of the Management Board of the Bank, born in 1970.
Higher education, in 2002 graduated from the Belarusian State Economic University with a degree in Finance and Credit. Completed the master's educational program "Business Administration" (MBA) at the European Humanities University.
Since 2005 - Deputy General Director, since 2010 - Deputy Chairman of the Management Board of BPS-Sberbank OJSC.
Supervises the Retail Business, Regional Development block. Organizes ideological work at the Bank.
Directs activities and makes decisions on issues falling within the competence of:
Retail Business Department;
Department of Electronic Business;
Department of organization of services for private clients;
Contact center;
Department of coordination and development of the regional network.
Reception of visitors: the third Wednesday of the month, 10: 00-12: 00.
Vasilyuk Victor Vladimirovich - Member of the Management Board, Deputy Chairman of the Management Board of the Bank, born in 1957.
Higher education, in 1980 he graduated from the Minsk Radio Engineering Institute with a degree in Electronic Computing Machines, in 2002 he underwent retraining at the Academy of Management under the President of the Republic of Belarus with a degree in Financial Management. Completed the master's educational program "Business Administration" (MBA) at the European Humanities University.
Since 2003 - Deputy General Director, since 2010 - Deputy Chairman of the Management Board of BPS-Sberbank OJSC.
Supervises the Banking Technologies block, Administrative block.
Directs activities and makes decisions on issues falling within the competence of:
Information Technology Department;
Department of Projects, Processes and PSS;
Department of Administration;
Reception of visitors: first Thursday of the month, 14: 00-16: 00.
Astapovich Lilia Mikhailovna - Member of the Management Board, Executive Director of the Bank, born in 1965.
Higher education, in 1993 she graduated from the Belarusian State Economic University with a degree in Finance and Credit. She completed training under the Sberbank 500 - Program for Leaders program at Sberbank of Russia.
Since 2003 - Director of the Department for Strategy and Coordination of the Bank's Activities, since 2010 - Executive Director - Director of the Department of Strategic and Financial Management of OJSC BPS-Sberbank. Since 2014 - Executive Director.
Supervises the Strategy and Finance block.
Organizes work:
Department of Strategic Management and Treasury;
Financial Management Department;
Department of trade operations.
Reception of visitors: the second working day of the month, 14:00–16:00.
Mozzhukhin Alexey Alexandrovich - Member of the Management Board, Executive Director of the Bank, born in 1970.
Higher education, in 1993 graduated from the Minsk Radio Engineering Institute with a degree in Microelectronics and Semiconductor Devices, in 1996 - the Academy of Management under the President of the Republic of Belarus with a degree in Organization and Management of Foreign Economic Activity. He completed training under the Sberbank 500 - Program for Leaders program. Since 2010 - Executive Director.
Supervises the Banking Holding block. Organizes the work of the Cross-Sales Department and the bank holding company.
Reception of visitors: the second Wednesday of the month, 15: 00-17: 00.
1 Except for the functions supervised by the Deputy Chairman of the Management Board of the Bank A.V. Borisevich
2 With regard to the Bank's fulfillment of its functions to prevent money laundering, financing of terrorist activities and financing the proliferation of weapons of mass destruction, the Bank's compliance with special economic measures, the requirements of the US Foreign Account Taxation Act (FATCA).
At the end of 2009 Sberbank announced its intention to acquire a stake in BPS-Bank from the Government of the Republic of Belarus. The deal was successful, and at the moment Sberbank is the owner of the lion's share of BPS-Bank shares.
In 2011, after renaming and restyling, BPS-Sberbank OJSC appeared on the banking market.
BPS website
The BPS website is an innovative platform for communication between highly qualified specialists and clients. BPS-Sberbank is ready to offer all kinds of services to individuals and legal entities. The quality of BPS-Sberbank's services meets not only Belarusian, but also Russian standards.
BPS services - Sberbank
BPS-Sberbank pays great attention to the development of remote service channels. BDO BPS-Sberbank is represented by a wide ATM network, BPS Internet banking, SMS banking and other services. BPS-Sberbank is popular and respected by corporate clients. The Bank regularly implements programs to support small and medium-sized businesses. BPS-Sberbank offers legal entities such services as trade financing, factoring, and is also engaged in attracting foreign credit lines to support SMEs.
BPS-Sberbank has a well-developed regional network of branches, CBU, URM, there is a representative office in Warsaw (Poland).
FINANCIAL, TAX AND MONEY AND CREDIT POLICIES
UDC 336.71 (574) S.V. INYUSHIN
BBK 65.268 deputy. Chairman of the Board of a subsidiary bank
Sberbank of Russia JSC in the Republic of Kazakhstan, Candidate of Economic Sciences, Alma-Ata e-mail: [email protected]
EFFECTIVE DEVELOPMENT OF A NETWORK OF CREDITING UNITS OF A COMMERCIAL BANK
The problem of increasing the efficiency of development of the branch network of commercial banks is considered. An approach is proposed according to which the decision to open a new internal structural unit is made on the basis of calculating the planned payback period. The particular importance of conducting not only constant but also intermediate monitoring of the VSP performance indicators is emphasized. It is noted that, in general, the proposed approach sets the task of increasing the financial result of the bank's activities both by increasing the number of operations in open new divisions and by reducing unplanned expenses in ineffective divisions.
Key words: internal structural unit of the bank, initial investment, payback period, projected financial result, monitoring of compliance with the payback period.
Each commercial bank, which is in the stage of growth in the volume of its operations, sooner or later faces the need to increase the number of personnel and expand the territory of providing services. As a rule, this problem is solved by developing the bank's branch network. At the same time, the branch network is understood as the widest range of internal structural divisions (VSP), ranging from large branches to small additional offices and operating cash desks outside the cash center. The opening of a new VSP allows us to serve an additional volume of customers, but at the same time it is associated with significant initial investments and costs for ongoing activities. Within the framework of this article, a mechanism for making decisions on the opening of new internal structural divisions (using the example of an additional office carrying out credit operations), a mechanism
monitoring of decisions made, as well as a decision-making mechanism to improve the efficiency of existing units.
The basis for making decisions on the opening of new internal structural divisions is the expected volume of interest and commission income from the additional volume of the loan portfolio. Along with these incomes, it is necessary to take into account other incomes received in the event of the provision of additional services by the GSP (for example, settlement and cash services for individuals and legal entities). At the same time, the planned income stream should be built at least in a monthly breakdown for a period not less than that required for the payback of the initial investment.
At the same time, you should take into account the costs incurred when opening a new point. At the same time, interest expenses are expedient
Original Russian Text © S.V. Inyushin, 2009
but calculate as a decrease in the value of gross interest income:
D% net \u003d D% - P%, where D% CHIST - net interest income; D% - income received in the form of interest on loans issued; Р% - interest expenses for attracting resources for issuing loans.
Based on the above indicators, it is necessary to give a forecast of the financial result on an accrual basis in the following form:
Predicted performance indicators of the opened VSP
* The month in which ROI will be achieved for the internal business unit.
The amount of initial investment required to open a new VSP is the second most important factor in the decision to open, along with the expected net profit. Since investments are of a one-time nature, their
the value on a cumulative basis is unchanged in each considered period relative to the first period.
Let us consider an example of calculating the planned payback period for the opened additional office of a bank that carries out lending operations (Table 1). The initial planned investment is 350 thousand rubles, the net operating income within 12 months from the date of opening will reach 1,685 thousand rubles, the amount of non-interest income - 856 thousand rubles, non-interest expenses - 1,795 thousand rubles. Based on the plan of income and expenses, during the first six months the GSP will have a negative financial result, in the tenth month the value of the financial result will equal the amount of the initial investment and, thus, the GSP will reach the payback point.
For a more visual presentation of information during the analysis in order to make a decision on the opening of the VSP, it is advisable to use graphical tools (Fig. 1).
The intersection point of curve 2 in Fig. 1 with the X axis corresponds to the period in which the volume of the received income of the opened new VSP reaches the volume of expenses incurred, and from this moment the accumulation of the financial result begins.
The point of intersection of curve 2 with straight line 1 is the planned payback point. If from the point of planned payback we lower the perpendicular to the X axis, then the point of intersection of it with the X axis will correspond to
Table 1
Calculation of the planned payback period of the opened VSP, thousand rubles (initial investment - 350 thousand rubles)
Indicator Month
Interest income 0 305 620 940 1 270 1 615 1 980 2 370 2 790 3 245 3 740 4 280
Interest expenses 0 190 390 595 810 1 035 1 270 1 515 1 770 2 035 2 310 2 595
Net interest income 0 115 230 345 460 580 710 855 1 020 1 210 1 430 1 685
Non-interest income (excluding VAT) 0 61 124 188 254 323 396 474 558 649 748 856
Non-interest expenses (excluding VAT) 200 345 490 635 780 925 1,070 1 215 1 360 1 505 1 650 1 795
Net profit -200 -169 -136 -102 -66 -22 36 114 218 354 528 746
Current profitability -100 -49 -28 -16 -8 -2 3 9 16 24 32 42
activity,%
Line number Indicator (cumulative) Month
1st 2nd ^ d * ^ + 1) -th
1 Initial investment
2 Net interest income
3 Non-interest income
4 Non-interest expenses
5 Financial result (p. 2 + + p. 3 - p. 4)
the month in which the amount of the accumulated financial result reaches the amount of the initial investment. In other words, this point actually reflects the planned payback period of the opened VSP (month).
If we initially determine the maximum payback period for each type of VSP to be opened, it becomes possible to make decisions on the expediency of its opening (Table 2).
Table 2 Maximum payback period by type of subdivision, months
In our case, the type of VSP to be opened is a crediting additional office, the maximum payback period is 30 months, the planned payback period is 12 months. The opening of this division meets the criteria for efficiency in terms of the payback period. At the same time, making a positive decision to open a new service point on the basis of planned calculations does not mean that its actual activity will correspond to the planned indicators. Many factors, and first of all, insufficiently high growth of the loan portfolio of this additional office,
can affect income levels and cause them to decline. At the same time, unplanned expenses may arise. In this regard, the relevance of monitoring the decisions taken to open new points increases.
The main task of such monitoring is to determine to what extent the values \u200b\u200bof real indicators of VSP activity will correspond to their forecast values. First of all, this concerns compliance with the payback periods for open new VSPs. The purpose of such monitoring is to give a current forecast of the value of the payback period, its deviation from the planned value, to assess the degree of criticality of this deviation and to take preventive measures. Monitoring should be done on a regular basis, ideally monthly.
To carry out this kind of monitoring, let's imagine that our department has been operating for four months from the date of opening and has performance indicators shown in Table. 3.
Table 3 Comparison of volumes of actual and planned profit of VSP, thousand rubles
(initial investment - 350 thousand rubles)
Indicator Month
1st 2nd 3rd 4th
Net profit -200 -169 -136 -102
planned
Net profit -200 -200 -179 -140
actual
Additional office 30
Operating cash desk outside the cash register 12
Figure: 1. Planned payback period of the opened VSP:
1 - initial investment; 2 - planned net profit on an accrual basis
Based on this data, you can build an intermediate payback schedule (Fig. 2). The graph shows that the curve of the actual financial result 3 does not coincide with the curve of the planned net profit 2. From table. 3 also implies that according to the results of work for four months in the open VSP, there is a lag of the value of the actual indicator of net profit from the value of the planned one by 38 thousand rubles. At the same time, this information does not give an idea of \u200b\u200bhow much the payback period will change, taking into account the actual state of affairs, and how critical such a deviation will be.
To answer these questions, it is necessary to complete the projected net profit curve. It is proposed to do this on the basis that the identified deviation in the fourth month will be manifested in the same proportions (in relation to the planned financial result in each future period of time) in each subsequent period. However, due to the fact that part of the curve lies below the X-axis, it is difficult to determine the deviations from each point of the curve. Therefore, it is advisable to apply the following algorithm for determining the predicted values \u200b\u200bof net profit:
1. Correct the series of values \u200b\u200bso that the first of them coincides with the origin. Then, in our case, the indicators given in table. 3, will
increased by 200 thousand rubles. and will be the values \u200b\u200bpresented in table. 4.
Table 4
Correction of the series of values \u200b\u200bof the actual and planned profit of VSP, thousand rubles
Line number Indicator Month
1st 2nd 3rd 4th
1 Planned net profit -200 -169 -136 -102
2 Actual net profit -200 -200 -179 -140
3 Planned net profit (adjusted) 0 31 64 98
4 Actual net profit (adjusted) 0 0 21 60
2. Find the deviation of the volume of the adjusted actual profit from the volume of the adjusted planned profit based on the results of work for four months, which in our case will be: (60/98 - 1) 100% "-38%.
3. Construct an adjusted series of values \u200b\u200bof the planned profit, taking into account the value of the adjustment in accordance with paragraph 1 of this list (Table 5, p. 3). From the series constructed in this way, construct a series of values \u200b\u200bof the predicted net profit outside the actually known values, taking into account the calculated percentage of deviation between the adjusted series in accordance with clause 2 of the list (Table 5, p. 4).
Figure: 2. Data of the monitoring of the financial result of an open new VSP: 1 - initial investment; 2 - planned net profit; 3 - actual net profit
4. The obtained values \u200b\u200bof the projected adjusted net profit shall be subjected to reverse adjustment. In our case, this means that each of the values \u200b\u200bwill be reduced by 200 thousand rubles. The results of such an operation are presented in table. 5 (p. 5).
Now, based on the data in Table. 5, it becomes possible to complete the actual net profit curve using the found forecast values \u200b\u200b(Fig. 3).
The point of intersection of the curve of the actual net profit 3 with the direct initial investment 1, more precisely, its projection on the X-axis, shows the new value of the term
payback. The schedule for monitoring the payback period for departments allows you to visually determine the level of deviation of the values \u200b\u200bof the actual indicator from the planned value.
The results of this monitoring are used to analyze the efficiency of spending the bank's resources, to determine measures to ensure the implementation of approved plans (in case of non-fulfillment), as well as to increase the validity of planning the development of the branch network in the future.
The next stage of the bank's activities for the development of the branch network is op-
Table 5
Calculation of predicted values \u200b\u200bof net profit, thousand rubles (initial investment - 350 thousand rubles)
Line number Indicator Month
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th
1 Planned net profit -200 -169 -136 -102 -66 -22 36 114 218 354 528 746
2 Actual net profit -200 -200 -179 -140 - - - - - - - -
3 Planned net profit (adjusted) 0 31 64 98 134 178 236 314 418 554 728 946
4 Net profit forecasted (adjusted) 0 0 21 60 82 109 144 192 256 339 446 579
5 Net profit projected (reverse adjustment) -200 -200 -179 -140 -118 -91 -56 -8 56 139 246 379
Figure: 3. Deviation of the predicted payback period from the planned one (designations are the same as in Fig. 2)
determination of the decision-making mechanism to improve the efficiency of the functioning of the existing units. For these purposes, based on the assessment of compliance with the planned payback periods of open new VSPs, it is proposed to distinguish the following four groups of units:
Promising - subdivisions, the projected payback period of which is less than the planned one;
Insufficiently promising - divisions, the payback period of which exceeds the originally planned one, but is within the maximum allowable for its category (see Table 2);
Problematic - units whose payback period exceeds both the originally planned and the maximum established;
Ineffective - divisions, the projected net profit curve of which never intersects the direct investment and, accordingly, the return on which cannot be achieved taking into account the current performance.
If there are internal structural divisions in the branch network that fall into the third and fourth groups, the bank needs to analyze the reasons for the ineffective development of divisions and develop action plans to improve the efficiency of their activities. Each factor that causes an increase in expenses or a decrease in income must be considered. Responsible departments of the bank should outline specific measures aimed at bridging the gap between planned and actual indicators. Then, after a certain period of time, the bank must re-analyze the divisions for which action plans have been developed to improve the efficiency of their activities. Based on the results of repeated monitoring, the following WWW categories are identified:
Units that have moved from the fourth group to the third and from the third to the second, i.e. significantly reduced the gap between the planned and projected payback periods;
Units with positive dynamics in reducing the gap in
payback periods, but remaining within the original groups;
Subdivisions of the third group that have negative dynamics in reducing the gap in payback periods;
Subdivisions of the fourth group with negative dynamics in reducing the gap in payback periods.
For the last two categories of GSPs, it is necessary to develop proposals for their territorial relocation or closure, since the state of their activities indicates that the accumulation of losses will continue and the possibility of reaching a payback point is extremely unlikely. An exception may be situations when a department is a part of a project (i.e., is one of a group of VSPs open to serve one large client) and its performance should be assessed in relation to the performance of other departments. In this case, the question of the need to preserve unpromising subdivisions should be decided on the basis of an analysis of the aggregate efficiency of the related subdivisions.
Thus, the use of the proposed tools enables the bank to make effective management decisions regarding the opening of new VSPs and, at the same time, to constantly monitor their development indicators during the payback period. The proposed approach to identifying the categories of open new VSPs of the bank both at the stage of primary and at the stage of repeated monitoring allows to influence compliance with the planned payback periods. The bank also gets the opportunity to abandon the further activities of its subdivision by closing it or moving it territorially, in case of revealed inefficiency of its functioning, already at a fairly early stage of the project implementation. All of the above can and should lead to an increase in the efficiency of the bank and, consequently, an increase in its total financial result due to an effective approach to the development of the branch network.